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Introduction
In recent years, accountability and transparency in organizations, or lack there of, has been in the forefront of the media. ORNGE was an organization that lacked accountability and transparency. Amid the scandal of high salaries, patient care issues and international spending sprees, employees’ raised alarms for several years about their frustration with the practices of the organization and were turned away.
ORNGE Air Ambulance
ORNGE, formerly Ontario Air Ambulance Service, is the province’s only critical care air ambulance service. The province disbanded the public air ambulance service and replaced it with ORNGE, headed up by President and CEO, Dr. Chris Mazza who subsequently became the catalyst of the scandal at ORNGE. From 2009-2012 a series of unethical decisions were made by Dr.Mazza and the board of directors without proper oversight from Ministry of Health. Public money was used to invest and start-up for-profit companies which helped pay-out dividends to shareholders, executives and finance a personal loan for the CEO.
In 2007, Keith Walmsley, who held a finance role at ORNGE, raised serious concerns to his superior at ORNGE and was told “what the Ministry (of Health) doesn’t know won’t hurt them.” In 2008, after he was let go by ORNGE, Walmsley complained to the provincial finance ministry.
Walmsley, and many other employees of ORNGE, are examples of whistleblowers. A whistleblower is a person who informs on another or makes public disclosure of corruption or wrongdoing. Whistleblowers are always facing two dilemmas: a conflict between personal and organizational values, and a conflict between obligations owed to an organization and to parties beyond it. Walamsley considered it cause enough to go public with information about ORNGE’s unethical practices since the information in question concerned the public at large. Walamsley

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