Avoid Accusation of Retaliation / Bullying: Guiding Principles for Company Senior Leadership Team (SLT)

25 Feb 2026, Singapore: 

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Purpose

This advisory memo reminds all Senior Leadership Team (SLT) of their obligations to ensure that leadership actions and decisions are objective, business-driven, and free from any perception of retaliation toward individuals, departments, or employee groups.

Even unintended actions can create perceptions of retaliation and expose the organization to legal, regulatory, and reputational risks.

Part A: Key Principles for SLTs

1. Decisions Must Be Issue-Driven and Evidence-Based

• All actions affecting teams or departments must be clearly linked to a documented business, operational, compliance, safety, or legal issue.
• Decisions should be supported by data, policy requirements, or governance approvals.
• Actions not directly related to an identified issue may be interpreted as punitive.

2. Avoid Unjustified Stoppage or Disruption of Workflow

• Leaders should not halt, delay, or obstruct workflows or approvals unless there is a verified and documented risk requiring immediate mitigation.
• Any stoppage must be proportionate, time-bound, and clearly communicated.

3. Maintain Integrity of Time-Bound Processes

• Processes with defined timelines (e.g., approvals, hiring, performance reviews, compensation, funding, and governance reviews) must not be deliberately delayed or accelerated to disadvantage a department or group.
• Exceptions must be documented with clear business justification.

 4. Objectivity in Project-Centric Decisions

• Project approvals, funding, staffing, and governance decisions must be based on project scope, priority, risk, and resource availability.
• Withdrawing or restricting project support due to unrelated disputes, feedback, or grievances may be perceived as retaliatory.

 5. Separation of Performance Management from Dispute Contexts

• Performance ratings, restructuring decisions, and organizational changes must not be influenced by employee complaints, grievances, whistleblowing, or participation in investigations.
• Performance actions must be supported by documented performance evidence and formal processes.

 6. Transparency and Documentation

• For material decisions affecting teams or groups, leaders must document the rationale, decision criteria, and approvals, and communicate them clearly.
• Transparency reduces misunderstandings and protects both leaders and the organization.

Part B: Governance and Escalation

Senior leaders are encouraged to consult HR, Ethics & Compliance or Legal, when actions may significantly impact employees or sensitive situations.

High-impact decisions should be reviewed through formal governance forums where appropriate.

Part C: Accountability Reminder

Senior leaders are accountable for ensuring their actions uphold organizational values, ethical leadership standards, and applicable laws. Intent does not negate impact.

Actions that are perceived as punitive or retaliatory may result in disciplinary review and regulatory scrutiny.

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