Respectful Workplace Policy: Preventing and Addressing Harassment and Violence

The Respectful Workplace Policy is adopted to promote equity and diversity, and to support the dignity of all persons in the workplace. This policy applies to all individuals who occupy certain positions and covers various types of harassment and violence. It provides recommended record keeping, roles and responsibilities, and procedures for informal and formal complaints. The policy also includes definitions of terms such as abuse of authority, harassment, personal harassment, sexual harassment, and workplace violence.

RESPECTFUL WORKPLACE POLICY
A policy to prevent and address harassment
and violence in the workplace
Final
December 2016

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TABLE OF CONTENTS
1 LPC Commitments ....................................................................................................
2 Effective Date ..........................................................................................................
3 To Whom Does this Policy Apply? .............................................................................
4 Where and When Does this Policy Apply? ..................................................................
5 Definition of Terms ..................................................................................................
5.1 Abuse of Authority ............................................................................................
5.2 Harassment ......................................................................................................
5.3 Personal Harassment ........................................................................................
5.4 Sexual Harassment ...........................................................................................
5.5 How Harassment is Determined .........................................................................
5.6 Workplace Violence ..........................................................................................
6 Recommended Record Keeping ................................................................................
7 Roles and Responsibilities ........................................................................................
8 What to do if Harassment Occurs in the Workplace ...................................................
9 Procedures ..............................................................................................................
9.1 Informal Resolution Options ..............................................................................
9.2 Formal Complaint .............................................................................................
10 Confidentiality .........................................................................................................
11 Reprisal ...................................................................................................................
12 Frivolous or Bad Faith Complaints ............................................................................
13 Conduct that Does Not Constitute Harassment ..........................................................
13.1 Reservation of Management Rights ...................................................................
APPENDIX A ..................................................................................................................
Examples of Workplace Violence ................................................................................
Examples of Workplace Harassment ...........................................................................
Examples of Workplace Conduct that Is Not Harassment .............................................

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1 LPC COMMITMENTS
The Liberal Party of Canada (LPC) is committed to promoting equity and diversity and to
supporting the dignity of all persons in the workplace. It strives to provide and maintain a work
environment characterized by collegiality and mutual respect. Harassment and/or violence in the
workplace will not be tolerated.
The LPC will take all reasonable precautions to prevent harassing or violent incidents in the
workplace. Any concerns or complaints about such incidents will be taken seriously and handled in
a confidential, impartial and fair manner, in accordance with the procedures set out in this Policy.
This Policy is adopted to advance the LPC’s commitments, set out above, and in compliance with
the LPC’s obligations under employment laws, including human rights and occupational health and
safety statutes. This Policy shall, therefore, be interpreted and applied in accordance with
applicable legislation and jurisprudence.1
2 EFFECTIVE DATE
This policy takes effect December 4, 2016.
3 TO WHOM DOES THIS POLICY APPLY?
This Policy applies to all individuals (whether employees or volunteers) who occupy the following
positions:
• Management and staff in the LPC’s National Office;
• Management and staff in the LPC’s Provincial and Territorial Offices;
• Members and Officers of the LPC National Board of Directors;
• Approved LPC Nomination Contestants;
• LPC Candidates (except those who are currently sitting Members of Parliament);2
• LPC National Campaign Director;
• LPC Provincial and Territorial Campaign Co-Chairs;
• LPC Campaign managers and staff; and
1 This will be the legislation of the province/territory where an individual works or volunteers, or where a candidate, not currently
sitting as a Member of Parliament (MP), runs for office.
2 Sitting LPC MPs are covered by the National Liberal Caucus’ Policy for a Harassment-Free Workplace. However, when a writ of election
is issued, Parliament is dissolved and MPs cease to be sitting Members of the House of Commons unless and until such time as they are
re-elected. During the election period, LPC Candidates who were formerly sitting MPs are covered by this Policy.

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• All other LPC volunteers (regardless of where they are volunteering), including but not
limited to Presidents of LPC Electoral District Associations.
LPC staff are covered by this Policy regardless of whether they are permanent, probationary or
temporary/contract employees.
Any individual occupying one of the positions listed above may use the procedures set out in this
Policy if they believe that they have been the victim of workplace harassment or violence by any
other person occupying one of the positions listed above.
While this Policy only applies to persons who occupy the positions listed above, the LPC’s
commitment to providing a safe and respectful workplace includes a commitment to take
reasonable action in response to all incidents of workplace harassment or violence, regardless of
the identity of the perpetrator. Individuals covered by this Policy may feel that they have been
harassed or subjected to violence in the workplace by persons who are not covered by this Policy
including contractors, employees of House Officers, sitting Members of Parliament, or staff
employed by other political parties. These individuals are encouraged to report such incidents as
follows:
• employees in the National Office should report their concerns to the Human Resources
Manager or to the Senior Director of Operations; and
• all volunteers and any employees outside of the National Office should report their
concerns to the Director of the appropriate Provincial or Territorial Office.
The LPC will take whatever action is practical in the circumstances to ensure that such concerns
are appropriately addressed.
Individuals covered by this Policy may be the subject of a workplace harassment or violence
complaint from a person who is not covered by this Policy, such as an employee of a Member of
Parliament, of a different political Party, or of the Liberal Research Bureau. Such complaints may,
at the discretion of the LPC National Director, be handled in accordance with the procedures set
out in this Policy, with any necessary amendments or modifications.
4 WHERE AND WHEN DOES THIS POLICY APPLY?
This Policy applies to incidents that occur at LPC workplace locations, regardless of whether or
not the incidents occur during regular working hours.
LPC workplace locations include:
• LPC National Office;
• LPC Provincial and Territorial Offices;
• LPC campaign offices;

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• Parliament Hill;
• any other location where individuals covered by this Policy perform work-related duties or
carry out responsibilities on behalf of the LPC, including work-related travel;
• locations at which work-related social functions occur, including informal after-work
gatherings, as well as formal events officially sanctioned by the LPC; and
• social media and internet sites, where posts have a nexus to the workplace or could
reasonably be anticipated to have an impact on the work environment.
This Policy also applies to communications transmitted by telephone, cell phone, email, text
message or other electronic data-based instant messaging platform, where the
comments/messages could reasonably be anticipated to have an impact on the work environment,
regardless of whether the computer, phone or other electronic device used to transmit the
comments/messages is a personal or work-issued device.
5 DEFINITION OF TERMS
Throughout this Policy, the word “complainant” is used to refer to a person who raises concerns or
makes a formal complaint about workplace harassment or violence. The word “respondent” is
used to refer to an individual who is accused of engaging in harassing or violent behaviour.
“Prohibited grounds of discrimination” are set out in applicable human rights legislation and, for
the purposes of this Policy, include age, ancestry, citizenship, colour, disability, ethnic origin, family
status, gender expression, gender identity, marital status, place of origin, race, religion/creed
(including atheism), sex (including pregnancy) and sexual orientation.
Additional definitions to be used in the interpretation of this Policy are set out below. Specific
examples of unacceptable conduct that would fall within these definitions are set out in Appendix
A to this Policy.
5.1 Abuse of Authority
“Abuse of authority” is the improper use of the status or authority inherent in a person’s position,
or the exploitation of a hierarchical power imbalance in the workplace, to degrade, intimidate,
manipulate, coerce, compromise or threaten an individual (regardless of whether or not the
complainant and respondent are in a direct reporting or supervisory employment relationship).

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5.2 Harassment
“Harassment” is a course of vexatious comment or conduct that is known or ought reasonably to
be known to be unwelcome.
A series of incidents or pattern of behaviour is usually required, but a single incident may
constitute harassment if it is sufficiently egregious.
Harassment may include offensive (verbal or written) remarks, gestures, display of images, or
other objectionable conduct that demeans, belittles, insults, derides or humiliates an individual or
group of individuals, or that perpetuates or reinforces pejorative stereotypes based on one or
more prohibited grounds of discrimination.
Comments or conduct need not be directed at a particular person in order to constitute
harassment. For example, remarks and/or actions that tend to disparage or ridicule an identifiable
group (such as gays and lesbians, First Nations persons, transgender persons or the adherents of a
particular religious faith) can cause insult, apprehension, and/or marginalization, resulting in a
poisoned work environment for any person who self-identifies with the affected group, regardless
of whether or not that person was specifically or deliberately targeted by the offensive remarks or
actions.
This Policy prohibits all forms of workplace harassment, including harassment based on prohibited
grounds of discrimination, sexual harassment, abuse of authority and personal harassment.
5.3 Personal Harassment
“Personal harassment” consists of abusive, bullying and/or cruel behaviour that has the effect of
tormenting, persecuting, ostracizing, humiliating or intimidating an individual, or undermining or
destroying the character or confidence of an individual. Personal harassment need not be based
on any prohibited ground of discrimination.
5.4 Sexual Harassment
“Sexual harassment” in the workplace is: i) engaging in a course of vexatious comment or conduct
because of sex, sexual orientation, gender identity or expression, where the course of comment or
conduct is known or ought reasonably to be known as unwelcome; or ii) making a sexual
solicitation or advance where the person making the solicitation or advance is in a position to
confer, grant or deny a benefit or advancement to the employee or volunteer and the person
knows or ought reasonably to know that the solicitation or advance is unwelcome.

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Sexual harassment can take many forms. The quid pro quo variety occurs when employment
benefits or expectations (e.g. hiring, promotions, wages, work assignments, performance
standards, and references) are contingent upon an employee’s submission to sexual advances or
there is an implied or explicit threat of adverse employment consequences if sexual demands are
refused. However, sexual harassment also encompasses situations in which employees (or
volunteers) are forced to endure unwelcome leering, flirtation, intimate touching or groping,
romantic propositions, intrusive sexual questions, comments about their bodies or appearance, or
other comments of a sexual nature where there are no tangible rewards (or promise of rewards)
attached to involvement in such behaviour.
5.5 How Harassment is Determined
A finding of harassment may be made in the absence of any evidence that the complainant
expressed an objection to the comments or conduct when the incident(s) occurred.
The determination of whether specific conduct or comments constitute harassment can be
challenging because people’s perceptions and perspectives differ. Behaviour that seems
innocuous, trivial or humorous to some will hurt and offend others. Individuals covered by this
Policy should therefore always strive to be sensitive to and respectful of the sensibilities of others.
Neither the subjective reaction of the complainant nor the intent of the respondent will determine
whether or not a situation involves harassment. Comments or conduct may be inadvertently
offensive or harmful yet still constitute harassment because they display an unreasonable
disregard for the feelings of others.
In applying this Policy, all behaviour will be assessed based on the legal objective standard, namely
whether a reasonable person in the complainant’s position, apprised of all the relevant
circumstances, would conclude that the conduct or comments of the respondent were
objectionable.
Any reasonable actions taken by the LPC or by its managers or supervisors, relating to the
management and direction of employees and volunteers, or of the workplace, do not constitute
workplace harassment.
5.6 Workplace Violence
“Workplace violence” is the exercise of physical force, or an attempt to exercise physical force, by
a person against another individual in the workplace that causes or could cause physical injury.

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Any statement or behaviour that it is reasonable for a person to interpret as a threat to exercise
physical force that could cause physical injury shall be treated as an incident of workplace violence
under this Policy.
6 RECOMMENDED RECORD KEEPING
It is always advisable for a complainant to create and maintain a written record of any incident(s)
of alleged inappropriate behaviour. If you have experienced or witnessed workplace harassment
or violence—even if you have not yet made a decision about whether to pursue any resolution
procedures under this Policy or any other avenue of recourse—you should make notes, as soon as
possible after the incident, including the date, time, location, details of what was said and what
occurred, who was present, your response and reaction to the incident, and any other pertinent
information. You should also take reasonable steps to preserve all relevant evidence (e.g. save and
print emails or text messages; take screen shots of posts on social media or internet sites;
photograph evidence that cannot be preserved, such as scratches, bruises or other injuries or
damage to property).
If you are accused of inappropriate workplace conduct, it is similarly advisable to create and
maintain a record of relevant incidents and communications. Make detailed notes of your version
of the events as soon as you become aware of the allegations against you and take reasonable
steps to preserve all relevant evidence.
7 ROLES AND RESPONSIBILITIES
No person should remain in a conversation or situation in which violence is occurring or which
they reasonably believe might become violent.
If you are involved in a violent or potentially violent situation in the workplace, you should
immediately remove yourself from the situation to a place of safety, or call for assistance, if
necessary, in order to extricate yourself.
Once you are removed from any immediate threat to your safety, you should summon assistance,
if the circumstances warrant it, by calling building security, the police, or (in an emergency) 911. If
appropriate and warranted by the circumstances, an ambulance should also be summoned to
attend to the medical needs of anyone who has been injured.
All incidents of workplace violence should be reported to the LPC:
• If the perpetrator of violence is a person covered by this Policy, the complainant should
use the formal complaint procedure set out in Section 9.2 below.

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• If the perpetrator is not a person covered by this Policy, the complainant should report the
incident to the Human Resources Manager (if the complainant works in the National
Office) or to the Director of their Provincial or Territorial Office. The LPC will take such
measures as are practical and appropriate in the circumstances to address the situation
and prevent a recurrence of violence.
8 WHAT TO DO IF HARASSMENT OCCURS IN THE WO
If you feel that you have been subjected or exposed to workplace harassment, you are encouraged
to promptly bring the matter to the attention of the individual responsible for the objectionable
comment or conduct and ask that person to cease their offensive behaviour.
Speaking directly to someone about their inappropriate behaviour can be difficult to do, but it is
frequently the best means of addressing the problem. People sometimes engage in hurtful or
offensive behaviour out of ignorance and without malice or any intention to cause harm,
discomfort or insult. When the negative effect of their behaviour is brought to their attention,
they may feel genuinely remorseful and display willingness to modify their behaviour. Prompt and
direct action initiated by an affected individual is therefore often very effective in stopping
disrespectful behaviour and reducing the risk that objectionable comments or conduct will be
repeated and/or will escalate to a more serious level.
However, if you are feeling harassed, you are not obligated to attempt to resolve the situation
directly with the person whose conduct you find objectionable. If you do not feel comfortable
taking direct action to deal with the situation, or if you have attempted direct action and a
satisfactory resolution has not been achieved, you may pursue either the informal resolution or
formal complaint procedures set out below.
9 PROCEDURES
The procedures set out in this Policy are intended to provide complainants with an effective,
timely and accessible mechanism for having their concerns addressed within the LPC. It is not
intended to deprive individuals of their right to pursue any other avenue of recourse available to
them.
Nothing in this Policy precludes complainants from exercising their rights before a court or
tribunal or from pursuing remedies through other mechanisms that may be available to them,
including the complaint procedures under the National Liberal Caucus’s Policy for a Harassment-
Free Workplace or the House of Commons Policy on Preventing and Addressing Harassment.

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The LPC reserves the right to suspend any procedures under this Policy if the complainant
chooses to pursue another avenue of recourse.
9.1 Informal Resolution Options
Concerns about harassment in the workplace may be reported to any of the following Advisors:
• the Human Resources Manager in the National Office;
• the Senior Director of Operations in the National Office; or the Director of a Provincial or
Territorial Office (or, to the National Director, if the concerns involve the Director of a
Provincial or Territorial Office)
These Advisors can assist the complainant in identifying and exploring appropriate options for
informal resolution of harassment concerns.
A variety of non-adversarial resolution techniques may be implemented, such as shuttle
diplomacy discussions facilitated by the Advisor (or by another neutral third-party conciliator) or a
face-to-face meeting of the complainant and respondent with a third party mediator. The
objective of these informal dispute resolution techniques is to promptly and confidentially resolve
the concerns raised and restore a respectful and healthy work environment.
After discussing the matter with an Advisor, the complainant may request that the Advisor pursue
an informal resolution. However, if the Advisor concludes that informal resolution techniques are
not appropriate in the circumstances, the Advisor may decline the complainant’s request and
encourage the complainant to file a formal complaint instead. In such circumstances, the Advisor
will provide the National Director with a confidential record of the concerns raised and of the
advice provided to the complainant.
An Advisor may also refuse to pursue informal resolution techniques if, in the opinion of the
Advisor, the concerns raised by the complainant do not amount to a violation of this Policy. In
those circumstances, the Advisor will so advise the complainant and will provide the National
Director with a confidential record of the concerns raised and of any advice provided to the
complainant.
When an informal resolution technique is pursued, outcomes may include an apology by the
respondent and/or undertaking to cease certain behaviour; clarification of the parties’ respective
roles, responsibilities and expectations; agreement on respectful communication protocols;
restructuring of a reporting relationship (e.g. to place an intermediary between the complainant
and respondent); re-assignment of duties, relocation of a workstation, or other measures to
minimize the complainant’s contact with the respondent; or any other creative, feasible and
mutually agreeable solutions.

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In every case where an Advisor addresses a matter using informal resolution techniques, the
Advisor will keep the complainant and the respondent apprised of any proposed resolution
initiatives and of the anticipated time frame for completing the informal resolution process. The
Advisor will complete the informal procedure as quickly and as confidentially as practicable.
A confidential written record of any informal resolution will be created by the Advisor and
submitted confidentially to the National Director, or to the President of the National Board of
Directors should the complaint be against the National Director, with a summary of the concerns
that gave rise to the resolution procedure. The Advisor will follow up with the complainant to
ensure that the agreed-upon resolution has been implemented and that no further problems have
arisen.
An Advisor who is approached by a complainant may, at any time, confidentially consult the
National Director for guidance on how best to handle a situation, and may also confidentially
consult others within LPC management, if necessary to implement an agreed-upon informal
resolution.
If, after discussing the matter with an Advisor, the complainant decides that they do not want to
pursue the matter further, the Advisor will take the complainant’s wishes into consideration, but
will also consider other relevant factors, including the seriousness of the allegations involved,
before deciding whether to bring the matter to the attention of the National Director. If the
matter is not pursued further, the Advisor will retain a confidential written record of the concerns
that were raised and of any advice provided to the complainant.
In serious cases (such as when an Advisor is aware that previous harassment complaints involving
the same respondent have been made, or where allegations of egregious misconduct are made),
the Advisor will discuss the matter confidentially with the National Director, who may decide to
initiate an investigation into the allegations, even if the complainant prefers an informal resolution
process, or does not wish to pursue the matter further. The National Director will give due
consideration to the complainant’s wishes, but will ultimately take whatever measures he or she
deems necessary to ensure a harassment-free and violence-free work environment. The National
Director may be obligated to proceed with an investigation where it appears that applicable laws
(e.g. human rights statutes or occupational health and safety legislation) have been violated. If the
complainant’s allegations include possible criminal conduct (e.g. stalking or assault), the National
Director may contact the police. If the National Director decides to initiate an investigation or to
contact the police, the complainant will be notified forthwith.
9.2 Formal Complaint
Formal complaints about workplace harassment or violence should be submitted to the National
Director unless the complaint is against the National Director, in which case it should be
submitted to the President of the National Board of Directors

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A formal complaint must be in writing, unless the complainant has a disability that necessitates
using an alternative accessible format. The complaint must be signed by the complainant and must
include the names of the complainant and respondent, the dates and locations of alleged incidents,
details of the harassment or violence allegations, and the names of any witnesses. A formal
complaint may be written in English or French.
A formal complaint may be filed regardless of whether or not the complainant has previously
engaged in any direct action to address the situation, and regardless of whether or not informal
resolution techniques have been attempted.
A formal complaint must be submitted within 12 months of the last incident of alleged
inappropriate conduct, unless there are extenuating circumstances to justify the delay.
When a formal complaint is submitted, the National Director must ensure that an investigation is
conducted that is appropriate in the circumstances. The National Director will first review the
allegations and determine whether proceeding with a formal investigation is warranted. If the
National Director concludes that the allegations set out in the complaint do not constitute a prima
facie breach of the terms of this Policy, no further investigation will be conducted and the
complainant will be so advised. If the incidents raised in the formal complaint allegedly occurred
more than 12 months prior to the filing of the complaint, the National Director may conclude that
an investigation is not feasible or is not warranted due to the delay, and the complainant will be so
advised. The National Director will keep a confidential record of the complaint and of the advice
provided to the complainant.
If the complainant’s allegations include possible criminal conduct (e.g. stalking or assault), the
National Director may contact the police, and the complainant will be so advised.
If the National Director decides that an investigation should be conducted into the complainant’s
allegations, he or she will appoint an impartial investigator to undertake a fact-finding process.
The investigation may be conducted by an individual within the LPC or by a qualified external
investigator. All individuals covered by this policy are expected to cooperate with any
investigation (as complainants, respondents, or witnesses) and to maintain confidentiality with
respect to their involvement in the investigation.
The LPC may take appropriate temporary measures to ensure the integrity of the investigation, as
well as the safety and security of persons within the workplace. To that end, the respondent may
be placed on home assignment or administrative suspension from work during the investigation,
or other interim steps may be taken to physically separate the complainant and respondent and/or
to minimize their workplace interactions.
Every investigation will follow accepted principles of administrative fairness, including:
• impartiality of the process;
• notice to the parties of the investigator’s mandate;

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• the right of the respondent to be provided with the particulars of the allegations against
him or her;
• the right of the respondent to have an opportunity to make full answer and defense to any
allegations;
• the right of both parties to know and have an opportunity to rebut the relevant adverse
evidence provided by the other party;
• the right of both parties to identify witnesses and have relevant witnesses be interviewed;
• the right of both parties to know and rebut the relevant adverse evidence of witnesses;
• the right of both parties to identify and/or supply relevant documentary or other evidence
for consideration;
• the right of both parties to be accompanied by a support person of their choice when
meeting with the investigator (provided that the support person is not a relevant witness
in the investigation);
• the right of both parties to communicate with the investigator in either French or English,
in accordance with their language preference; and
• the right of both parties to be advised of the investigator’s findings of fact in respect of
each allegation in the complaint.
The investigation will be completed as quickly as practicable, having regard to the circumstances,
including the nature and scope of the allegations.
The investigator will deliver a confidential written report to the National Director, containing the
findings of fact in respect of each allegation in the complaint. The investigator’s report may also
include conclusions about whether or not this Policy has been violated and recommendations with
respect to corrective and/or remedial measures to be taken.
Once the National Director receives the investigation report, he or she will promptly determine
whether this Policy has been violated and what, if any, remedial, corrective and/or disciplinary
actions will be taken as a result of the investigation findings.
Both the complainant and the respondent will be informed in writing of the results of the
investigation and of any corrective action that has been or will be taken as a result of the
investigation. If the Policy has been breached, the complainant will also be promptly advised of
any remedial measures offered by the LPC.
If there is a finding that violence occurred in the workplace, the National Director will assess the
risk of recurrence and determine whether additional safety and security measures should be
adopted in order to prevent future incidents of violence. The National Director may consult with
Human Resources and/or the National Board in conducting this assessment.
The National Director shall ensure that a confidential written record is maintained with respect to
the investigation, the decision rendered after the investigation, and any steps taken to address
complaints that are held to be well-founded.

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The National Director may, at any time, consult confidentially with others within LPC
management in exercising his or her responsibilities under this Policy.
In the event that other commitments prevent the National Director from expeditiously fulfilling
any or all of the responsibilities conferred upon him or her under this Policy, or when he or she
concludes that it is otherwise appropriate, the National Director may designate another person
within the LPC to act on his or her behalf.
In circumstances where allegations of harassment or violence are made against the National
Director, the President of the National Board shall immediately be notified and will determine, in
consultation with the National Board, how the complaint will be addressed.
10 CONFIDENTIALITY
The LPC is committed to protecting and respecting the privacy of complainants, respondents, and
witnesses involved in workplace complaints and investigations. To the extent practicable under
the circumstances, all processes under this Policy shall remain confidential. It may be necessary to
disclose some information, including identifying information, to the parties, to witnesses, or to
other individuals within the LPC in order for a proper and fair investigation to be conducted, or for
an appropriate resolution to be implemented. Such disclosure will, however, only be to the extent
necessary for purposes of investigating or taking corrective action with respect to the incident or
complaint, or as required by law.
Every individual involved in any informal or formal process under this Policy is expected to
observe confidentiality and to refrain from discussing any details of any harassment or violence
allegations, complaint, informal resolution process, investigation process or outcome.
The identities of witnesses who are asked to participate in an investigation of a formal complaint
will remain anonymous, insofar as practicable. (Limited disclosure of witnesses’ identities may be
required in order to ensure a fair and thorough investigation.) Witnesses should not discuss the
fact that they have been interviewed as a witness in an investigation or disclose to anyone (other
than a legal adviser) the content of their statements to the investigator.
All records of harassment and violence complaints, including notes of interviews, witness
statements, investigation reports, results of informal mediation meetings, and other relevant
material, will be kept confidential, except to the extent that the release of such material is
necessary for the implementation of any remedial, corrective, or disciplinary action, or as required
by law.
Breaches of confidentiality under this Policy are viewed by the LPC as serious misconduct for
which appropriate corrective and/or disciplinary actions may be imposed.

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11 REPRISAL
Employees (or volunteers) who make complaints in good faith under this Policy shall not have their
employment (or volunteer opportunities) negatively affected in any manner.
The LPC prohibits reprisal or threat of reprisal against anyone for making use of this Policy in good
faith, or for participating in good faith as a witness in an investigation of a complaint under this
Policy. Retaliation (or the threat of retaliation) of any kind against such individuals is viewed by
the LPC as serious misconduct, for which appropriate corrective and/or disciplinary actions may
be imposed.
12 FRIVOLOUS OR BAD FAITH COMPLAINTS
The pursuit of frivolous complaints or of complaints made in bad faith has a detrimental effect on
the workplace and undermines the spirit and intent of this Policy. Abuse of this Policy by making a
frivolous or bad faith complaint is viewed by the LPC as serious misconduct, for which appropriate
corrective and/or disciplinary actions may be imposed.
A frivolous complaint is one that is completely devoid of any substance or merit whatsoever. The
mere fact that a complaint is dismissed as unfounded does not imply that it is frivolous. A finding
by an investigator that allegations of harassment are unsubstantiated (on a balance of
probabilities) by evidence or a finding by the National Director that a respondent has not
breached the terms of this Policy does not mean that the complaint was necessarily frivolous.
Bad faith complaints are groundless complaints that are pursued for malicious motives, such as an
intent to aggravate, humiliate, malign or discredit the respondent.
13 CONDUCT THAT DOES NOT CONSTITUTE HARASSM
The word “harassment” is meant to capture persistent patterns of pernicious behaviour or serious
transgressions that result in more than fleeting awkwardness or momentary displeasure. It refers
to a departure from reasonable conduct and to behaviour that exceeds the usual limits of
acceptable workplace interactions. Harassment has serious negative consequences for the
emotional well-being and psychological health of those who are subjected to it. It is a label that
should therefore be used judiciously, only when the occasion warrants it. It should not be
trivialized or devalued by using it loosely to refer to mere acts of pettiness or thoughtlessness, or
isolated lapses in judgment. Any person may, on occasion, act in a manner that is intemperate,
callous or insensitive. Every heedless act or comment that injures someone’s feelings does not
necessarily constitute harassment.

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13.1 Reservation of Management Rights
The exercise of managerial discretion may, at times, create stress, discomfort or unpleasantness
for employees (and volunteers), or result in workplace conflict, but it does not constitute
harassment if it is done in a reasonable and professional manner.
This Policy does not curtail the right of managers to assign legitimate but undesirable tasks, to
implement organizational changes, to monitor employee attendance and manage employee
absenteeism, to conduct performance reviews, to impose and enforce deadlines, or to engage in
other ordinary day-to-day functions of management.
APPENDIX A
The following are not intended to be exhaustive lists.
Examples of Workplace Violence
• verbal threats of physical force, even if made in jest (i.e., regardless of whether the person
intends to carry out the threats);
• threatening gestures, such as shaking a fist or making a simulated motion of pointing a gun
at someone with an index finger and thumb (even if the gesture merely constitutes
bravado);
• physical horseplay;
• acts of physical aggression, such as slamming a door, kicking a chair, or throwing an object
at someone (regardless of whether the object strikes or misses the person); and
• acts of physical intimidation (e.g. invading someone’s personal space by standing over
them when they are sitting, confining them or obstructing their movements).
Examples of Workplace Harassment
• displaying sexist, racist, anti-Semitic, anti-Islamic, homophobic, or other offensive pictures
or materials (relating to prohibited grounds of discrimination) in the workplace, or sending
such pictures or materials by email or text;
• mocking a person’s disability, accent, or gender expression;
• flagrant staring at a person with a disability or at a transgender person;

RESPECTFUL WORKPLACE POLICY - 17 -
• the use of derogatory language to describe persons with disabilities or to refer to a
person’s race, colour, creed, aboriginal ancestry, ethnic origin, place of origin, sexual
orientation or gender identity, even when done in a joking manner;
• intrusive inappropriate questioning about a person’s disability, sexual orientation, or
gender identity;
• intrusive questions about a person’s romantic or sexual life or private activities;
• unwelcome sexual overtures or advances, which may or may not be accompanied by
promises or threats, explicit or implicit;
• unwelcome repeated social invitations, with romantic overtones or sexual innuendo;
• flirtatious comments about a person’s appearance;
• unwelcome or forced sexual or intimate touching (hugs, kisses, arm stroking, shoulder
rubbing, hand holding, buttocks patting, etc.);
• words, gestures and actions that tend to bully, torment, pester, degrade or persecute
another person;
• vexatious verbal attacks; name calling; use of abusive or profane language; shouting,
yelling, or excessively confrontational behaviour;
• putting someone down with unwarranted criticism or personal insults, especially if done in
the presence of others; patronizing, condescending or demeaning behaviour that tends to
erode a person’s self-confidence or self-respect;
• speaking disparagingly about someone to others in the workplace; engaging in malicious
gossip or spreading rumours about someone;
• consistently disrespectful and rude interactions such as turning your back on someone
when they are speaking; interrupting them, “shush-ing” them, or telling them to shut up
when they are speaking; using a sarcastic or derisive tone of voice when speaking to them;
and the perspective of the person being harassed. For example, a White male supervisor
might not take issue with being referred to as “Chief”. To Indigenous peoples, however, the
term may be very insensitive.
Examples of Workplace Conduct that Is Not Harassment
• the development of a social relationship between co-workers that is welcomed by both
individuals, even if it leaves others in the workplace feeling isolated or “left out”;
• friendly gestures among co-workers that involve brief physical contact, such as a pat on
the back or “high five”;
• the use of nicknames that are not unwelcome or demeaning;
• isolated instances of abrupt interactions; disagreements that are respectful; professional
expressions of difference of opinion;
• occasional expressions of impatience or frustration, moodiness, or irritability; and
• inter-personal conflicts that result from incompatible work habits among co-workers or
discordant personality traits.