{"id":2783,"date":"2026-06-01T10:38:57","date_gmt":"2026-06-01T10:38:57","guid":{"rendered":"https:\/\/sawaryn.com\/uslugi\/whistleblowers-anti-harassment-compliance\/"},"modified":"2026-11-03T15:00:09","modified_gmt":"2026-11-03T15:00:09","slug":"whistleblowers-anti-harassment-compliance","status":"publish","type":"service","link":"https:\/\/sawaryn.com\/en\/uslugi\/whistleblowers-anti-harassment-compliance\/","title":{"rendered":"Whistleblowers & Anti-Harassment Compliance"},"excerpt":{"rendered":"","protected":false},"featured_media":0,"template":"","meta":{"_acf_changed":false},"specialization":[1207],"practice_area":[],"class_list":["post-2783","service","type-service","status-publish","hentry","specialization-compliance"],"acf":{"short_description":"A service for companies that want not only a formal internal reporting procedure, but a genuinely working system for responding to whistleblower reports, mobbing, discrimination, workplace conflicts and HR compliance risks.","full_description":"Whistleblowers & Anti-Mobbing Compliance<\/strong>\n

Brief service description<\/h2>\nA service for companies that want not only a formal internal reporting procedure, but a genuinely working system for responding to whistleblower reports, mobbing, discrimination, workplace conflicts and HR compliance risks.\n\nThe law firm helps design, organise or review the full operating model: from the procedure and reporting channels, through roles, deadlines, documentation and confidentiality, to follow-up actions, communication and support on difficult cases.\n\nthe company knows what to do when a difficult report arrives - without chaos, improvisation or the risk of errors that may escalate legally, reputationally or organisationally.<\/strong>\n

Business and regulatory context<\/h2>\nThe Whistleblower Protection Act has applied since 25 September 2024. Companies and institutions employing at least 50 people must provide a secure internal reporting system. In parallel, employers must counteract mobbing, and employees may pursue claims where mobbing caused a health disorder or led to termination of the employment contract.\n\nThe market is past the first wave of formal implementations. Many organisations already have a procedure, but no certainty that the system will work in practice: who receives the report, who handles the case, how to protect confidentiality, how to document actions and when to escalate the matter to the management board.\n\nSo the client's problem is not only the absence of a document.\n\nThe problem is the absence of a predictable response model.\n

Client problem<\/h2>\nThe company has a procedure, but not a system.\n\nThe reporting channel may work technically, the document may sit on the intranet, and the formal duty may be met. In a real crisis, however, questions often arise:\n\nWho owns the case?\n\nWho has access to the information?\n\nHow quickly should receipt of the report be confirmed?\n\nDoes the matter concern whistleblowers, mobbing, conflict, discrimination or retaliation?\n\nWhen should the management board be involved?\n\nHow should you communicate with the reporting person and the person concerned by the report?\n\nHow do you avoid an allegation of retaliation or a breach of confidentiality?\n\nWithout clear answers, decision-making becomes chaotic, HR is overloaded, procedural errors become more likely, and the matter may escalate outside the organisation.\n

Sales insight<\/h2>\nA procedure is not enough. What counts is the response.<\/strong>\n\nThe greatest value of the service is that the law firm does not deliver documents alone, but helps the company build a practical operating model. One that can be activated on Monday morning when a difficult report arrives, HR is unsure how to classify it, the management board fears escalation, and the team starts living on rumours.\n

Main client tensions<\/h2>\nOperational chaos<\/strong>\n\nA procedure exists, but it is unclear exactly who should act, in what order and against which standards.\n\nRisk of misclassifying a report<\/strong>\n\nA single case may involve whistleblowers, mobbing, discrimination, a workplace conflict, an ethics breach or retaliation at the same time.\n\nRisk of breaching confidentiality<\/strong>\n\nOverly broad document access, careless communication or missing role separation can reveal a whistleblower's identity or expose the company to allegations.\n\nHR and compliance overload<\/strong>\n\nPeople responsible for reports often receive a difficult matter without checklists, document templates, escalation paths or legal support.\n\nRisk for the management board<\/strong>\n\nThe management board wants control over risk, but should not hand-manage every case or take decisions amid chaos.\n\nRisk of external escalation<\/strong>\n\nIf the internal system does not inspire trust, the reporting person may go further: to authorities, the media, an investor, a counterparty or the public.\n

Who the service is for<\/h2>\nHR Manager \/ HR Director<\/strong>\n\nFor people responsible for handling employment, mobbing and conflict matters safely.\n\nGeneral Counsel \/ Compliance Officer<\/strong>\n\nFor people who must ensure the reporting system complies with the rules and reduce the risk of procedural errors.\n\nCEO \/ Management board member \/ COO<\/strong>\n\nFor decision-makers who want control over internal risks without engaging in every operational detail.\n

Typical client situations<\/h2>\nThe company has implemented a whistleblower procedure, but nobody knows how to apply it in practice.\n\nHR receives a report concerning a manager that may cover mobbing, conflict, an ethics breach or retaliation.\n\nThe organisation has grown quickly, crossed the headcount threshold or has several locations and needs a shared response standard.\n\nThe company is preparing for an audit, an investor, a funding round, a transaction or due diligence.\n\nThe management board wants to reduce reputational risk and be sure that difficult internal matters are not handled by chance.\n\nTension is rising in the organisation after a dismissal, a managerial conflict, an anonymous report or an employee complaint.\n

Scope of the service<\/h2>\nAudit of the current reporting system<\/strong>\n\nReview of procedures, channels, roles, deadlines, documentation, confidentiality, communication and the system's practical usability.\n\nDrafting or updating the internal reporting procedure<\/strong>\n\nA document written so it can be applied in practice, not only shown during an audit.\n\nRole and responsibility map<\/strong>\n\nDefining who receives reports, who verifies them, who runs the investigation, who takes decisions, and when the matter goes to HR, compliance, the management board or an external adviser.\n\nRules for conducting explanatory proceedings<\/strong>\n\nA standard for interviews, gathering materials, documenting findings, protecting the people involved and closing the case.\n\nDocumentation and confidentiality standard<\/strong>\n\nTemplates for notes, registers, authorisations, reports, recommendations, decisions and communication with the people involved.\n\nIntegration with HR compliance and anti-mobbing<\/strong>\n\nLinking the whistleblower system with the anti-mobbing policy, ethics rules, conflict-reporting paths and organisational culture.\n\nTraining and ongoing support<\/strong>\n\nPreparing the people responsible for handling reports and providing law-firm support on more difficult cases.\n

Cooperation process<\/h2>\nStage 1: Diagnosis and risk map<\/strong>\n\nThe law firm reviews current documents, reporting channels, roles, existing practices, organisational structure and points where chaos may arise.\n\nOutcome: a risk map and a list of decisions to take.\n\nStage 2: System and document design<\/strong>\n\nBased on the diagnosis, a practical operating model is created: procedure, roles, escalation paths, documentation standards, communication templates and rules for conducting proceedings.\n\nOutcome: an organised system ready for implementation.\n\nStage 3: Operational implementation<\/strong>\n\nThe law firm helps translate documents into practice: prepares the responsible people, discusses scenarios, trains the team and shows how to act on the first report.\n\nOutcome: the responsible people know what to do step by step.\n\nStage 4: Support, monitoring and improvement<\/strong>\n\nAfter implementation, the law firm can support the client on more difficult reports, update procedures and assess how well the system works.\n\nOutcome: the system does not stay in a drawer, but works in real situations.\n

Outcomes for the client<\/h2>\nThe company has a working reporting system, not only a procedure.\n\nHR, compliance and the management board know who is responsible for specific actions.\n\nDifficult matters are handled under a clear process, not by improvisation.\n\nThe management board has greater control over risk without having to hand-manage every report.\n\nConfidentiality is protected by concrete rules on access, documentation and communication.\n\nThe organisation reduces legal, reputational and employment risk.\n\nThe compliance system becomes an argument in an audit, due diligence, or discussions with an investor or counterparty.","icon":null,"order_within_specialization":0,"flexible_content":[{"acf_fc_layout":"hero","section_header":{"section_header":{"eyebrow":"","heading":"Whistleblowers & Anti-Mobbing Compliance","heading_highlight_mode":"split","heading_split":{"small_part_text":"workplace bullying and discrimination","strong_part_text":"build a response framework before the problem takes over the organisation","":null,"small_part_size":"","strong_part_size":"h3","tag":"h2","style":"inherit","alignment":"inherit"},"description":"A service for companies that want not only a formal internal reporting procedure, but a genuinely working system for responding to whistleblower reports, mobbing, discrimination, workplace conflicts and HR compliance risks.\n\nThe law firm helps design, organise or review the full operating model: from the procedure and reporting channels, through roles, deadlines, documentation and confidentiality, to follow-up actions, communication and support on difficult cases.","":null,"heading_tag":"h1","heading_style":"hero","alignment":"left"}},"actions":{"button_cluster":{"intro":"","buttons":[{"button":{"link":null,"variant":"primary","icon":"none","icon_size":"inherit","size":"default","aria_label":""}}],"alignment":"left"}},"media":{"media":{"image":"","mobile_image":"","object_position":"center","object_position_custom":""}},"section_meta":{"anchor_id":"","is_enabled":true},"variant":"split","mobile_body_card":false},{"acf_fc_layout":"person_cta","person":2695,"section_header":{"section_header":{"eyebrow":"","heading":"The company has a procedure, but not a system.","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"The reporting channel may work technically, the document may sit on the intranet, and the formal duty may be met. In a real crisis, however, questions often arise:\n\nWho owns the case?\n\nWho has access to the information?\n\nHow quickly should receipt of the report be confirmed?\n\nDoes the matter concern whistleblowers, mobbing, conflict, discrimination or retaliation?\n\nWhen should the management board be involved?\n\nHow should you communicate with the reporting person and the person concerned by the report?\n\nHow do you avoid an allegation of retaliation or a breach of confidentiality?\n\nWithout clear answers, decision-making becomes chaotic, HR is overloaded, procedural errors become more likely, and the matter may escalate outside the organisation.","":null,"heading_tag":"h2","heading_style":"section","alignment":"left"}},"carousel_settings":{"carousel_settings":{"autoplay_mode":"default","autoplay_delay":6.5}},"actions":{"button_cluster":{"intro":"","buttons":null,"alignment":"left"}}},{"acf_fc_layout":"expandable_box","section_header":{"section_header":{"eyebrow":"Most common problems \/ challenges","heading":"The most common problems we solve","heading_highlight_mode":"none","heading_split":{"small_part_text":"","strong_part_text":"","":null,"small_part_size":"","strong_part_size":"","tag":"h2","style":"inherit","alignment":"inherit"},"description":"","":null,"heading_tag":"h2","heading_style":"section","alignment":"center"}},"items":[{"problem_title":"Operational chaos","teaser_description":"A procedure exists, but it is unclear exactly who should act, in what order and against which standards.","solution_title":"Role and responsibility map","solution_description":"

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