Law Enforcement Ethics Code

Introduction

A law enforcement code of ethics sets clear standards for professional behaviour and decision-making. It draws on law, policy, and widely accepted moral principles to guide daily practice. The typical themes are impartiality, integrity, respect for human rights, lawfulness, accountability, and service to the public. In the UK, these themes are reflected in the College of Policing Code of Ethics, the Nolan Principles, and statutory duties under the Human Rights Act 1998 and related legislation. The aim is simple: protect rights, apply the law fairly, and keep the public safe.

What You'll Learn

• Core principles: impartiality, integrity, human rights, honesty, openness, objectivity, leadership, and selflessness
• How these principles translate into rules on use of force, conflicts of interest, confidentiality, and record-keeping
• The legal framework: HRA 1998, PACE 1984 and Codes, Equality Act 2010, Data Protection Act 2018/UK GDPR, Police Reform Act 2002, and oversight by the IOPC
• Practical decision tools including the National Decision Model (NDM)
• Real-world scenarios showing how to apply the code in everyday policing
• Steps for reporting misconduct and protecting whistleblowers
• How to evidence fair decision-making through documentation, supervision, and audit

Core Concepts

Principles that set the standard

These principles guide every decision and interaction:

• Impartiality and fairness: Decisions based on evidence and law, not personal views or improper pressure. Equal treatment regardless of race, gender, faith, disability, sexuality, or socio-economic status (Equality Act 2010).
• Integrity and honesty: Tell the truth, keep promises, declare interests, and avoid any conduct that could bring policing into disrepute. No gifts or benefits that could influence judgement.
• Respect for human rights: Actions must be lawful, necessary, and proportionate, with particular care for rights to life, liberty, fair trial, privacy, expression, and peaceful assembly (Articles 2, 3, 5, 6, 8, 10, 11 ECHR).
• Objectivity: Use reliable information, keep records of reasoning, and be open to review.
• Openness and accountability: Be prepared to explain decisions, share information lawfully, and accept scrutiny.
• Leadership and selflessness: Seniority is not required to set the tone. Everyone has a role in calling out poor practice and prioritising the public interest.

Tip: The Nolan Principles (selflessness, integrity, objectivity, accountability, openness, honesty, leadership) align well with police standards and provide a helpful checklist for conduct.

Building blocks of an effective code

Turning principles into daily practice requires clear rules:

• Use of force: Only when necessary and proportionate; de-escalation first where possible. Record the legal power relied upon (e.g., Criminal Law Act 1967 s.3, PACE s.117), the threat assessed, options considered, and why force was chosen. Review body-worn video as part of supervision.
• Conflicts of interest: Declare actual, potential, or perceived conflicts early. Recuse yourself from investigations involving friends, relatives, or financial ties. Keep a register and update it.
• Confidentiality and data protection: Access and share information strictly on a need-to-know basis, with a lawful basis (DPA 2018/UK GDPR). Use secure systems, keep audit trails, and avoid casual disclosure (including on social media).
• Equality and non-discrimination: Apply stop and search, arrest, and other powers using objective grounds (PACE Code A). Monitor disparity data and act on trends.
• Record-keeping: If it is not recorded, it is hard to justify later. Notes, forms, and digital logs should capture the issue, options, risks, decision, and outcome (the NDM structure helps).
• Reporting and whistleblowing: Clear routes for reporting misconduct, protection from retaliation, and timely referrals to Professional Standards Departments and the IOPC where required (Police Reform Act 2002).
• Supervision and learning: Regular case reviews, body-worn video sampling, learning logs, and feedback loops to correct course quickly.

Governance, oversight and fairness

Ethics codes must be backed by fair processes:

• Complaints and discipline: Transparent procedures with timely updates to complainants; due process for officers; independent oversight by the IOPC for the most serious matters.
• Policy management: Publish key policies (use of force, pursuit, stop and search, data protection) and keep them current with Authorised Professional Practice (APP).
• Training and wellbeing: Regular training on legal powers, human rights, bias awareness, and de-escalation. Support wellbeing so pressure and fatigue do not lead to poor decisions.

Key Examples or Case Studies

Use-of-force decision during a violent incident

• What happened: Officers responded to a report of a violent assault. The suspect threatened officers with a bottle.
• What the code requires: Assess threat using the NDM. Consider tactical communication, distance, shields, Taser, or baton. Any force must be necessary and proportionate, and the reasons recorded. Provide medical aid once safe.
• Learning points: The supervising sergeant reviews body-worn video and the use-of-force form. The record shows de-escalation attempts and why force was escalated. This supports accountability and training.

Conflict of interest in a fraud investigation

• What happened: An officer is allocated a case involving a family member’s business.
• What the code requires: Immediate declaration to a supervisor and withdrawal from the investigation. Entry on the conflicts register and reassignment to a different officer.
• Learning points: Early declaration avoids claims of bias and protects the investigation from challenge.

Data protection breach via informal messaging

• What happened: An officer shared a witness’s phone number in a private chat group to speed up contact.
• What the code requires: Share information only through approved, secure systems with a clear policing purpose and lawful basis. Record the disclosure.
• Learning points: The force issues a reminder, runs a short refresher session, and the officer receives management advice. Where the breach is serious, consider referral, notification to the ICO, and remedial steps.

Stop and search under PACE Code A

• What happened: An officer stops a young person based on a vague description of “acting suspiciously”.
• What the code requires: Reasonable grounds linked to specific intelligence or behaviour; explain the legal power and grounds; conduct the search respectfully; provide a receipt; record it properly.
• Learning points: Supervisory review flags weak grounds. Further coaching is given and local data on searches is analysed for patterns.

Public order policing and Articles 10 and 11 ECHR

• What happened: A protest blocks a road. Officers consider conditions under the Public Order Act 1986.
• What the code requires: Balance the right to protest with public safety and the rights of others. Any restriction must be lawful, necessary, and proportionate. Decisions should be recorded and communicated clearly.
• Learning points: A gold–silver–bronze command log shows the risk assessment and why conditions were set, which helps later scrutiny.

Practical Applications

Put the code to work with these steps:

• Use the National Decision Model (NDM)

  1. Gather information and intelligence
  2. Assess threat and risk; consider a risk assessment
  3. Consider powers and policy (HRA, PACE, APP, local SOPs)
  4. Identify options and contingencies (including doing nothing)
  5. Take action and review what happened Map your notes to these steps for clarity.

• Apply a human rights check

  • Is there a lawful power?
  • Is the action necessary to achieve a legitimate aim (e.g., public safety)?
  • Is it proportionate? Have you picked the least intrusive option?

• Equality and bias checks

  • Are reasons evidence-based and recorded?
  • Would a reasonable observer see the decision as fair?
  • Monitor your own patterns and accept feedback.

• Record and evidence decisions

  • Use body-worn video where policy allows.
  • Complete the right forms (use of force, stop and search, arrest).
  • Capture the “why now” and “why this option”.

• Manage information properly

  • Use approved devices and systems.
  • Keep data to the minimum needed and protect it.
  • Log disclosures and review access rights regularly.

• Conflicts and gifts

  • Declare interests early and keep the register up to date.
  • Refuse gifts that could influence decisions or create a perception of influence.

• Reporting and support

  • Know the reporting routes (line management, PSD, confidential channels).
  • Report concerns promptly; managers should acknowledge and act.
  • Provide welfare support when staff report distressing matters.

• Training and supervision

  • Scenario-based training on use of force, stop and search, and de-escalation.
  • Supervisors to conduct proportionate audits and give constructive feedback.
  • Share learning from complaints and near misses.

Summary Checklist

• Impartiality: Are decisions based on evidence, not personal views?
• Lawfulness: Do you have the legal power and have you documented it?
• Necessity and proportionality: Is this the least intrusive option?
• Human rights: Have you considered Articles 2, 3, 5, 6, 8, 10, and 11 where relevant?
• Equality: Are grounds objective and free from bias (PACE Code A, Equality Act 2010)?
• Conflicts: Have you declared any actual, potential, or perceived conflicts?
• Data: Is information handled lawfully and securely (DPA 2018/UK GDPR)?
• Records: Does your record show the issue, options, risks, decision, and outcome (NDM)?
• Reporting: Do you know how to raise concerns and when to refer to the IOPC?
• Supervision: Has a manager reviewed key decisions and provided feedback?

Quick Reference