CANCER RESEARCH & PANDORA'S BOX

"... Whilst not deemed to be a health and safety issue ...",
Cancer Research UK's Trading Director (Mr. Simon Ledsham).

{The Chief Executive's Health, Safety and Welfare Policy Statement (March 2007) states: "The Council of Cancer Research UK attaches the greatest importance to safeguarding the health, safety and welfare of all persons at work"; ... note the use of the superlative adjective in this phrase. Cancer Research UK's Volunteer Application Form (2007) states: "Cancer Research UK abides by the Data Protection Act." Cancer Research UK's document entitled Performance & Development Review — FSM Form — 2008-2009 states: "Our Core Values are: • Integrity — We have integrity. We approach everything we do with honesty and trust. • Excellence — We aim for excellence in both what we do and the way we do it."} 1. ACCESS & EGRESS (4 pp.) 2. ELECTRICAL & FIRE SAFETY (4 pp.) 3. DIVERSE SAFETY (10 pp.) 4. DATA PROTECTION & HUMAN RIGHTS (6 pp.) 5. VOLUNTEER CARE (7 pp.) 6. HIERARCHAL BREACHES OF CONFIDENTIALITY (11 pp.) 7. HIERARCHAL MISINFORMATION, DISINFORMATION & PARALOGISMS: Introduction (12 pp.) (Documents in progress* or in preparation: 7d - 7m.) 7a. (6 pp.*) ; 7b. (5 pp.*) ; 7c. (6 pp.*) 8. PROFLIGACY (13 pp.*) [CR-UK's Council of Trustees (2007-2010): Mr. David Newbigging (Chairman), Dr. Melanie Lee (Deputy Chairman), Professor Colin Bird, Professor Sir Kenneth Calman, Dr. Philip Campbell, Sir James Crosby, Ms. Liz Hewitt, Mr. Roger Matthews, Dame Bridget Ogilvie, Dr. Keith Palmer, Ms. Leah Sowden, and Professor Jeffrey Tobias. ... CR-UK's Executive Board (2007-2010): inter alia, Mr. Harpal Kumar (Chief Executive), Professor Peter Johnson (Chief Clinician), Professor Sir David Lane (Chief Scientist), and Mr. Richard Taylor (Executive Director, Fundraising & Supporter Marketing). ... Appointments (c.2011): inter alia, Mr. Michael Pragnell (Chairman of Trustees), Professor Adrian Bird (Trustee), and Professor Nic Jones (Chief Scientist).] {Queen's Counsel Charles Haddon-Cave, in The Nimrod Review (Stationery Office, Norwich, Ordered by The House of Commons to be printed 28th October 2009), writes: "A Questioning Culture is the key to a true Safety Culture. In my view, people and organisations need constant reminding of the importance of asking questions rather than making assumptions, of probing and testing rather than assuming safety based on past success, of independent challenge of conventional wisdom or shibboleths, of the exercise of judgment rather than retreat behind the assignment of arbitrary quantitative values. Questioning is a catalyst for thinking. As Professor McDermid told me, if he could replace all of the regulations with one word it would be: "THINK". Thinking can often be painful, difficult and not always immediately productive. It is, of course, much easier and quicker to make convenient assumptions, or slavishly follow procedure or tick boxes. Many of these lessons and truths may be unwelcome, uncomfortable and painful; but they are all the more important, and valuable, for being so. It is better that the hard lessons are learned now, and not following some future catastrophic accident. Tragically, for the crew of [the RAF Nimrod MR2 Aircraft] XV230, the lessons have come too late, and at an infinite price. The most fitting memorial to the loss of the crew of XV230 [on 2nd September 2006] will be that the lessons from their sacrifice are truly learned, and the Recommendations which I have set out are fully implemented."}