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Conflict of interest guide for Wikimedia movement organizations/ja

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This page is a translated version of the page Conflict of interest guide for Wikimedia movement organizations and the translation is 36% complete.

自分の個人的または経済的利益と、ウィキメディアの使命に対する自分の責務が競合するとき、利益相反 (conflict of interest; COI) が生じます。ウィキメディア関連団体での職務がある人は、その職務を果たすことを優先すべきです。その他の個人的利害が、団体にとっての利益を第一に考えた意思決定を邪魔することのないようにすべきです。

This guide focuses on conflict of interest from a governance perspective, namely on whether you have an outside relationship that may interfere with your duty to act in the best interest of Wikimedia. The guide represents the perspective of the WMF, and it is not legal advice. It is not meant to be an exhaustive list of recommendations, but it should help you take the first step in identifying and managing a conflict of interest. Please note that a particular jurisdiction may have different or additional requirements. If you feel you need personalized advice, please contact a lawyer.


You have a potential conflict of interest if you are making a decision about Wikimedia movement resources, and your decisions will also affect your personal interest. Wikimedia movement resources include all types of financial or personal benefits, such as grants, staff time, scholarships, trademark licenses, fellowships, employment opportunities, travel reimbursements, and conference resources. However, where the benefit is too intangible or attenuated to influence you, it does not trigger a conflict of interest.



  • 利己的な支出、契約、雇用:団体における自分の地位を利用して、自分(または自分の事業関係者や家族)が株式を持つ別の団体に資金を拠出したり、通常の採用手続きを経由せずに友人や事業関係者や家族に職を与えたりする意思決定に影響力を行使してはなりません。
  • Improper influence: you may not accept a personal benefit (such as money or a personal favor) in exchange for influencing your organization activities or promoting another person or entity's interests in the organization.
  • Misuse of information or property: you may not use information or property you have access to at the organization, which others do not, for a personal benefit (such as money or a personal favor).
  • Accepting undue benefits: you may not accept a significant gift or favor that puts you under obligation to the person who gave it to you.


Being in a conflict of interest is not itself unethical—it is how you handle a conflict of interest that may raise ethical issues. Conflict of interest problems are not uncommon and can often be avoided (or managed) by vetting the decision through existing procedures. Please recognize that legally managing a conflict of interest may have other rules in your jurisdiction, so you should consult an attorney if you have a significant conflict.

Remember to always:

  • Actively disclose potential conflicts of interest. Strive to achieve a "culture of candor" where people feel free to discuss possible conflicts when they are unsure. Record your disclosures for reference by your organization's directors.
  • Discuss whether a conflict of interest exists. Discuss the potential conflict of interest, and decide whether one actually exists, without the participation or presence of the interested person. Please note, the board may still ask the interested person for information about the conflict so it can make the proper decision. If you are still unsure, we recommend you seek local legal advice.
  • Exclude the interested person from the decision making. An interested person should not participate in voting or otherwise exert influence over the decision. In some situations, they may need to leave the room during the vote on issues they have a conflict with.
  • Exercise due diligence when making the decision. The organization should research alternatives that do not present a conflict (if possible). Otherwise, decide if the decision is in the organization's best interest and whether it is fair and reasonable to the organization (e.g., is it the best price? Is this person the most qualified candidate for the job?). Record the process and basis that you used to reach this decision.

Consider taking some preemptive steps to avoid future conflicts of interest:

  • Implement a gift policy to avoid the appearance of bias. Consider prohibiting staff and board members from accepting gifts, money, or gratuities from: (1) anyone receiving benefits or services from the organization; (2) any person or business performing or looking to perform a service under contract with the organization; (3) any person who is otherwise in a position of receiving a benefit from the actions of an employee.

Further reading




  • この例では、この国別協会構成員はウィキメディア理事会と国別協会という2つの組織に対してそれぞれ義務を負っており、2つの義務のあいだで相反が生じる可能性があります。この場合、この人はこの国別協会に影響しうる案件で資金分配委員会の意思決定に加わらないことにより、利益相反の可能性に対処することができます。


  • この職員の個人的な利益と国別協会に対する任務とのあいだで利益相反が生じる可能性があります。この国別協会職員が私的な利益を得ることを理事会に開示しているとしても、この職員(またその家族)は個人的な利益を得てはなりません。


  • 理事の個人的利益(雇用主の経済的利益)が理事会における職務と競合する可能性があります。したがって、ウィキメディア財団の利益相反の方針によれば、ある契約の利害に関係する理事はその契約に対するいかなる意思決定にも理事として参加してはなりません。

The following examples generally do not present conflict of interest issues:

Board members decide on procedural matters that may affect their seat on the board (e.g. changing the number of seats on the board or selecting board officers).

  • Board members have an obligation to vote on decisions that will affect the overall structure of the organization, even if it may have some consequences for their position within the organization. Board members may not need to be recused from these decisions, although they should make a decision in the best interest of the organization, and not their own personal interest.

Committees within a single organization working together.

  • Communications among staff and committees of an organization are not precluded by a conflict of interest, simply because of the focused mandate of the committee or staff. The WMF staff and committees are required to serve the same mission, ultimately report to the WMF Board, and do not have competing interests.

Decisions affecting an acquaintance or casual friend.

  • If the relationship is nothing beyond a general acquaintance, and there is no exchange of goods of value or exchange of promises, recusal is normally not necessary. Working with people we already know is merely evidence of a strong network, which is a positive thing for our movement.