The Skipton and Ripon Enterprise Group Mentoring Code has been produced to help ensure that both the Mentor and The Client conduct themselves in a way which respects diversity and promotes understanding and tolerance of those with opinions that may differ from one’s own.

It is the primary responsibility of the coach/mentor to provide the best possible service to the client and to act in such a way as to cause no harm to any client or sponsor.

*These are adapted from the Code of Ethics published by the European Coaching and Mentoring Council Last revised 18/01/2012

1. Context

The coach/mentor will:

a) Understand and ensure that the mentoring relationship reflects the context within which it is taking place.

b) Ensure that the expectations of the client are understood and that they themselves understand how those expectations are to be met.

c) Seek to create an environment in which client is focused on and has the opportunity for learning.

2. Boundary Management

The coach/mentor will:

a) At all times operate within the limits of their own competence, recognise where that competence has the potential to be exceeded and where necessary refer the client either to a more experienced coach/mentor, or support the client in seeking the help of another professional, such as a counsellor, psychotherapist or business/financial advisor.

b) Be aware of the potential for conflicts of interest of either a commercial or emotional nature to arise through the coach/mentoring relationship and deal with them quickly and effectively to ensure there is no detriment to the client or sponsor.

3. Integrity

The coach/mentor will:

a) Maintain throughout the level of confidentiality which is appropriate and is agreed at the start of the relationship.

b) Disclose information only where explicitly agreed with the client and sponsor (where one exists), unless the coach/mentor believes that there is convincing evidence of serious danger to the client or others if the information is withheld.

c) Act within applicable law and not encourage, assist or collude with others engaged in conduct which is dishonest, unlawful, unprofessional or discriminatory.

4. Professionalism

The coach/mentor will:

a) Respond to the client’s learning and development needs as defined by the agenda, written or otherwise, brought to the coach/mentoring relationship.

b) Not exploit the client in any manner, including, but not limited to, financial, sexual or those matters within the professional relationship. The coach/mentor will ensure that the duration of the coach/mentoring contract is only as long as is necessary for the client/sponsor.

c) Ensure that their level of experience and knowledge is sufficient to meet the needs of the client.

d) Ensure that their capability is sufficient to enable them to behave in accordance with this Code.

e) Understand that professional responsibilities continue beyond the termination of any coach/mentoring relationship. These include the following:

  • Maintenance of agreed confidentiality of all information relating to clients and sponsors
  • Avoidance of any exploitation of the former relationship • Provision of any follow-up which has been agreed
  • Safe and secure maintenance of all related records and data

f) Demonstrate respect for the variety of different approaches to coaching and mentoring and other individuals in the profession.

g) Never represent as their own the work and views of others.

h) Ensure that any claim of professional competence, qualifications or accreditation is clearly and accurately explained to potential clients and that no false or misleading claims are made or implied in any published material.

Getting Started

To find a mentor most suited to your needs, please click Contact Us to send us an email or call SREG’s CEO Andy Barton on 07900 933339.

If you wish, you can complete our informal Application Form. We will then contact you with a mentor.

Success Stories

Northern Paper Board Boxes Clever

Introducing packaging manufacturer and merchant to new growth strategies

Skipton-based Northern Paper Board (NPB) had been a packaging merchant for 20 years, but seven years ago it made the bold move into manufacturing. It continued to invest and in the past three years its turnover has grown from £5.4 million to £10 million. In essence, NPB’s growth strategy was to enter new markets and diversify.

Read more →