Workplace Harassment and Violence Prevention Policy Manual

Date of Issue: 2023-05-29
Date of Last Modification: 2026-02-20
Version: 3

Interpretations

Defence Team (Defence Team member)

For the purposes of this Policy Manual, this includes Public Service Employees of the Department of National Defence (DND) (this includes the Canadian Coast Guard [CCG]) as well as members of the Canadian Armed Forces (CAF). It does not include staff of the Non-Public Funds (NPF) or Personal Support Programs (PSP).

Note: When an occurrence involves individuals from the Cadets and Junior Canadian Rangers Group (CJCR Gp), a case review may be required by the WHVP Center of Expertise (WHVP CoE) to determine whether the WHVP policy applies. This ensures correct assessment of employment status, workplace jurisdiction, and program eligibility.

Designated Recipient (DR)

A person designated to receive and respond to notices of occurrences and facilitate the WHVP process as per the regulations and DND/CAF policy.

Note: For DND/CAF purposes, designated recipients are only the centralized team of designated recipient established within this policy’s functional authority.

DND/CAF

For the purposes of this Policy Manual, DND/CAF are the employers of the Defence Team (represented by the Chain of Command (CoC)/manager at the local level) as applicable.

Notice of Occurrence (NoO)

A complaint of an occurrence of harassment and violence in the workplace submitted verbally or in writing to the CoC/manager or to the Designated Recipient.

Principal Party (PP)

A Defence Team member who is the object of an occurrence.

Responding Party (responding party)

A person or persons who is alleged to have been responsible for the occurrence and is identified in the NoO.

Witness

A person who witnessed an occurrence or is informed of an occurrence by the principal party or responding party. A witness cannot be a support person to either party.

Executive Summary

Highlights

• Purpose: Guidance on preventing and resolving workplace harassment and violence within DND/CAF.
• Scope: Applies to all Defence Team members.
• Key Components: Prevent, Respond, Support.
• Roles:
  • WHVP CoE provides overall program oversight.
  • NoOs are reported either to the centralized Designated Recipient team or through the CoC/managers.
  • CoC/managers must receive and respond to NoO reported to them and are responsible for reporting all NoOs to the WHVP CoE. The WHVP CoE will provide support, guidance, and track the progress of each file.
  • Designated Recipients who manage NoOs reported to them will engage the appropriate CoC/manager to support resolution.
• Process: Submit NoO → Initial Review → Resolution Options (Negotiated Resolution, Conciliation/Alternative Dispute Resolution (ADR), WHVP Investigation) → File Closure.
• Resolution Time: The resolution process is to be completed within one year after the day on which the NoO was submitted.
• Training: Mandatory every 3 years; CoC/managers complete advanced modules.
• WHVP assessment: Mandatory to complete and review assessment every 3 years, updating preventive measures as needed
• Privacy: All records confidential; retained for 10 years.

Key Compliance Obligations

CoC/managers:

• Complete WHVP training within 3 months of joining the DND/CAF and every 3 years.
• Conduct WHVP assessments every 3 years or after major changes.
• Respond to NoO within 7 days: initiate resolution within 45 days.
• Maintain confidentiality and secure records for 10 years.

Defence Team members:

• Complete WHVP training within 3 months of employment and every 3 years.
• Report occurrences promptly via NoO.
• Participate in resolution process respectfully.

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Part I – General Principles

Application

1. The Workplace Harassment and Violence Prevention (WHVP) Policy Manual must be read in conjunction with Defence Administrative Order and Directive (DAOD) DAOD-5014 Workplace Harassment and Violence Prevention and applies to the Defence Team.
   • Notes:
     1. For incidents of Workplace Violence involving DND employees that occurred and were reported prior to January 1, 2021, seek guidance from Directorate of General Safety (Accessible only on the National Defence network).
     2. Complaints or incidents of workplace harassment involving only CAF members, formally submitted before March 1, 2025, will continue to be addressed under DAOD 5012-0. Starting March 1, 2025, all new reported occurrences, regardless of when they occurred, will be managed under DAOD 5014-0 and this Policy Manual.
2. Workplace in this Policy Manual refers to: any place where a Defence Team member is engaged in work or in a work-related function or activity.
   • Notes:
     1. For Defence Team members, in Canada or abroad, workplace includes:
        • defence establishment (e.g. DND owned or leased buildings, facilities, and spaces, vehicles, aircraft, ships or other temporary structures, etc.)
        • living accommodations used for DND/CAF purposes
        • facilities hosting a conference, an information session or instruction and training when the attendance to those activities has been approved by DND/CAF; or
        • facilities hosting a work-related function, including a social one.
     2. Work includes:
        • being on travel status
        • working remotely including from home
        • using communication technologies, including social media platforms, that have a nexus to the workplace or employment conditions.
3. Workplace harassment and violence (WHV) is defined as: “any action, conduct or comment, including of a sexual nature, that can reasonably be expected to cause offence, humiliation or other physical or psychological injury or illness to an employee/member, including any prescribed action, conduct or comment”.
   • Note: “Prescribed action, conduct or comment” refers to actions, behaviours, or verbalizations that are specifically outlined as unacceptable and harmful in workplace policies or regulations. These actions are prohibited because they can reasonably be expected to cause offense, humiliation, or physical or psychological harm to a Defence Team member. This includes any behaviours based on the prohibited grounds of discrimination identified in the Canadian Human Rights Act, which include race, national or ethnic origin, colour, religion, age, sex, sexual orientation, gender identity or expression, marital status, family status, genetic characteristics, disability and conviction for an offence for which a pardon has been granted or in respect of which a record suspension has been ordered. For more examples of prescribed actions see the Negative Behaviour Matrix.

Enquiries

4. For general information on the WHVP Program, please visit the Workplace Harassment and Violence Prevention Program website.
5. For specific questions and information, contact the relevant resources below:
   • Recourse/complaint mechanisms or Alternative Dispute Resolution (ADR) services: Website- Conflict and Complaint Management Services (CCMS)
   • WHVP policy, procedures, and training: Email - WHVPCoE-PHVCE@forces.gc.ca
   • Submitting a of NoO, after the CCMS consultation: Secure email inbox - DesignatedRecipientHVP-DestinataireDesignedelaPHV@forces.gc.ca or secure voicemail box at 1-833-451-1604
   • Assistance with Restorative Services (RS): Email - RestorativeServices-Demarchesreparatrices@forces.gc.ca

Purpose

6. The purpose of this Policy Manual is to provide information and instructions on:
   1. the WHVP program, which places an emphasis on prevention and resolution, and
   2. the steps that the CoC/manager must take when a workplace harassment and violence occur.

Policy Statement

7. The DND/CAF are committed to the to the protection of all Defence Team members against workplace harassment and violence. Prevention and resolution programs/practices aim to empower and support all, as well as foster a safe and respectful workplace.

Context

8. The WHVP Policy Manual and DAOD 5014-0 were developed jointly with the National Health and Safety Policy Committee and are based on the Work Place Harassment and Violence Prevention Regulations (SOR/2020-130) (the Regulations) and the Canada Labour Code Part II (CLC Part II), which also includes discrimination and family violence. See the Negative Behaviour Matrix for examples under the spectrum of harassment and violence. In cases that involve alleged misconduct or conduct deficiencies see Expected Behaviours, Conduct Deficiencies & Criminal Acts.
9. To support these changes, the DND/CAF established the WHVP Program, which includes a centralized Centre of Expertise (CoE) and a dedicated Designated Recipient Unit to guide implementation and support Defence Team members in reporting occurrences. The WHVP framework is built around three core components:
   1. preventing occurrences of workplace harassment and violence;
   2. responding effectively to these incidents when they do occur; and
   3. supporting all parties involved- including principal party, responding party, witnesses, and CoC/managers through the resolution process.

10. The WHVP program focuses on prevention by using a multifaceted approach through training, and preventive measures fostered through the WHVP assessment and resolution of workplace harassment and violence occurrences.
11. The DND/CAF must protect the occupational health and safety of the Defence Team, and every member of the Defence Team has a role to play to prevent workplace harassment and violence. Workplace harassment and violence occurrences are to be addressed promptly, with sensitivity, with fairness, and with an emphasis on early, local and informal resolution, as appropriate. This requires proactive leadership for high readiness and high operational tempo units.

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Part II – Prevention

WHVP Assessments

12. The WHVP assessments are mandatory for all workplaces within the DND/CAF and must be jointly completed and reviewed by CoC/manager in collaboration with the applicable WHSC/HSR/CAFSC. The WHVP assessment is part of the workplace overall Hazard Prevention Program and is to be recorded with the minutes of the WHSC and made available to all Defence Team members of the workplace.
    • Note: If the CoC/manager and the applicable WHSC/HSR/CAFSC are unable to reach an agreement on which preventive recommendations should be implemented, the final decision rests with the CoC/manager regarding which recommendations are appropriate to implement.

Risk Factors

13. Risk factors are elements, conditions, or actions in the workplace that increase the likelihood of physical injury, psychological harm, mental stress, illness, or other negative impacts to employees or members. A list of common risk factors specific to the Defence Team was jointly developed with NHSPC. The risk factors identified are both internal and external to DND/CAF and could contribute to inappropriate, negative, or harmful behaviours, that fall under the definition of workplace harassment and violence. Although these risk factors may occur in isolation, they often overlap and mutually reinforce each other. Thus, workplaces with a combination of risk factors may produce a heightened risk.
14. The identified risk factors are broken down into three categories:
    1. Organizational factors - These relate to the culture, structure, and policies of the workplace. When things like discrimination, unclear roles, or lack of accountability are present, they can create stress, anxiety, and feelings of exclusion, which directly impact psychological safety;
    2. Environmental factors - These involve the physical and operational setup of the workplace. Poor conditions or working in isolation can lead to emotional strain, fear, or burnout, especially if Defence Team members feel unsupported or unsafe; and
    3. Individual factors - These focus on interpersonal relationships and personal circumstances that can deeply affect a Defence Team member’s sense of safety, trust, and emotional stability at work.
15. A detailed description of each factor can be found in Annex C. Preventive measures are designed to address these risk factors by promoting a respectful, inclusive, and psychologically safe workplace. Examples of preventive measures can be found in Annex F.

Completing the Assessment

16. CoC/manager and the WHSC/HSR/CAFSC, as applicable, must jointly carry out the initial WHVP assessment for every DND/CAF workplace. This assessment must be reviewed every three years, with recommendations provided to strengthen preventive measures as needed. Additionally, the assessment must be revisited whenever:
    1. there are changes to the risk factors within the organization that may warrant a reassessment;
    2. an occurrence is not resolved through the negotiated resolution process and the principal party decides to end the resolution process;
    3. there is a change that compromises the effectiveness of a developed and implemented preventive measure;
    4. the responding party is not a member of the Defence Team;
    5. a NoO was submitted and the principal party choses to remain anonymous; or
    6. a WHVP investigation recommends changes.
17. The WHVP Assessment Guide provides detailed guidance to assist the CoC/manager in collaboration with the applicable WHSC/HSR/CAFSC in completing assessments. The guide contains identified risk factors and associated psychosocial factors along with examples of preventive measures, training, and resources for each risk factor. The guide may not include all the specific risks for each workplace. For any additional risks the workplace identifies that are not captured in the assessment guide, the CoC/manager in collaboration with the applicable WHSC/HSR/CAFSC is required to amend their WHVP assessment so that the additional risk(s) and preventive measure(s) are recorded as part of the assessment.

Training

18. The mandatory training on the prevention of harassment and violence in the workplace is available through the Canada School of Public Service for all Defence Team members can be found in Annex D or on the WHVP program website: Training. The CoC/manager are responsible to ensure that all Defence Team members within their organization complete the mandatory training within the following timelines:
    1. New Defence Team members – within three months of joining the DND/CAF;
    2. Existing Defence Team members – every three years after the initial training and following any update to the training or their assignment to a new activity or role for which there is an increased or specific risk of workplace harassment and violence; and
    3. WHSC, HSR, and CAFSC members and DRs – prior to assuming their duties.
19. Defence Team members are encouraged to engage in other training opportunities that go beyond the mandatory workplace harassment and violence training. Training and/or professional development could focus on unconscious bias, accessibility, and/or anti-racism, for example. By increasing awareness around these issues, it will support a more inclusive and equitable workplace and help prevent harassment and violence. The WHVP Centre of Expertise can recommend further training or assist with unit briefs. For support, please contact WHVPCoE-PHVCE@forces.gc.ca.

Resolution

20. The resolution process contributes to the prevention of workplace harassment and violence by allowing Defence Team members to identify workplace harassment and violence risks and report them directly to their CoC/manager. Through the negotiated resolution, and/or conciliation/ADR the Defence Team member and the CoC/manager work collaboratively to identify preventive measures which can resolve and prevent further occurrences of workplace harassment and violence. If the resolution process involves an investigation, the investigation report may identify recommendations to the CoC/manager and the applicable WHSC/HSR/CAFSC, who will jointly determine which recommendations are to be implemented. More information regarding the implementation process following an investigation can be found in WHVP Investigation.
    • Note: The purpose of implementing preventive measures is to support sustainable outcomes and foster a safe, respectful, and healthy work environment. While the CoC/manager holds the primary responsibility for ensuring that these measures are established and carried out, all Defence Team members share responsibility for actively supporting and applying them within their team or unit.
21. The resolution process always involves the CoC/manager in the process of prevention by identifying risks and preventive measures within their workplace, and acts as a feedback loop regarding the health and safety of Defence Team members. Support services are available to all parties throughout the resolution process.

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Part III – Resolution Process

22. For information and assistance in determining your options to file a complaint or report an incident, contact the CCMS.
23. The WHVP resolution process is preventive in nature. As such, it is important that this be the foundational message communicated to the parties to help them understand the resolution process and potential outcomes. The resolution process is to be completed within one year after the day on which the NoO was submitted.
24. Consult the Process for reporting harassment and violence in the workplace webpage for a description of the resolution process.
25. CoC/managers will accommodate reasonable requests for time to submit a NoO, attend related meetings, participate in the resolution, and/or investigation process, however involved parties are expected to prepare for meetings and compile supporting documents on their own time. Defence Team members should be supported in balancing their involvement with regular work duties. This obligation reflects a broader commitment to fostering a safe, respectful, and harassment and violence free workplace.

Step 1: Submission of a Notice of Occurrence (NoO)

26. As per para 22, consult the CCMS as a first step. If a Defence Team member experienced harassment and violence in the workplace, or who witnessed someone being subjected to workplace harassment and violence, they are encouraged to report it. Harassment and violence in the workplace can be reported by submitting a NoO in one of the following ways:
    1. to the CoC/manager:
       1. in writing by submitting the NoO; or
       2. verbally, by advising them directly.
          • Note: The CoC/manager may complete the form on behalf of the principal party. If the CoC/manager is involved in the occurrence, the NoO must be provided to the designated recipient unit.
    2. to the designated recipient unit:
       1. in writing by submitting the NoO to the following email
       DesignatedRecipientHVP-DestinataireDesignedelaPHV@forces.gc.ca
       2. verbally by calling 1-833-451-1604 for a secure voicemail box and a designated recipient will contact the principal party.
          • Note: Individuals requiring accommodations to report an occurrence may contact the designated recipient unit. Use of the NoO form is encouraged but not mandatory; requests will be handled confidentially
27. Before collecting information related to an occurrence, the CoC/manager or designated recipient must ensure that the person reporting the occurrence is notified of the need to collect information that may be personal in nature, and the purpose, authority, and manner in which that information may be used. Persons reporting an occurrence must also be advised of their rights under the Privacy Act. To help fulfill this obligation, a formal Privacy Notice has been included in the NoO. Privacy notices should be provided irrespective of the form or medium by which an occurrence is reported (i.e., even where a NoO is provided verbally or without the use of the standard NoO Form). All personal information to be collected in relation to an occurrence will be managed as described in this Policy and the Government of Canada’s PIB PSE 919 – Harassment.
28. For a NoO to be accepted it must contain specific information:
    1. the name of the principal party and the responding party, if known;
    2. the date of the occurrence; and
    3. a detailed description of each occurrence.
29. A principal party or witness may choose to provide an anonymous NoO. For verbal reports, the principal party or witness can inform the CoC/manager or designated recipient of their wish to remain anonymous. For written reports, they may select the anonymity checkbox on the NoO form. Refer to the guidance on anonymous submissions for details on how such reports are processed.
30. The CoC/manager or designated recipient should only collect personal information that is necessary and directly related to an occurrence. Secondary information, or information not directly related to the occurrence, should not be recorded or collected at this time. Persons reporting an occurrence have the right to provide all information they believe is relevant to the occurrence, in keeping with rules of natural justice and procedural fairness.
31. A NoO is not to be submitted in respect to an occurrence if all three of the following criteria are met:
    1. the responding party is not a Defence Team member;
    2. exposure to harassment and violence is a normal condition of work for the principal party (CAF operational requirement); and
    3. the CoC/manager has preventive measures in place to address the risk factors associated to that workplace harassment and violence.
       • Note: Note: An example of a CAF operational requirement is an elevated risk where it is a normal working condition for an adversarial force to harass a CAF infantry section, surveillance aircraft crew, or ship's boarding party. It would not be a normal working condition to have CAF members using slurs towards another CAF member, regardless of the workplace.
32. Disabling injuries and minor injuries from occurrences of workplace harassment and violence are not to be investigated using a Hazardous Occurrence Investigation Reporting form (DND 663).

Anonymous Submission

33. If a NoO is submitted by a witness or anonymously, and a principal party is named, the CoC/manager or the designated recipient will contact the principal party to ask if they wish to begin the resolution process. If the principal party refuses to participate in the resolution process, the resolution process is considered closed. If the principal party chooses to be anonymous, a version of the NoO (with all identifying information removed) will be shared with the applicable WHSC/HSR/CAFSC who will review it and, if necessary, update the WHVP assessment to determine if any additional preventive measures are required.
    • Note: All information regarding the identity of parties must not be provided to the applicable WHSC/HSR/CAFSC to maintain privacy and confidentiality of the person(s) involved. This includes any reference to work locations, dates, division/group names or additional information that would directly or indirectly reveal the identity of a person involved.

When a CoC/manager Receives a NoO

34. If the CoC/manager receives a NoO, they must inform the WHVP CoE via the positional email WHVPCoE-PHVCE@forces.gc.ca within seven calendar days, and submit monthly status update reports until file resolution. A program officer will be assigned to support the CoC/manager throughout the process and to monitor the file’s progress. If the CoC/manager is either the principal party or responding party (i.e. involved in a NoO), the NoO must be sent directly to the designated recipient via email: DesignatedRecipientHVP-DestinataireDesignedelaPHV@forces.gc.ca
    • Note: All NoOs must be kept in a safe and secure location (Protected B), following current Information Management (IM) practices.

Time Period to Submit a NoO

35. There are no prescribed time limits for current or serving Defence Team members to submit a NoO. While delayed reporting may affect what preventive measures are possible, submitted NoOs in accordance with para 29, regardless of when the occurrence took place, will be received respectfully and reviewed with care to support the individual and determine available next steps.
36. A former Defence Team member may submit a NoO up to 90 calendar days after the day on which they cease to be employed or released by the DND/CAF.

Step 2: Initial Review

37. The first step in the initial review is for the CoC/manager or designated recipient to determine whether there is sufficient information to proceed with next steps. A NoO must contain:
    1. name of the principal party and the responding party, if known;
    2. date of the occurrence(s); and
    3. detailed description of the occurrence.
38. If the NoO is lacking information, the CoC/manager or the designated recipient (depending on who received the NoO) must contact the person who submitted the NoO for more information. If no more information is forthcoming the CoC/manager in collaboration with the applicable WHSC/HSR/CAFSC is required to review their WHVP assessment to see if any preventive measures need to be amended and the file is closed.

Expected Behaviours, Conduct Deficiencies, & Criminal Acts

39. The CoC/managers must provide Defence Team members with a healthy and safe workplace. They must take corrective action to address issues that contribute to an unhealthy workplace or cause psychological harm or injury to Defence Team members including the monitoring of psychosocial hazards. Supervisors are ultimately responsible to ensure that workplace relationships remain healthy, including supporting each Defence Team member to actively uphold behaviours to that end and that also reflect the DND/CAF values, ethics, and expected professional behaviours. While CoC/managers determine appropriate actions required to address workplace incidents, it is strongly suggested that they consider many perspectives to widen their understanding of what actions might be most effective to prevent a recurrence.
40. In some cases, information shared with the CoC/manager through the resolution process can be used to initiate a separate review process where the evidence of possible misconduct or criminal nature is identified. Other examples of possible information sharing include administrative investigations, security investigations, grievances, disclosures of wrongdoing, provincial workers’ compensation boards, and complaints that pertain to the Canadian Human Rights Act.
41. In accordance with the DND and CF Code of Values and Ethics and the CAF Ethos: Trusted to Serve, all Defence Team members are expected to help create and maintain a safe and health workplace free from harassment and discrimination. Malicious talk and gossip can aggravate and/or escalate a situation, cause further harm, and increase stress in the workplace. Eliminating idle talk, gossip, and speculation is expected. While this may be challenging in these circumstances, CoC/managers can support members by directing them to resources such as EAP, chaplains, CAF social workers, to process the impacts until the situation is fully addressed.
42. If the NoO describes allegations of Conduct Deficiencies (CAF) or Misconduct (DND) that may contravene the DND and CF Code of Values and Ethics and/or CAF Ethos: Trusted to Serve, the CoC/manager must take appropriate disciplinary or administrative action as follows:
    • DND Employee Responding Party. In cases where the responding party is a DND public service employee, contact the Labour Relations Advisor (ADM HR-Civ) and refer to DAOD 5016-0, Standards of Civilian Conduct and Discipline.
    • CAF Responding Party. In cases where the responding party is a CAF member, obtain advice from legal advisor. Where administrative actions are contemplated, refer to DAOD 5019-0 series and contact the Director Military Careers Administration 2 (DMCA 2) when required.
43. If the NoO describes allegations of criminal offences under the Criminal Code of Canada, the CoC/managers must then report to the departmental security officer or deputy head, if applicable, and to the police authority with jurisdiction. If the NoO describes allegations of a service offence or service infraction under the National Defence Act and Queen’s Regulations and Orders (QR&O), an investigation must follow in accordance with QR&O 102.02.
    • Note: If there is an ongoing civilian police investigation or a disciplinary investigation by the military police or unit, the resolution process should be put in abeyance until the investigation is completed.

Acknowledgement and Receipt of the NoO

Response to the principal party

44. The CoC/manager or the designated recipient, who received the NoO, must respond within seven calendar days but are encouraged to respond to the principal party as soon as possible, using the Response to principal party Regarding a Notice of Occurrence Template. The information in this template:
    1. confirms the NoO has been received, or informs the principal party that a NoO was received from a witness;
    2. informs the principal party on how to access this Policy Manual;
    3. explains each step of the resolution process;
    4. informs the principal party that they may be accompanied by a support person of their choice at any time during the resolution process; and
    5. provides information on how to access support services.

Contacting the Responding Party

45. Prior to contacting the responding party, their involvement within the resolution process should first be discussed with the principal party. An automatic notification of the responding party may affect the principal party’s well-being and their trust in the process. The responding party must be informed if the principal party proceeds with either conciliation/ADR, or an investigation. The responding party must also be notified if a proposed resolution affects their rights to procedural fairness, i.e. being notified and given a chance to make submissions. If the principal party does not wish to involve the responding party, the process may conclude with a WHVP Assessment update.
46. Once a way forward is determined, the CoC/manager or designated recipient must contact the responding party using the Response to a Responding Party Template which:
    1. Informs the responding party that they have been named or identified as the responding party in the NoO;
    2. informs the responding party on how to access this Policy Manual;
    3. explains each step of the resolution process;
    4. informs the responding party that they may be accompanied by a support person of their choice at any time during the resolution process; and
    5. provides information on how to access support services.

Responding Party Who Is Not a Defence Team Member

47. It is the responsibility of the Defence Team to ensure that any visitors or persons granted access to the workplace understand this Policy Manual mandate and are further responsible for taking appropriate action to prevent or respond to occurrences of workplace harassment and violence. Defence Teams member can provide visitors or persons granted access the pamphlet: WHVP for non-Defence Team persons.
48. If a member of the Defence Team should experience or witness workplace harassment and violence and the responding party is a visitor or person granted access (non-defence team) they should inform their CoC/manager so that they can take appropriate action to keep their personnel safe. This will include a review of the WHVP Assessment to ensure that all appropriate preventive measures are in place and may involve reaching out to the responding party’s CoC/manager to resolve the situation or notifying the appropriate policing authority as required.

Support Person

49. During the resolution process, the principal party and responding party have the right to be accompanied by a support person of their choice (e.g. bargaining agent/union representative, friend/family, co-worker or other support person of their choice). The support person’s role is to assist a party, but not to represent or make representations on behalf of any party. A party who wishes to have a support person during the resolution process must inform the CoC/manager or designated recipient of this decision. The support person may aid a party in administrative tasks, such as:
    1. scheduling meetings or interviews; and
    2. receiving updates on the status of the resolution process.
50. The parties will be required to personally provide the following during conciliation/ADR or the investigation:
    1. information about the occurrence; and
    2. respond to questions regarding the occurrence during negotiated resolution, conciliation/ADR and/or the WHVP investigation.
51. The support person cannot be a party or a witness to the occurrence and cannot support both the principal party and responding party.

Temporary Absence

52. As a preventive program, the safety and well-being of all parties involved during the resolution process is crucial. Therefore, if the principal party or the responding party wish to continue with the resolution process while on medical leave, they should seek the support of their physician prior to participating and may be required to provide a medical note.
53. If the principal party or responding party is temporarily absent from work for more than 90 calendar days after the day on which the NoO is provided, the resolution will be placed in abeyance until the party returns. Such absences may include deployments, training, medical leave, or other approved leave types. During the absences, monthly updates must continue to be provided to both parties. Upon their return to work, the resolution process is to be completed within one year after the day on which the NoO was provided or six months after the day on which the party returns to work, which ever is later.

Step 3: Resolution Options

54. There are three options available to the principal party under the WHVP resolution process: negotiated resolution, conciliation/ADR and a WHVP Investigation. Efforts to resolve the occurrence must begin no later than 45 days after the notice was received. The CoC/manager, principal party and responding party (if contacted) must make every reasonable effort to resolve an occurrence during the negotiated resolution stage.

Negotiated Resolution

Joint Review

55. The principal party and CoC/manager or designated recipient will conduct a review to determine whether the NoO describes an action, conduct, or comment that constitutes workplace harassment and violence defined as: “any action, conduct or comment, including of a sexual nature that can reasonably be expected to cause offence, humiliation or other physical or psychological injury or illness to a Defence Team member, including any prescribed action, conduct or comment”. This also includes any behaviours based on the prohibited grounds of discrimination identified in the Canadian Human Rights Act.
56. To assist in the interpretation of the definition of workplace harassment and violence, consult the Negative Behaviour Matrix:
    1. if both the CoC/manager or the designated recipient (depending on who received the NoO) and the principal party agree that the occurrence does not fall within the definition of workplace harassment and violence, then the occurrence will be deemed resolved. However, parties may continue to work together to find an informal resolution to address the situation.
    2. if the CoC/manager or the designated recipient (depending on who received the NoO) does not believe that the occurrence falls within the definition of workplace harassment and violence, but the principal party disagrees and wishes to continue with the resolution process, the principal party has the option of:
       1. continuing to work with the CoC/manager and making every reasonable effort to reach a negotiated resolution;
       2. pursuing conciliation/ADR; and/or
       3. requesting a WHVP investigation.
    3. if both the CoC/manager or the designated recipient (depending on who received the NoO) and the principal party agree that the occurrence meets the definition, the parties may continue with the resolution process.
57. When CoC/managers, in the exercise of lawful authority, act respectfully, professionally, and in good faith, the following actions would be considered examples of normal workplace activities and therefore do not constitute workplace harassment and violence:
    1. directly supervise Defence Team members, including setting out conduct and performance expectations and providing constructive feedback about work performance;
    2. take measures to correct conduct and performance deficiencies, such as placing a Defence Team member on a performance improvement plan;
    3. take preventive remedial measures;
    4. assign tasks, and direct how and when it should be done; and
    5. request updates or status reports.
58. Workplace harassment and violence is not to be confused with workplace conflict and differences of opinion. When differences of opinion and conflicting ideas occur, an early, local, and informal approach to resolving workplace conflicts is recommended. For further assistance with conflict resolution services, contact the CCMS.

Reasonable Effort

59. Efforts to resolve an occurrence must begin as soon as possible, but no later than 45 calendar days after the day on which the NoO was provided. The CoC/manager, principal party and responding party (if contacted) must make every reasonable effort to resolve an occurrence during the negotiated resolution process, unless doing so would put the principal party in further harm, danger, or further aggravate an injury. If the file was reported to the designated recipient, the designated recipient and principal party will identify the appropriate CoC/manager to participate in the process. The designated recipient will then facilitate the negotiated resolution between the CoC/manager and the principal party. The negotiated resolution is an opportunity to have an informal, collaborative and respectful discussion to identify resolutions. Resolutions are preventive measures that can be put into place to resolve and help prevent further occurrences. This allows the principal party the opportunity to propose preventive measures to resolve the occurrence and promote a safe workplace. Examples of preventive measures can be found in Annex F.

Conciliation/Alternate Dispute Resolution (ADR)

60. Conciliation/ADR is a voluntary, informal, and confidential process where a neutral and qualified Conflict Management Practitioner helps the parties find a satisfactory resolution. Conciliation of an occurrence of workplace harassment and violence can only proceed if both the principal party and responding party agree to it and must also agree on who will facilitate the process. If the principal party and responding party can create an agreement on how to continue working together in ways which foster a safe and respectful workplace and work toward prevention and resolution of workplace harassment and violence, the agreement will be reported to the designated recipient or CoC/manager, as applicable, and the case will be closed. This service is offered through the CCMS.

WHVP Investigation

Initiating an Investigation

61. A principal party may request an investigation at any time during the process but must also make every reasonable effort to resolve the matter through negotiated resolution. The CoC/manager or designated recipient must contact the WHVP CoE if an investigation is required. The investigations conducted under this Policy Manual are preventive in nature, aiming to prevent further occurrences and minimize the risk of workplace harassment and violence. Investigators will focus on the root cause of the occurrence in the workplace and propose recommendations on how to prevent similar occurrences in the future. The outcome of the WHVP investigation cannot be used for any remedial or disciplinary measures. In cases that involve alleged misconduct or conduct deficiencies see "Expected Behaviours, Conduct Deficiencies & Criminal Acts".
    • Note: If the occurrence being investigated is resolved by negotiated resolution or conciliation/ADR before the investigator has provided their report, the investigation must be discontinued.

Notice of an Investigation

62. The CoC/manager or the designated recipient will provide the principal party and the responding party with written notice of the investigation that include the details outlined in paragraphs 44, 45, and 46.

Selection of the Investigator

63. In consultation with the NHSPC, a list of qualified internal investigators (established within this policy’s functional authority) and external investigators (contracted only through WHVP CoE) is available through the WHVP CoE as a centralized resource. Where possible, the principal party will be offered a selection of qualified investigators from the list. The selection of an investigator should be agreed upon by the principal party, the responding party, and the CoC/manager or designated recipient. Please note that:
    1. if there is no agreement within 7 calendar days after the Notice of Elected Investigator was received, an investigator from the identified list will be chosen by the WHVP CoE.
    2. if no internal investigator is available, due to conflict of interest or scheduling, a qualified investigator from the National Master Standing Offer (NMSO) or Canadian Centre for Occupational Health and Safety (CCOHS) list will be selected as required.
64. A qualified investigator is a person having the knowledge, training and experience including:
    1. having been trained in investigative techniques;
    2. having knowledge, training and experience that are relevant to harassment and violence in the workplace; and
    3. having knowledge of the CLC, the Canadian Human Rights Act (CHRA) and any other legislation that is relevant to harassment and violence in the workplace.

Conflict of Interest

65. The investigator will provide the WHVP CoE, the principal party, and the responding party with a written statement indicating that they are not in a conflict of interest in respect of the occurrence being investigated. Should an investigator have a conflict of interest, with any party to the occurrence, they must inform the WHVP CoE and the CoC/manager or designated recipient prior to initiating the investigation.

Information for the Investigator

66. The CoC/manager or designated recipient, will provide the investigator with all information that is relevant to the investigation, such as, the nature of the occurrence, scope of the investigation, names, and contact information of parties to be interviewed, work that has been done to date to resolve the occurrence, etc.

Summary of evidence

67. Rules of procedural fairness provide that parties to an investigation have the right to know and respond to evidence that contradicts their respective positions. To uphold those rules, a summary of evidence will be shared with the principal party and the responding party to inform them of the investigation’s findings and to provide each with the opportunity to respond. The summary of evidence will include facts and initial findings by the investigator. Limited personal information about the parties and witnesses may be included in the summary of evidence, as needed.

Investigation Report

68. Collected personal information will be used to inform the investigator’s report. The investigator’s report must not however reveal, directly or indirectly, the identity of persons who are involved in an occurrence or the resolution process for an occurrence (e.g. names, ranks genders, etc.). Reports are to contain no identifiable information that could possibly expose the identity of any of the parties or witnesses. The investigation report will provide:
    1. a general description of the occurrence(s);
    2. conclusions regarding root causes and other circumstances in the workplace that contributed to the occurrence(s);
    3. recommendations to eliminate or minimize the risk of a similar occurrence(s); and
    4. a determination as to whether each occurrence meets/does not meet the definition of workplace harassment and violence.
69. The primary responsibility for de-identifying the report lies with the CoC/manager. Where appropriate, the WHVP CoE, in consultation with the departmental Privacy Office, may review investigation reports to ensure they are adequately de-identified, and to assess and advise on any risk of re-identification (e.g., mosaic effect).
70. A copy of the investigator’s report is provided to the CoC/manager, principal party, responding party, the applicable safety committee or representative, and designated recipient if they were provided with the NoO.

Implementation of Recommendations

71. The WHSC/HSR/CAFSC must jointly determine with the CoC/manager which recommendations set out in the WHVP investigator’s report will be implemented. The applicable WHSC/HSR/CAFSC will provide input on all matters relating to the WHVP, including periodic WHVP assessment review, prevention strategies, and recommendations in investigation reports.
72. Recommendations are aimed at preventing future occurrences, and parties are advised to keep this in mind when reviewing the report. If the CoC/manager and the applicable WHSC/HSR/CAFSC cannot agree on which prevention recommendations set out in the investigation’s report should be implemented, then it is the CoC/manager’s decision as to which prevention recommendations are appropriate to implement. However, the CoC/manager must document their decision, the reasons for that decision and retain it on file for ten years. Refer to Part VII – Records for more detail.

Step 4: File Closure

73. The resolution process is deemed completed when the NoO is resolved under one of the following conditions:
    1. When a resolution is achieved through the negotiated resolution or conciliation/ADR;
    2. When a the NoO does not contain information required in para 28;
    3. When the WHVP investigation report is received, and the recommendations are implemented by the CoC/manager, if applicable; or
    4. The principal party chooses to end the WHVP process or remain anonymous and a WHVP assessment review is conducted.
74. When a NoO is deemed resolved, the file will be closed and a File Closure Letter outlining all agreed upon preventive measures will be sent to the principal party. If the responding party participated in the resolution process, they will also be notified that the occurrence has been resolved, and the file has been closed.
75. Should there be a change in the CoC/manager before all preventive measures have been fully implemented, the incoming CoC/manager is to be briefed on the outstanding measures and is responsible for ensuring their continued implementation.

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Part IV – Recourse

NoO Resolution and Investigation Process

76. If a party believes their CoC/manager or designated recipient has failed to comply with the CLC Part II (with respect to the WHVP Program or the WHVP Regulations), DAOD 5014-0 or this Policy Manual when responding to a NoO, they should first contact their CoC/manager or designated recipient to resolve the issue. If no resolution is found they may contact the WHVP CoE, via the positional email WHVPCoE-PHVCE@forces.gc.ca, to have their case reviewed, and/or be given information on their recourse options. If the issue remains unresolved:
    1. DND public service employees may contact the Employment and Social Development Canada Labour Program for information on their recourse options and depending on the circumstances of an occurrence, potential recourse through the grievance procedure under DAOD 5026-0, Civilian Grievances.
    2. CAF members have the right to grieve pursuant to s. 29 of the National Defence Act and applicable regulations.
77. If a party is not satisfied with the conclusions and/or recommendations in the investigator’s report, or believes the investigation was flawed, they should communicate these concerns to their CoC/manager or designated recipient, as applicable, as soon as possible. If these concerns remain unresolved:
    1. DND public service employees have no further recourse under the CLC or Regulations. Subsequently, a party may request a judicial review of the investigation by the Federal Court in accordance with the Federal Court Act, within 30 days of receiving the investigator’s report. It is recommended that the principal party or the responding party consult with a union representative or a lawyer to obtain additional information regarding the judicial review process, as the Regulations do not address the requirements of this process.
    2. CAF members may file a grievance , in accordance with QR&O: Volume I - Chapter 7, Grievances.
78. For more information on the appropriate mechanisms to use to file a complaint/grievance consult the following website: Submit a formal complaint or report an incident or contact the CCMS for guidance.

Reprisal

79. Defence Team members must be aware that any reprisal against a principal party who has exercised their rights under this Policy Manual, DAOD 5014-0 or the Regulations is unacceptable and incompatible with the DND and CF Code of Values and Ethics neither the CAF Ethos: Trusted to Serve,
80. The CLC Part II (Section 147), QR&O 19.15(2), Prohibition of Reprisals, and Public Servants Disclosure Protection Act prohibits threatening to take or take, any reprisal, punitive or disciplinary action against Defence Team members who have exercised their rights in compliance with the process set out in this Policy Manual;
    1. DND public service employees who believe that prohibited action has taken place may notify the designated recipient or CoC/manager. If that is not successful they may file a complaint, under section 133 of the CLC Part II, with the Federal Public Sector Labour Relations and Employment Board and/or follow the process laid out in DAOD 7024-1, Internal Procedures for Disclosure by DND Employees of Wrongdoings in the Workplace.
    2. CAF members who believe that prohibited action has taken place may notify the designated recipient or CoC/manager. CAF members may also file a grievance, in accordance with QR&O: Volume I - Chapter 7, Grievances

Reporting Inappropriate Conduct

81. If you have experienced or observed inappropriate conduct, there are mechanisms (systems of recourse) available that can be used to address the situation. The most appropriate mechanism depends on the situation and the type of misconduct experienced or noticed. You can find information about how to report or address particular conduct such as hateful conduct, workplace conflict, human rights complaints and wrongdoing on the Submit a complaint page (Accessible only on the National Defence network).

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Part V – Family Violence, Emergency Procedures and Support Services

Family Violence

82. Violence, no matter where it takes place, can impact all areas of a person’s life – including their workplace.
83. Family violence is defined as: an abuse of power or abusive behaviour within a relationship of family, trust or dependency, or from someone with whom there is an intimate relationship (Defence Terminology Bank Record number 43067).
    • Note: Family violence includes a single act or several acts that form a pattern of abuse, a child’s direct or indirect exposure to abusive conduct, coercive conduct, destruction of property, emotional abuse, financial exploitation, harassment, homicide, injury to pets, neglect, and physical assault.
84. Family violence, in any form, can impact anyone. Family violence (FV), gender-based violence (GBV), intimate partner violence (IPV), and other related violence, can exist in any form of relationship be it; familial, romantic, sexual, caregiving, and even when no formal relationship exists. It can impact anyone regardless of gender, sex, sexuality, ability, race, religion, socio-economic status, rank, region, etc.
85. Family violence may extend into the workplace when the responding party uses emails, phone calls, text messages, social media, stalking, or showing up to the workplace to question co-workers. This can affect the health and safety of those directly or indirectly involved, and their employment status. However, organizations can help to recognize, respond to, and address the impacts of family violence.
86. The DND/CAF have a responsibility to protect and prevent against all forms of workplace harassment and violence, including family violence. In some circumstances, it may be impossible to prevent an occurrence of family violence from happening in a space not under the jurisdiction of the DND/CAF (e.g. the Defence Team member’s home). The DND/CAF must also ensure that family violence support resources are accessible to all Defence Team members.
87. If the incident occurred in the workplace meets the definition of an occurrence, the CoC/manager must also follow the process laid out in this Policy Manual. Steps for responding to family violence in the workplace, including a safety plan template, can be found in the Preventing and Responding to Family Violence in the Workplace: Chain of Command/Manager’s Guide available on the WHVP website or by contacting the WHVP CoE.
    • Note: The purpose of this family violence guide is to assist CoC/managers in ensuring the safety of Defence Team members at work. It outlines steps for preventing and responding to family violence within the workplace. This guide does not address family violence outside of the workplace, as this is best managed by experts in that field (refer to family violence support resources).
88. When a CAF member is involved in a family violence situation, additional administrative action and resources can be found in DAOD 5044-4, Family Violence.
89. For unionized DND employees, the CoC/manager are to consult the relevant collective agreement for any employee leave entitlements regarding family violence.

Emergency Procedures and Support Services

90. Defence Team members affected by, or who witness, an occurrence of harassment and violence in the workplace that poses an immediate threat to someone’s health and safety, should immediately call 911 emergency services, and/or the Military Police if the threat occurs on DND property. Defence Team members should also inform their CoC/manager or another manager in the vicinity and refer to the already established local base/wing/unit emergency procedures.
91. Emergency procedures and support services related to workplace harassment and violence can be found on the WHVP Website under Emergency Procedures and Support Services. They are available to assist the CoC/manager and Defence Team members to be prepared for, and respond to, emergencies related to workplace harassment and violence should they arise.

Employee Assistance Program

92. The Employee Assistance Program is a professional, confidential, and proactive service to support DND public service employees and their family members with a wide range of personal, family and work-related concerns. To access this service, call Homewood Health at 1-800-663-1142, or 1-888-384-1152 (for people with hearing impairments) 24 hours a day/365 days a year.

Canadian Forces Member Assistance Program

93. The Canadian Forces Member Assistance Program provide free, short-term professional counselling services and crisis services to CAF members and their family members. Access by calling 1-800-268-7708 | (Teletypewriter) 1-800-567-5803 24 hours a day/365 days a year.

Bargaining Agents

94. DND unionized employees may contact their respective bargaining agent, union representative) for information, advice, and support regarding any WHVP issue, occurrence, or procedure.

Ombudsman

95. Defence Team members may contact the Ombudsman’s Office, which provides a safe place to voluntarily raise and discuss options to address workplace issues and options for resolution.

Canadian Human Rights Commission

96. Reports of harassment of a sexual nature or discrimination based on sex or other prohibited grounds of discrimination can be made directly to Canadian Human Rights Commission (CHRC) regardless of whether internal complaint mechanisms have been exhausted.

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Part VI – Privacy and Confidentiality

97. To encourage reporting from those who are affected by or witness workplace harassment and violence, all complaints relating to harassment and violence must be handled with the utmost sensitivity, privacy, and confidentiality. All collections, uses, disclosures, retentions, and disposals of personal information related to the WHVP process will be carried out in accordance with the Privacy Act, the Access to Information Act, and DAOD 1002-0 (Administration of the Privacy Act) and related directives.

Obligations of All Parties

98. All parties involved in the resolution process are required to keep the information related to the occurrence and the resolution process confidential. Defence Team members must respect and safeguard the dignity and privacy of people involved by exercising the utmost discretion. The principal party, responding party and witnesses involved in an occurrence are expected to refrain from sharing any information related to the occurrence or the resolution process with individuals not involved in the process.
    • Note: Refraining from sharing information” includes all oral, written, and digital communications related to the occurrence or WHVP process. Only individuals directly involved should receive such information, except when seeking support from confidential professionals (e.g., therapists, chaplains, healthcare providers). CoC/managers must limit disclosure from to what is strictly required within reporting lines. Parties experiencing distress are encouraged to access confidential support services. Maintaining confidentiality is essential to ensuring safety, trust, and dignity throughout the process.

Use and Disclosure on Need-to-Know Basis Only

99. Information related to an occurrence may only be used in keeping with this Policy and the Work Place Harassment and Violence Prevention Regulations, and only disclosed to those with a need to know. That is, information may only be accessed, used, shared, or disclosed, where 1) the recipient requires the information in question, 2) the information is in keeping with their official role and responsibilities, and 3) the recipient is authorized to view or use the information. The contents of the NoO, or a summary of the same, will not be shared with anyone except the CoC/manager or designated recipient, WHVP CoE and the parties involved with the occurrence. Where applicable, the information will also be shared with the individual appointed to facilitate the conciliation/ADR process, and the investigator. In accordance with paragraph 40, information may further be disclosed when required to initiate a separate review or investigative processes where indications of misconduct, criminal activity, or related administrative requirements arise.

Safeguards

100. To protect the privacy of individuals involved in an occurrence, and confidentiality and integrity of information gathered during the WHVP process, the following safeguards must be applied:
     1. Physical safeguards: All NoOs and related documents must be stored securely in facilities or cabinets rated for Protected B information.
     2. Technical safeguards: Electronic records must be stored in approved systems that employ encryption at rest and in transit and implement role-based access controls and audit logging.
     3. Administrative safeguards: Access to WHVP records must be strictly limited to individuals with an operational need-to-know. All designated recipients, investigators, and CoC/managers must complete mandatory privacy and security training.
     4. Destruction and disposal: When retention periods expire, records must be destroyed in a secure manner consistent with Government of Canada standards.

Limits to Confidentiality

101. Despite all efforts to ensure the privacy of parties involved in an occurrence or investigation, principal parties, responding parties, and witnesses involved in the resolution process of an occurrence cannot be guaranteed that their involvement and personal information will not be made public. Other individuals involved in the resolution process may share information about the occurrence with others, which may pose a risk to confidentiality as per paras 40 and 98.
102. Information about an occurrence may also be released in response to access to information or personal information requests. In such cases, certain exemptions may apply to protect the privacy of individuals, otherwise sensitive information, or the integrity of the resolution process. All access requests must be managed in consultation with the departmental Access to Information and Privacy (ATIP) Coordinator, who will provide guidance on appropriate redactions and the balancing of privacy rights.
103. Information related to an occurrence could also be disclosed through applications for judicial review or through claims before administrative tribunals. This includes administrative investigations, security investigations, grievances, disclosures of wrongdoing, applications for judicial reviews, civil claims, provincial workers’ compensation boards, and complaints that pertain to the Canadian Human Rights Act. CoC/managers are advised to consult their legal services unit before using personal information collected during an occurrence resolution process in separate labour relations consultations.

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Part VII – Records

Records

104. The CoC/manager must ensure that records and reporting requirements of workplace harassment and violence are maintained and respect the privacy and confidentiality of those involved.
105. The following records must be kept for a period of ten years:
     1. a copy of the documents that form part of the WHVP assessment;
     2. a copy of the documents that form part of each review and update of the WHVP assessment;
     3. a record of the CoC/manager’s decision in the matter and the reasons for that decision for instances where the DND/CAF and NHSPC or the CoC/manager, the applicable WHSC/HSR/CAFSC are unable to agree on a matter that is required to be jointly done by them;
     4. a record of each NoO submitted to them and of each action taken in response to the NoO;
     5. for each instance where the one-year time limit is not met, a document that sets out the reasons for the delay;
     6. a copy of each report that is prepared by an investigator; and
     7. a copy of each workplace harassment and violence related fatality report.
106. Draft documents that do not add substantive content beyond the final investigation report need not be retained. Contracts with third-party investigators must require and expressly include provisions that mandate the transfer of all records to DND/CAF and the secure destruction of all copies (draft and final) held by the contractor at the conclusion of their mandate.
107. All actions related to a NoO, or its resolution must be documented and retained for 10 years in a safe and secure (Protected B) location (e.g. orderly room or ship’s office), following current IM practices.

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Annexes

Annex A: Abbreviations

ADR

Alternative Dispute Resolution

ARC

Administrative Response Centre

CAF

Canadian Armed Forces

CAFSC

Canadian Armed Forces Safety Committee

CCMS

Conflict and Complaint Management Services

CoC

Chain of Command

CLC Part II

Canada Labour Code Part II

CMP

Chief Military Personnel

CPCC

Chief Professional Conduct and Culture

DAOD

Defence Administrative Order and Directive

DGCSS

Director General Conflict Solutions and Services

DND

Department of National Defence

DR

Designated Recipient

ESDC

Employment and Social Development Canada

HSR

Health and Safety Representative

NHSPC

National Health and Safety Policy Committee

NoO

Notice of Occurrence

PIB

Personal Information Bank

PP

Principal Party

PSE

Public Service Employment

RP

Responding Party

WHSC

Workplace Health and Safety Committee

WHVP

Workplace Harassment and Violence Prevention

WHVP CoE

Workplace Harassment and Violence Prevention Center of Expertise

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Annex B: References

Acts, Regulations, Central Agency Policies and Policy DAOD

• QR&O: Volume I - Chapter 7, Grievances
• QR&O: Volume 1 - Chapter 19.15, Prohibition of Reprisals
• TBS Directive on the Prevention and Resolution of Workplace Harassment and Violence
• TBS Policy on People Management
• Access to Information Act
• Canadian Human Rights Act and Regulations
• Canada Labour Code, Part II, Occupational Health and Safety
• Criminal Code
• Canadian Occupational Health and Safety Regulations
• National Defence Act
• Privacy Act
• Public Service Employment Act
• Public Servants Disclosure Protection Act
• Work Place Harassment and Violence Prevention Regulations
• Work Place Harassment and Violence Prevention (HVP) - 943-1-IPG-104
• Framework for the Management of Compliance, Treasury Board
• Department of National Defence and Canadian Forces Code of Values and Ethics
• Values and Ethics Code for the Public Sector
• National Joint Council Occupational Health and Safety Directive
• DAOD 1001-0, Access to Information
• DAOD 2007-0, Safety
• DAOD 5014-0, Workplace Harassment and Violence Prevention
• DAOD 5016-0, Standards of Civilian Conduct and Discipline
• DAOD 5019-0, Conduct and Performance Deficiencies
• DAOD 5026-0, Civilian Grievances
• DAOD 5044-4, Family Violence
• DAOD 5046-0, Alternative Dispute Resolution
• DAOD 5516-0, Human Rights
• DAOD 7024-1, Internal Procedures for Disclosure by DND Employees of Wrongdoings in the Workplace
• DAOD 9005-1, Sexual Misconduct Response

Other References and Links

• DAOD 2008-8, Official use of social media
• DAOD 5005-3, Employee Assistance Program
• DAOD 5019-1, Personal Relationships and Fraternization
• DAOD 5047-1, Office of the Ombudsman
• WHVP Website
  • WHVP Assessment Guide
  • CoC/manager Communication Forms and Templates
  • Promotion Material
• TBS Collective Agreements
• Anti-racism toolkit
• Workplace Reintegration Framework

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Annex D: Training

Defence Team members are required to complete the following mandatory training (available through the Canada School of Public Service) within the first 3 months of employment and at least once every three years thereafter:

• DND Defence Team members must complete the Preventing Harassment and Violence Prevention in the Workplace for Employees (WMT101)
• Chains of Command, managers and supervisors, Workplace Health and Safety Committee members, Health and Safety representatives, and CAF Safety Committee must complete: both Preventing Harassment and Violence Prevention in the Workplace for Employees (WMT101) AND Preventing Harassment and Violence in the Workplace for Managers and Health and Safety Committees (WMT102)
• Designated Recipients must complete WMT101, WTM 102 and Preventing Harassment and Violence in the Workplace for Designated Recipients (WMT103)

Note: CAF members have access to register for Canada School of Public Service training. For CAF members with questions or concerns accessing the course through CSPS, please contact CAF.RegistrationRequiredTraining@forces.gc.ca

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Annex E: Negotiated Resolution

The negotiated resolution is an opportunity to have an informal, collaborative, and positive discussion to find preventive measures between the CoC/manager and/or the designated recipient, the principal party and the responding party, if applicable.

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Annex F: Preventive Measures

As harassment and violence are seen as risks to the overall workplace health and safety, prevention measures are implemented by the CoC/manager to ensure that a principal party feels safe and comfortable in the workplace all whilst preventing occurrences. Therefore, during the negotiated resolution, the principal party and CoC/manager will negotiate preventive measures to address the occurrence in the workplace. The following are key preventive practices that all Defence Team members are encouraged to adopt:

Behavioural and Interpersonal Practices

• Respect the dignity and value of every person by treating all individuals with fairness, empathy, and professionalism.
• Recognize and manage unconscious biases and respond constructively when others exhibit bias.
• Address early signs of interpersonal conflict to prevent escalation and maintain a collaborative environment.
• Use inclusive communication, including learning and using colleagues correct names and pronouns.
• Avoid spreading malicious rumours or gossip, which can contribute to a toxic workplace culture.
• Encourage a culture of accountability by addressing discriminatory behaviour—including racist, sexist, or otherwise harmful comments or actions—with care and a focus on learning and growth. Adapt communication styles to ensure respectful and effective interactions with diverse colleagues.
• Provide documents and communications which are accessible.

Training and Awareness

• Provide workplace training on:
  • Effective communication and respectful dialogue.
  • Conflict resolution and de-escalation techniques.
• Completing mandatory training on WHVP.

Workplace Design and Environment

• Modify physical spaces to reduce risks, such as:
  • Changing office locations to improve visibility or reduce isolation.
  • Reviewing workloads to prevent stress-related conflict.
  • Ensuring safe and accessible access to buildings and facilities.

Administrative and Organizational Practices

• Conduct regular WHVP assessments to identify and address risk factors.
• Implement strong internal procedures to clarify work objectives and procedures to reduce ambiguity.
• Establish clear roles and responsibilities for the organization in preventing and responding to incidents.
• Review internal policies and procedures to identify and eliminate any that may be discriminatory or exclusionary.

These measures are part of the organization’s broader commitment to prevention and are reinforced through training, leadership modeling, and ongoing communication. All Defence Team members share responsibility in upholding these standards and contributing to a safe and respectful workplace.

Preventive measures for specific identified risk factors can be found in the WHVP assessment guide. The WHVP Centre of Expertise can recommend or assist in developing preventive measures plan for specific incidents or a broader plan for teams or L1s. For support, please contact WHVPCoE-PHVCE@forces.gc.ca.

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