HR & Wellbeing Policy

HR & Wellbeing Policy

Changes	Date	By	Notes
Created:	Sept 2023	Dan Northover

Contents

1. Overview

1. Equal Opportunities

1. Lone Working

1. Electronic Devices

1. Social Media

1. Absence Management

1. Infectious Diseases

1. Substance Misuse

1. Capability

1. Disciplinary

1. Harassment & Bullying

1. Grievance

1. Whistleblowing & Confidential Disclosures

Annex 1. Staff Induction Checklist

Annex 2. Volunteer Induction Checklist

Annex 3. Working with Contractors statement

1. Overview

Our mission at Handcrafted is to connect with the excluded people in society and empower them to turn their lives around. Our staff work at the forefront of this mission.  Our policy for Human Resources and Staff Wellbeing is built on the following principles and commitments:

1. The trustees and senior management will build the capability of our team and give them the framework they need to work effectively.

1. Our staff are key to our mission to connect with excluded people in society and empower them to turn their lives around.

1. Our belief is that everyone is created with value and purpose; have something to contribute; live better together; should be treated with compassion and empathy; are unconditionally loved; and should have the opportunity to make a fresh start. This is true for our staff, as well as trainees. We are committed to treating our staff in this way and expect them to do likewise to other staff and trainees.

1. The trustees and senior management want to see our values of creativity, empathy, empowerment and community to be present in our staff team. We want them to be able to work creatively and walk shoulder to shoulder with each other and our trainees. We want them to be empowered in their lives and empower others. And we want our staff to be part of an accepting, supporting community.

1. Equal Opportunities

Handcrafted is committed to creating an inclusive and diverse workplace. We strive to create an environment where all individuals are respected and valued regardless of age, culture, gender, race, ability, sexual orientation, or any other form of identity. We are committed to fostering a culture of inclusivity, respect, and acceptance, and to creating a safe and diverse workspace for everyone.

We encourage everyone to be open and honest about their experiences and to share their perspectives with others. We want everyone to feel included and welcomed.

Our diversity and inclusion policy outlines our commitment to creating a safe and inclusive environment for all.

1. Our Policy

This policy sets out the commitment of Handcrafted Projects, its Board of Directors and senior management to promote equality of opportunity and work to eliminate unlawful and unfair practice in the workplace.

This policy defines our commitment to creating a working environment free of bullying, harassment, victimisation, and unlawful discrimination, promoting dignity and respect for all, and where individual differences and the contributions, of all who work to provide and those who use our services, are recognised and valued.

We value our staff and trainees and recognise the contribution they make to our organisation, and we are committed to providing equality for all irrespective of:

• Age
• Disability
• Race including colour, nationality, ethnic or national origin.
• Gender
• Religion or belief
• Sexual orientation
• Gender reassignment
• Civil partnership or marital status
• Pregnancy and maternity
• Criminal record

Our staff and trainees will also be protected from discrimination if:

• They are associated with someone who has a protected characteristic, for example a family member or friend.
• They’ve complained about discrimination or supported someone else’s claim.

We will work to ensure that all our staff and trainees, as well as those who apply or seek to apply to work with us, will be treated fairly and will not be subjected to discrimination on any of these grounds and will feel respected and able to give their best.  

1. Our commitments

We will:

• Not tolerate any discrimination or harassment based on an individual's identity.
• Strive to create an environment where everyone feels respected and valued.
• Provide equal opportunity and access to resources and opportunities regardless of identity.
• Ensure that all individuals have the same chance to succeed and advance.
• Accommodate individuals with disabilities or needs to the best of our ability.
• Strive to create a workplace that reflects the diversity of our community.
• Provide training and resources to foster an understanding of diversity and inclusion.
• Actively seek to recruit and retain a diverse group of individuals.
• Celebrate the contributions of a diverse group of individuals.
• Hold ourselves and others accountable for creating a culture of inclusivity and respect.
• Promote a productive and harmonious workplace where there is mutual respect and where harassment and bullying are not tolerated.
• Prevent unlawful discrimination, direct and indirect and victimisation.
• Comply with our legal obligations.
• Oppose and avoid all forms of unlawful discrimination. This includes in:
  • pay and benefits.
  • terms and conditions of employment
  • dealing with grievances and discipline
  • dismissal
  • redundancy
  • leave for parents.
  • requests for flexible working
  • selection for employment, promotion, training or other developmental opportunities
• Take seriously and address any breaches of this policy.

1. How we will implement this in our workforce

Dan Northover has overall responsibility for the implementation of this policy. Line Managers, Project Managers and Training Supervisors are accountable for delivering the equality commitments in their areas of responsibility and all staff and trainees are expected to promote and abide by the policy.

To implement this policy, we will:

• Include appropriate equality objectives and responsibilities in each job description.
• Provide our staff with the necessary knowledge and skills to help ensure that our workplaces are free from discrimination and harassment.
• Train all those who are responsible for recruitment and selection, whether for vacant posts, promotions or training opportunities
• Regularly review our employment policies and procedures to ensure they do not unlawfully or unfairly discriminate.
• Gather equality information on our workforce and those who use our service.
• Make all necessary reasonable adjustments and consider options for flexible working.
• Work to make our workforce more representative and where possible, undertake lawful, positive action.
• Seek commitments from our suppliers that they are taking steps to promote equality and eliminate discrimination.
• Make whatever reasonable adjustments are required to provide disabled people with a fair chance to access our employment opportunities, activities, training and support.
• Make whatever reasonable adjustments are required to correctly safeguard trainees with convictions and other vulnerable individuals who access our workshops, live in our houses or work at our hubs.
• Make sure that there are sufficient resources in place to implement this policy effectively.

1. Inclusive access to our services

As part of providing services in line with our charitable aims and commitments, we may offer activities that are restricted to groups with particular needs. People who generally meet the criteria of these groups will only be excluded on an individual basis for specific reasons, not for any shared characteristic.

We will ensure to the best of our ability that the activities provided within restricted groups are also available to all our trainees where possible while managing risk.

1. Policy review

We will keep this policy under review and will regularly assess the progress we are making toward achieving our equality commitments. We will report on our progress in meeting this policy at Board meetings and take action when we identify areas where inequality or discrimination may exist. This policy will be reviewed and updated in response to emerging challenges and formally reviewed every three years.

1. Complaints of discrimination

If you are a member of staff and believe that you have suffered any form of discrimination, harassment or victimisation, you can raise this matter through the grievance procedure, (or other procedure if appropriate) a copy of which is available from Dan Northover. All grievances will be dealt with promptly and in accordance with the agreed procedures.

As a member of staff of Handcrafted, you also have the right to make a complaint to an Employment Tribunal. However, you normally must raise your grievance under our internal procedures first. For more information, speak to Dan Northover or, for guidance on statutory disciplinary and grievance procedures, see www.acas.org.uk.

If you are a trainee or service user and believe that suffered any form of discrimination, harassment or victimisation, please refer to the Handcrafted Complaints Policy: Handcrafted Complaints Policy.docx

Anyone who makes a complaint of discrimination must not be victimised. We will make every effort to ensure victimisation does not occur and any complaints will be taken seriously and dealt with promptly.

1. Lone Working
   1. What is lone working?

As a member of staff of Handcrafted, there may be times when you are required to work away from your base, without the direct supervision and support of your colleagues. You may be working outside of normal hours, doing a home visit at one of our properties or supervising a renovation.

Lone working can present a variety of risks from accidental injury to a risk of harm from violence. This policy outlines how we manage that risk at Handcrafted.

1. Who is responsible?

As an employer, Handcrafted is required by law to protect the health and safety of lone workers. We must provide adequate training, support, and equipment to enable you to do your job safely. However, as a lone worker, you also have a responsibility to:

• Take reasonable care to look after your own safety and health.
• Safeguard the safety and health of other people affected by your work.
• Follow Handcrafted safety and health procedures.
• Use equipment in accordance with any relevant safety instructions and training you have been given.
• Report all accidents, injuries, near-misses and other dangerous occurrences.

1. The Risks

Before working alone, you should assess the risks and take steps to minimise them. This policy identifies the following risks associated with the kind of work we do at Handcrafted.

• Risk of threat, intimidation or violence from members of the public, trainees and residents
• Risk of wrongful allegations being made by members of the public, trainees and residents.
• Risk of personal injury while moving loads and using tools

1. Managing Risk
   1. General principles

If at any time you are working alone, make sure:

• You have a working mobile phone with sufficient charge on the battery.
• Your phone is switched on.
• Your supervisor (or colleagues if they are unavailable) knows where you are going and for how long you are likely to be working alone.

Inform your supervisor if you have a medical condition or there are any circumstances that make you more vulnerable when working alone (e.g., if you are pregnant or taking medication that makes you drowsy).

Sign out from your base when you leave, and sign back in when you return. Let your supervisor know when you have returned.

Report and record if you feel that a risk has changed (for example if you notice a trainee is drinking more heavily than usual or you are aware that they have made verbal threats).

1. Avoiding lone working

The best way to make sure you avoid the risks associated with lone working is not to do it.

If you feel uncomfortable about a potential lone-working situation, don't do it. This is a personal decision. Just because someone else would do, this does not mean you have to. If you are in doubt, speak to your supervisor or seek the support of colleagues. Use your judgement and take responsibility for feeling safe.

Particular care must be taken in certain situations:

• If you are likely to be alone with a vulnerable adult or a minor of the opposite sex
• If you are likely to be alone with an individual who has a history of assault or sexual offences

If in doubt, take someone with you, and where possible, meet in a public setting rather than in private.

Certain individuals are designated in their client record under “Safeguarding” as M (potential risk to minors), NFL (no female lone working), and NFL&M (No female lone working and potential risk to minors). Make sure you know if this is the case by checking their record.

1. Home visits

You may be particularly vulnerable when visiting Handcrafted properties by yourself.

• Don't enter a property if the resident is under the influence of drugs or alcohol or is threatening violence.
• Use an agreed code word if you get into difficulties and need to alert colleagues by phone without alarming someone you are with.
• Avoid entering a property alone without the resident present unless this is absolutely necessary.
• Stick to a time limit for a visit and make this explicit to the person you are visiting (e.g., say "I have just an hour, and then I will need to leave.")
• If you're visiting a Handcrafted property, make sure you have a key to the property.

There is no system suggested in this policy for getting people to check in or calling them after, say, half an hour because if you're going into a situation where you might need to be called in half an hour, you shouldn't be going alone.

1. Giving lifts

Don't give a lift by yourself to a person identified as higher risk.

If you are doing multiple pickups or drop-offs, make sure you do them in an order that means you will not end up with a higher risk person travelling with you alone.

Avoid taking a person in your car who is not known to Handcrafted (i.e., if we have no referrers risk assessment for them or have not had the opportunity to assess and record any risks.)

1. Supervising trainees

If you are supervising trainees by yourself (in the workshop, out on renovations or in other training settings), you must have a current certification in basic first aid.

1. Physical work

Handcrafted staff work with construction materials, tools and machinery, including off-site and alone. Some tasks may be too difficult or dangerous for you to do by yourself.

• Make sure you use appropriate personal protective equipment for the task you are doing. If it is not available, inform your line manager and do not put yourself at risk of injury.
• Follow correct manual handling procedures according to the training provided by Handcrafted.
• Don't move loads or operate machinery without the proper training.
• Lone workers must have access to a first aid kit at all times.

1. Electronic devices

This policy is intended to protect the security and integrity of Handcrafted Projects’ data, including the personal data of trainees in accordance with the Data Protection Act 2018 and the General Data Processing Regulations (GDPR). It applies to mobile phones, tablets, laptops and any device or media used to access or store Handcrafted Projects' data, regardless of whether the device was issued by Handcrafted or is an individual’s personal property.

1. Acceptable use

• Members of staff may use their mobile device to access the following company-owned resources: email, calendars, contacts, documents and cloud drives.
• Handcrafted Projects has a zero-tolerance policy for texting or emailing while driving. Limited hands-free talking while driving is permitted but it is not encouraged.

1. Security

• In order to prevent unauthorised access, devices must be password or passcode protected using the features of the device and in accordance with the Passwords section of this policy.
• The device must lock itself with a password or PIN if it’s idle for five minutes.
• Contact details of trainees stored on a device must not be personally identifiable to the trainee. i.e., Use first names only, nicknames or initials.
• Unauthorised software must not be installed onto Handcrafted portable devices.

1. Risks/Liabilities/Disclaimers

• Lost or stolen devices which may hold or have access to Handcrafted data must be reported to the company within 24 hours. Members of staff are responsible for notifying their mobile carrier immediately upon loss of a device.
• Members of staff expected to use their devices in an ethical manner at all times and adhere to the company’s acceptable use policy as outlined above.
• Members of staff are personally liable for all costs associated with their device.
• Members of staff assume full liability for risks including, but not limited to, the partial or complete loss of company and personal data due to an operating system crash, scamming activity, errors, bugs, viruses, malware, and/or other software or hardware failures, or programming errors that render the device unusable.
• Handcrafted Projects reserves the right to take appropriate disciplinary action up to and including termination for noncompliance with this policy.

1. Passwords

Members of staff at Handcrafted Projects must access a variety of IT resources, including computers and other hardware devices, data storage systems, and other accounts. Passwords are an important part of our strategy to make sure only authorised people can access those resources and data.

As a member of staff who has access to any of those resources, you are responsible for choosing strong passwords and protecting your login information from unauthorised use.

The purpose of this part of the policy is to make sure all Handcrafted Projects' resources and data receive adequate password protection. It covers all members of staff who are responsible for one or more accounts or have access to any resource that requires a password.

1. Password creation

• All passwords should be reasonably complex and difficult for unauthorised people to guess. You should choose passwords that are at least eight characters long and contain a combination of upper- and lower-case letters, and numbers. These requirements will be enforced with software when possible.
• In addition, you should use common sense when choosing passwords. Avoid basic combinations that are easy to crack. For instance, choices like “password,” “1password” and “Pa$$w0rd” are not suitable.
• A password should be unique, with meaning only to you. That means dictionary words; common phrases, and even names, should be avoided. One recommended method of choosing a strong password that is still easy to remember is to pick a phrase, take its initials, replace some of those letters with numbers and other characters, and mix up the capitalization. For example, the phrase “This may be one way to remember” can become “TmB0WTr!”.
• You must choose unique passwords for all your Handcrafted accounts and may not use a password that they are already using for a personal account.
• All passwords must be changed regularly, with the frequency varying based on the sensitivity of the account in question.
• If the security of a password is in doubt– for example, if it appears that an unauthorized person has logged in to the account — the password must be changed immediately.
• Default passwords — such as those created for new members of staff when they start or those that protect new systems when they’re initially set up — must be changed as quickly as possible.

1. Protecting passwords

You must:

• Never share your passwords with anyone else in the charity, including co-workers, managers or administrative assistants. Everyone who needs access to a system must create his or her own unique password.
• Never share your passwords with any outside parties, including those claiming to be representatives of an organisation with a legitimate need to access a system, unless you are legally requested to do so.
• Take steps to avoid phishing scams and other attempts by hackers to steal passwords and other sensitive information. You will receive guidance on how to recognize these attacks. Please follow them.
• Refrain from writing passwords down and keeping them at your workstations. See above for advice on creating memorable but secure passwords.
• Not use password managers or other tools to help store and remember passwords.

1. Social media

This policy is to provide practical assistance on the use of social media by Handcrafted staff and trainees. Use of this policy will help staff and trainees ensure that their social media is appropriate and in the interests of the organisation.

1. Purpose and scope of policy

This policy covers all forms of social media, including Facebook, LinkedIn, Twitter, Google+, Wikipedia, other social networking sites, and other internet postings, including blogs. It applies to both Handcrafted and personal use, during working hours and in your own time to the extent that it may affect the business of the organisation.

Whilst we recognise the benefits which may be gained from appropriate use of social media, it is also important to be aware that it poses significant risks. These risks include disclosure of confidential information and intellectual property, damage to our reputation and the risk of legal claims.

This policy aims to minimise these risks and covers all staff and trainees (and others including consultants, contractors, and casual and agency staff). Breach of this policy may result in disciplinary action up to and including dismissal.

Any questions or misuse of social media should be reported to Dan Northover. This policy is not contractual, and we may amend it at any time if it considers it appropriate to do so.

1. Personal use of social media at work

We allow staff and trainees to make occasional personal use of social media so long as it does not involve unprofessional or inappropriate content and does not adversely affect your productivity or otherwise interfere with your duties to us. Please note that we may monitor your use of our systems, including use of social media sites.

1. Use of social media

If you are required to use social media sites in the course of your work for or on behalf of Handcrafted, you should ensure that you have appropriate authorisation, and that usage complies with this policy.

Use of social media must comply with:

• Safeguarding and Harassment and Bullying Policies;
• rules of any relevant regulatory bodies;
• contractual confidentiality requirements;
• open, honest, ethical and professional communication requirements;
• other key policies/requirements.

In your use of social media, you must not:

• make disparaging or defamatory statements about us, our staff, trainees, customers, or suppliers;
• share any personal information or images of any member of staff or trainee without prior permission from your line manager;
• harass, bully or unlawfully discriminate in any way;
• use data obtained in the course of your employment in any way which breaches the provisions of the Data Protection Act 1998;
• breach copyright belonging to us;
• disclose any intellectual property, confidential or commercially sensitive information relating to our organisation;
• make statements which cause, or may cause, harm to our reputation or otherwise be prejudicial to our interests.

You should avoid using social media communications that might be misconstrued in a way that could damage our reputation and make it clear in personal postings that you are speaking on your own behalf, writing in the first person and using a personal email address.

If you disclose that you are an employee of Handcrafted, you must state that your views do not represent those of the organisation. For example, you could state, “the views in this posting do not represent the views of my employer”.

Remember that you are personally responsible for what you communicate on social media. Often materials published will be widely accessible by the public and will remain accessible for a long time. If you are uncertain or concerned about the appropriateness of any statement or posting, you should discuss it with your line manager before making the post.

Contact details of contacts made during the course of your employment are regarded as confidential information belonging to Handcrafted Projects. On termination of your employment, you must provide us with a copy of all such information, delete all such details from your personal social networking accounts and destroy any further copies of such information that you may have.

Any misuse of social media, whether by a member of staff, trainee, contractor or supplier, must be reported promptly to Dan Northover.

1. Absence management

Handcrafted seeks to be a good employer, in line with our Christian ethos and values, and to provide support for our staff when they are sick, insofar as we able to as a small charity with limited finance and resources.

In the same way, we look to you as a member of staff to act responsibly by taking responsibility for your own health and safety inside and outside work, and so to have a good attendance record.

1. Purposes of the policy

The purposes of the policy are:

• To promote staff health and wellbeing (including supporting staff in recovering swiftly from sickness whilst encouraging them not to attend work when it would be detrimental to them or to other staff).
• To promote good attendance at work from all staff; and
• To ensure the charity can run cost-effectively. As a small charity, any absence member of staff can cost the charity money as other staff may have to cover the absence; this can result in less income- or grant-generating work or, in longer absence, the need for temporary staff.

1. Responsibilities of members of staff

All members of staff are required to be familiar with, and adhere to, this policy and procedure and must comply with their contractual obligations and ensure regular attendance at work.

As a member of staff, if you are unable to attend work because of sickness, or any other unplanned reason, you must telephone your line manager (or in his/her absence the Managing Director) to notify of your absence an hour before you are required to start work. Messages must not be left with unauthorised persons. Text or email messages are not an acceptable form for the employee – you or someone phoning on your behalf must make direct contact.

You will need to give the following information:

• The nature of your illness
• The date on which you expect to be fit to return. If the date is unknown, you are required to ring in each day, unless advised otherwise by your line manager.
• Whether you intend to visit your GP.

You must:

• Keep your line manager informed of your condition when absent through regular contact, the frequency of which is to be agreed with your line manager.
• Ensure that appropriate certification documents are submitted on time, e.g., a first ‘Fit Note’ must be provided on the 8th calendar day of any absence, and subsequent Notes on the next day after the previous Note expires. (NB A fit note is a document issued by your Healthcare professional to provide evidence of the advice they have given about your fitness for work)
• Attend all Absence Review Meetings requested by your line manager.
• Obtain permission from your line manager to carry out any outside occupation (including unpaid occupations and voluntary work) when you are on sick leave.  Failure to do so may be considered a disciplinary matter.

1. Absence of up to seven calendar days

If you have been absent for seven days or less, you must complete a self-certification as soon as you get back to work. If the absence included a Saturday and/or Sunday or non-working days, these days should be recorded for statutory sick pay purposes even if you would not normally work on these days.

1. Absences of more than seven calendar days

For illness of more than 7 calendar days (including weekends or any other non-working days), a doctor's certificate is required (a ‘Fit Note’).  In the interest of health and safety, you can return to work before the end of the certificated period, but this can only be done with your line manager’s agreement. Each ‘Fit Note’ should provide continued certification of the absence, otherwise your entitlement to Statutory Sick Pay may be withheld.

For guidance on fit notes, see https://www.gov.uk/government/publications/the-fit-note-a-guide-for-patients-and-employees/the-fit-note-guidance-for-patients-and-employees.

1. Absence review meetings

If you have been absent from work for more than 5 days in any 12-month period, you will be asked to attend an Absence Review Meeting.

Subsequent Absence Review Meetings will be held after each further 5 days of absence within a 12-month period.

The purpose of the Attendance Review is to:

• Provide you with the opportunity to discuss reasons for the attendance problems you are having, e.g., problems at home or at work.
• Identify the likelihood of further absence.
• Agree solutions to address causes of absence from work.
• Explore whether part-time or reduced/different duties could help overcome the issues causing your absence, and so expedite a return to work.
• Agree targets and timescales for improvement as appropriate, in the context of the health issue(s) at hand.
• At the Review Meeting after 10 days absence in a year (and at subsequent meetings), make you aware that, where no specific health or disability related issues have been identified, then a lack of improvement in your attendance could result in a capability or disciplinary procedure which might ultimately lead to dismissal.

1. Sick pay

During the probationary period SSP only will be paid. Your line manager has some discretion regarding this if they feel circumstances merit.

Following the probationary period, you will receive your normal remuneration during sickness absence for a maximum of 4 weeks in any twelve-month rolling period, provided that you provide your line manager with a fit note in the case of absence of more than seven consecutive days (see above). Statutory Sick Pay (SSP) will be triggered to make up full pay.

Beyond the 4 weeks of full pay, if long term sickness continues with medical certification, you will be entitled to:

• up to a further 8 weeks on 50% pay (SSP will be included in the 50% pay, not in addition to).
• a further 16 weeks of SSP alone.

1. Statutory sick pay (SSP) guidance

This policy is to be interpreted in the light of the Government’s SSP Guidance:

• https://www.gov.uk/statutory-sick-pay/overview
• https://www.gov.uk/employers-sick-pay/overview

and form SSP1:

• https://www.gov.uk/government/publications/statutory-sick-pay-employee-not-entitled-form-for-employers

If there is any discrepancy between this policy and the SSP Guidance, then SSP Guidance takes precedence.

1. Infectious diseases

Handcrafted has a legal responsibility under the general duties of the Health and Safety at Work etc, Act 1974, to as far as is reasonably practicable, safeguard members of staff against risks to their health, including those risks posed by infectious diseases.

In addition, there are specific regulations relevant to the control of infection including the Management of Health and Safety at Work Regulations 1999 and the Control of Substances Hazardous to Health Regulations 2002 (as amended). These regulations require employers to carry out risk assessments, record any significant findings and provide staff with adequate information, instruction and training on any risks to their health which they may face at work.

Due to the nature of the services that we provide staff may be exposed to infectious diseases or blood borne viruses (BBVs). Handcrafted will fulfil its duty as an employer to protect its members of staff and will ensure they are provided with information and training as appropriate on the potential risks posed by infectious diseases and BBVs. This policy is to be read in conjunction with risk assessments in place at Handcrafted places of work which identify who may be exposed to the risk of infection and describes management procedures to control this risk.

In particular, staff need to be aware of the risk of infection in the following areas:

• Use of sharp objects in the workshop
• Risk of sharps injury while cleaning properties and disposing of rubbish on Handcrafted premises (especially drug paraphernalia)
• Airborne viruses during pandemics such as COVID-19
• The preparation of food

It is therefore important that strict hygiene precautions are observed at all times by Handcrafted staff and trainees are prompted to maintain safe practices.

1. General
   1. Designated leads

The designated lead for infection prevention and control at each Handcrafted hub is the Hub Manager. Their responsibility includes activities within the properties associated with their hub.

The designated lead will ensure:

• systems are in place that assess the risk of and prevent, detect and control the risk of infection.
• sufficient resources are available to secure effective prevention and control of infection.
• staff, trainees, contractors and other persons who directly or indirectly provide work are provided with appropriate information, instruction, training and supervision in the precautions to follow.
• policies and procedures are being implemented.
• a suitable and sufficient risk assessment is carried out with respect to prevention and control of infection.
• an appropriate standard of cleanliness and hygiene is maintained throughout the premises at all times and that the premises are maintained in good physical repair and condition.
• appropriate standards of cleanliness and hygiene are maintained in relation to equipment at all times and that the equipment is maintained in good physical repair and condition.
• that a suitable cleaning schedule is in place and followed
• there are suitable and sufficient hand washing facilities and antimicrobial hand rubs where appropriate.
• suitable information on infections is provided to visitors and contractors, including the importance of hand washing.
• information regarding infection is passed on to any other person, as necessary.
• individuals who develop an infection are identified promptly and that they receive the appropriate treatment and care.
• the local health protection unit is informed of any outbreaks or serious incidents relating to infection within (the relevant timeframe)
• all eligible groups are enabled and supported to take up the offer of immunisation programmes.
• all staff are fully trained in and co-operate with our control of infection procedures.

Accordingly, it may at times be necessary to

• stagger start and finish times so that fewer people are together at once.
• cancel non-essential travel.
• cancel non-essential training sessions.
• support working from home for staff where possible.
• ensure that facilities are suitable to minimise the spread of infection, e.g., allowing a distance of more than two metres between attendees, and
• keep a record of relevant immunisations.

1. Training

Handcrafted will

• provide suitable training, including
  • induction training to all staff on the prevention and control of infection
  • safe handling and disposal of sharps
  • prevention of occupational exposure to blood-borne viruses (BBVs), including prevention of sharps injuries
  • disinfection
  • food hygiene
  • safe handling and disposal of waste
• keep a record of all training and updates to staff.

1. Infection outbreak procedure

Handcrafted insists that its staff follow any Government guidance published on self-isolation/quarantine.

Staff and trainees must report symptoms of infectious diseases and staff who have infectious disease symptoms must not come to work and, in the case of diarrhoea and vomiting, stay away for at least 48 hours after the symptoms have stopped.

Where required, notifiable outbreaks will be reported to the relevant authority e.g., HSE by Operations Director.

Handcrafted and its staff and trainees will cooperate with any investigation by a relevant authority and comply with any investigation findings.

In case of an outbreak, procedures will be put in place to keep the number of staff or trainees in contact with affected persons to a minimum and ensure they are not involved with food handling.

Staff must pay strict attention to infection control procedures, in particular to the washing of hands and the wearing of protective clothing if required.

1. Substance misuse

This Policy will explain the responsibilities and principle behind the Handcrafted’s approach to managing the misuse of illegal drugs, alcohol and other substances by employees. Handcrafted aims to ensure that it provides a safe and productive work environment that promotes the health, safety and wellbeing of its staff.

Handcrafted has a responsibility to provide its trainees with the best possible service and ensure that all services are delivered effectively and without compromise, at the same time maintaining and promoting our reputation and integrity.

We have a duty under the Health & Safety at Work Act 1974 to ensure, as far as is reasonably practicable, the health, safety and welfare of our staff and others. This includes taking all reasonable steps to resolve drug (illegal, prescription or recreational), alcohol and other substance misuse-related problems within the workplace. Staff also have a duty of care to trainees and colleagues and are therefore expected to co-operate with and implement this policy.

1. Our stance

Our position is one of not allowing the use, possession or supply of drugs, alcohol or substances by staff whilst at work or allowing staff to continue working if they are found, or if there is reason to suspect that they are, under the influence of any substance or if they smell of alcohol.

This policy should be seen in the context of a desire to promote the general wellbeing of all members of staff and the safety for trainees, colleagues and others. Handcrafted is committed to providing confidential support and specialist help where necessary to any member of staff making a disclosure regarding their misuse of substances and their intention to manage the situation more effectively.

1. Scope

This policy applies to all members of staff and anyone else working in our premises. Any breach of this Policy may lead to disciplinary action, up to and including summary dismissal.

1. The Policy

You must not come into work if you’re under the influence of alcohol, drugs (including prescription medication) or Novel Psychoactive Substances (NPS) including those formerly known as legal highs to the extent that your judgment, behaviour or ability to carry out your job is affected. This includes when you are working from home or any other premises.

If you need to drive for work reasons, of course you must also be within the relevant legal drink drive limit.

If you’ve been prescribed medication that you think might affect your ability to do your job safely and efficiently or have a medical condition that may replicate the signs of drug or alcohol intoxication, you must talk to your line manager about this as soon as you can, and before you start work.

1. During work

You must not consume alcohol or illegal drugs or abuse any substances (including NPS’s and solvents) while you’re working on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes if you are working at home or remotely.

1. Illegal drugs

You must never be in possession of, sell, or purchase illegal drugs or other substances whilst you’re working, whether on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes when you are working from home or remotely.

If you’re found in possession of illegal drugs whilst at work, or a work-related event or activity, we may report this to the police.

1. The Procedure

If your manager, or any other Handcrafted manager, director or Trustee has reasonable grounds to think you’re under the influence of drugs or alcohol whilst at work, they will speak to you about the situation. If they think that you are not in an appropriate condition to work, you will usually be suspended from work and invited to an investigatory meeting at a later date. This may lead to disciplinary action, up to and including summary dismissal.

1. Work-related events

Handcrafted policies still apply to you at events or activities that you’re attending. If you’re at a work-related event, such as a team social activity or party, whether held or not held at a Handcrafted location, and you choose to drink alcohol, we trust you will behave respectfully and appropriately at all times. You should consume alcohol only in moderation.

You must never be in possession of, sell, or purchase illegal drugs or other substances (including NPS’s and solvents) while you are at a work-related event or activity.

Any inappropriate behaviour or activity will be investigated under our Disciplinary Procedure and may lead to disciplinary action being taken against you, up to and including summary dismissal.

1. Drug or alcohol misuse/dependency

If you think you’ve got a problem with drug and/or alcohol misuse or dependency, we want you to know that you can talk to us before it becomes an issue at work. Your manager might talk to you if they notice any signs that suggest you could have a problem.

If you talk to your manager, they will offer support and will keep things confidential, unless they have concerns about your safety or that of other people. They will offer appropriate support, such as encouraging you to see your GP, referring you to occupational health, or for alcohol/drug misuse-focused counselling.

If you’re having treatment for a drug/alcohol problem and you need time off for appointments, we will work with you to ensure that the time is made available.

1. Capability

This policy applies to all employees of Handcrafted, including full-time, part-time, and temporary staff. The purpose of this Capability Policy is to:

• Identify and address instances of poor staff performance in a fair and supportive manner.
• Promote continuous improvement and professional development among our employees.
• Ensure compliance with ACAS guidelines in managing staff performance.

1. Principles
   1. Early Intervention

Poor performance concerns will be addressed promptly through open and supportive communication.

Supervisors and managers will provide regular feedback and coaching to help employees improve their performance.

1. Supportive Approach

Handcrafted is committed to supporting employees in their efforts to improve performance.

Employees will be encouraged to participate in training and development programs to enhance their skills.

1. Fair and Objective Assessment

Performance issues will be assessed objectively, considering relevant factors such as workload, resources, and personal circumstances.

Employees will have the opportunity to provide input and evidence related to their performance.

1. Training and Development

Handcrafted will provide access to training and development opportunities to help employees enhance their skills and address performance gaps.

1. Performance Improvement Plan (PIP)

If an employee's performance remains unsatisfactory after initial interventions, a formal Performance Improvement Plan (PIP) may be implemented.

The PIP will outline clear expectations, goals, timelines, and support mechanisms to help the employee improve their performance.

1. Review and Monitoring

Progress under the PIP will be reviewed regularly.

Managers and employees will discuss progress and make necessary adjustments to the plan as needed.

1. Dismissal as a Last Resort

Dismissal will only be considered as a last resort when all reasonable efforts to support performance improvement have been exhausted.

1. Procedure
   1. Informal Stage

The line manager or supervisor will discuss concerns regarding poor performance with the employee.

The employee will be provided with constructive feedback and offered support, including access to training and resources.

1. Formal Stage (Performance Improvement Plan - PIP)

If poor performance persists, the employee will be invited to a formal meeting to discuss the implementation of a PIP.

The PIP will be documented in writing and shared with the employee.

The employee will have the opportunity to review and discuss the PIP and provide input.

1. Review Meetings

Regular review meetings will be scheduled to monitor progress under the PIP.

Adjustments to the plan may be made if necessary.

1. Consideration of Further Actions

If performance does not improve despite the PIP, further actions, including dismissal, may be considered in accordance with Handcrafted HR policies.

1. Confidentiality

All information related to staff performance, including discussions, meetings, and PIPs, will be treated confidentially in line with data protection regulations and Handcrafted policies.

1. Appeals

Employees have the right to appeal against decisions made under this Capability Policy. Appeals should be made in writing to the HR department, and the appeal process will be conducted in accordance with Handcrafted HR policies.

1. Disciplinary

This policy is designed to ensure that there are effective and equitable arrangements for handling disciplinary and related matters. The purpose of the disciplinary procedure is to set out the standards of conduct expected of all members of staff and to provide a framework within which managers can work with staff to maintain those standards and encourage improvement where necessary. The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures.

1. Scope

In order to ensure consistent and fair treatment, this procedure applies to all members of staff, although it may not always be followed during a probationary period. It does not apply to trainees, agency workers or self-employed contractors.

Minor conduct issues can usually be resolved informally with your manager. This procedure sets out formal steps to be taken if the matter is more serious or cannot be resolved informally.

Matters relating to poor performance are dealt with via the Handcrafted Capability Policy, and matters relating to genuine sickness absence are dealt with by via the Handcrafted Absence Management policy.

This policy and the procedure set out within it does not form part of any employee’s contract of employment and we may amend it at any time. Dependant on the particular circumstances of the case, Handcrafted reserves the right to resolve matters without recourse to this policy, or to only apply certain aspects of the disciplinary procedure.

1. Investigations

Before any disciplinary hearing is held, or any disciplinary action is taken, the matter will be investigated in order to establish the facts. Any meetings and discussions as part of an investigation are purely for the purpose of fact-finding and are in no way be considered to be a disciplinary hearing. No disciplinary action will be taken without a disciplinary hearing.

In some cases, we may need to suspend you from work while we carry out the investigation. Suspension is not considered to be a disciplinary action and is not indicative of any prejudgment of the matter. You will remain on full pay and benefits during any period of suspension.

1. Disciplinary hearing

Having investigated all the facts, the Company will decide whether:

• No action is needed, or;
• The matter should be dealt with informally, or;
• Formal disciplinary action is necessary.

1. Formal disciplinary action

If formal disciplinary action is the appropriate course of action, a disciplinary hearing will be arranged. You will receive written notice of the date, time and venue of the hearing, including information about the alleged misconduct and its possible consequences. You will normally be given copies of relevant documents and witness statements. You will have a reasonable period of time prior to the hearing to consider and prepare your response.

Where practicable, a different person to the one carrying out the investigation will carry out the disciplinary hearing.

A nominated member of staff will normally be present at any formal hearing or interview to take notes of the proceedings.

You should let us know as early as possible if there are any relevant witnesses you would like to attend the hearing or any documents or other evidence you wish to be considered.

At the hearing you will be presented with the allegations and evidence against you. You will be given the opportunity to respond to the allegations and put forward any mitigating circumstances which you want to be taken into account.

We may adjourn the hearing if we need to carry out any further investigations in the light of any new points you have raised.

We will inform you of the decision either at this hearing or as soon as possible after it has taken place (usually within one week). You will be provided with written reasons for the decision and advised of your right to appeal.

1. Your right to be accompanied

You may be accompanied at the hearing by a trade union representative or a colleague, who will be allowed reasonable paid time off to act as your companion. No-one is obliged to act as a companion if they do not wish to do so. If the Company considers your choice of companion to be unreasonable (for example if they have a conflict of interest or may prejudice the hearing), we may require you to choose someone else.

Your companion may make representations to us and ask questions but should not answer questions on your behalf. You may confer privately with your companion or ask for an adjournment at any time during the hearing.

If you or your companion cannot attend on the date proposed, you can offer an alternative time and date so long as it is reasonable and is within five working days of the date proposed by the Company.

1. Disciplinary penalties

The usual penalties for misconduct are set out below. No penalty should be imposed without a hearing. We aim to treat all members of staff fairly and consistently, and a penalty imposed on another member of staff for similar misconduct will usually be taken into account. However, no sanction will be treated as a precedent, and each case will be assessed on its own merits.

1. Stage 1: First written warning

Where there are no other active warnings on your file, you will usually receive a first written warning. This will usually remain active for six months, if the disciplinary procedure is not invoked again during that time. This written warning (and any subsequent written warnings) will state:

• The misconduct or other matters complained of.
• The action necessary to remedy the situation.
• Any review period which may be agreed.
• The consequences of failure to comply with the warning (either a final written warning, or dismissal with notice).

1. Stage 2: Final written warning

For more serious matters, or in case of further misconduct where there is an active first written warning on your record, you will usually receive a final written warning. This warning will usually remain active for twelve months, if the disciplinary procedure is not invoked again during that time.

1. Dismissal or other action

In instances of gross misconduct, or where your conduct has continued to fall below our standards after due warnings have been given, you may be dismissed. Examples of gross misconduct are given below. In cases of gross misconduct, the dismissal will usually be summary (i.e., without notice).

We may consider other sanctions short of dismissal, including demotion, redeployment to another role or a period of suspension without pay (where permitted by your contract), and/or an extension of a final written warning with a further review period.

Any decision will be confirmed in writing.

1. Appeals

If you are not satisfied with a disciplinary decision, you may appeal within one week of being told of the decision. Your appeal should be made in writing and should indicate the full grounds upon which your appeal is made.

The appeal hearing will, where possible, be held by someone senior to the person who held the original disciplinary hearing. You may bring a colleague or trade union representative with you.

On appeal, a decision may be to confirm the previous decision, or to impose a lesser or greater penalty, or no penalty at all. We will inform you in writing of our final decision as soon as possible, usually within one week of the appeal hearing. There will be no further right to appeal.

If you are appealing against dismissal, the date on which the dismissal takes effect will not be delayed pending the outcome of the appeal. However, if your appeal is successful, you will be reinstated with no loss of continuity or pay.

1. Confidentiality

We aim to deal with disciplinary matters sensitively and with due respect for the privacy of any individuals involved. All members of staff must treat as confidential any information communicated to them in connection with an investigation or disciplinary matter.

Any documentation (such as witness statements, letters, warnings and meeting summaries) will be stored securely, and only shared on a ‘need to know basis’.

1. Examples of misconduct

Examples of misconduct which could lead to disciplinary action include, but are not limited to:

• Unauthorised absence, or failure to comply with any aspect of the sickness absence policy.
• Poor time keeping and/or time wasting.
• Failure to comply with a specific instruction.
• Excessive use of personal email or internet usage.
• Impropriety, whether or not within working hours, which Handcrafted reasonably considers to be detrimental to its interests.
• Failure to disclose any personal interest which represents a conflict of interest with the organisation or its stakeholders.
• Breach of confidentiality.
• Failure to maintain health and safety standards.
• Impaired work due to the consumption of alcohol and/or drugs.
• Persistent or regular unavailability for work due to illness, injury or otherwise.
• Abusive or unacceptable behaviour.
• Bullying and harassment of another staff member.
• Minor breaches of your contract.
• Any review period which may be agreed.

1. Examples of gross misconduct

We regard certain issues as so serious as to warrant dismissal without notice (known as Summary Dismissal). Such matters include, but are not limited to:

• Physical and verbal violence / assault.
• Theft.
• Serious bullying, harassment or victimisation, particularly of a discriminatory nature.
• Making untrue allegations in bad faith against a colleague.
• Deliberate and serious damage to property.
• Fraud or deliberate falsification of records (e.g., in job applications, documents relating to sickness absence, or expense claims).
• Undertaking unauthorised paid or unpaid employment during your working hours.
• Accepting or offering a bribe or other secret payment.
• Serious negligence which causes or might cause unacceptable loss, damage or injury.
• Serious incapacity at work caused by being under the influence of alcohol or drugs.
• A serious breach of confidence.
• Deliberately accessing internet sites containing pornographic, offensive or obscene material.
• Disclosure of any confidential information relating to the organisation
• Serious insubordination or rudeness to managers, colleagues, trainees, contractors, suppliers or professional contacts.
• Bringing Handcrafted into serious disrepute.
• A serious breach of health and safety rules.
• Conviction on a criminal charge relevant to your employment or damaging to Handcrafted’s interests.

1. Harassment & Bullying

Handcrafted is committed to providing a working environment that is free of harassment and bullying, and where everyone is treated, and treats others, with dignity and respect. We will not permit or condone any form of bullying or harassment.

1. Scope

This policy covers bullying or harassment of or by anyone engaged to work at Handcrafted Projects, and also by third parties such as contractors or suppliers. The policy encompasses bullying or harassment that occurs in the workplace, and also out of the workplace, such as on external trips or at work-related social events.

This policy does not form part of your contract of employment, and we may amend it at any time.

1. Introduction
   1. What is harassment?

Harassment is any unwanted physical, verbal or non-verbal conduct that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that person. A single incident of this nature can amount to harassment if sufficiently serious.

Unlawful harassment may involve sexual harassment, or it may be related to any other of the Protected Characteristics detailed in our Equal Opportunities policy, which includes age, disability, gender reassignment, marital or civil partner status, pregnancy or maternity, race, colour, nationality, ethnic or national origin, religion or belief, sex or sexual orientation. The Handcrafted stance is that harassment is unacceptable, whether or not it is targeted at any of these categories.

Examples of harassment may include (but are not limited to) the following:

• Displays or circulation of sexually suggestive material or material with racial overtones.
• Use of slang names for racial groups, or age groups, or for disabled persons.
• Professional or social exclusion.
• Unwanted physical conduct, such as touching, pinching, pushing and grabbing.
• Unwelcome sexual advances or suggestive behaviour.
• Offensive emails, text messages or social media content.

It is important to note that harassment occurs even if the harasser perceives his/her behaviour as being harmless and without malice, or ‘just a bit of fun’. What matters is how the behaviour makes the recipient feel, and not what the perpetrator’s intentions were. Also, a person may be harassed even if they were not the intended ‘target’ of the behaviour. For example, a man may be harassed by sexist jokes about women if the jokes create an environment that is offensive to him.

1. What is bullying?

Bullying is a sustained form of psychological abuse. It is defined as offensive, intimidating, malicious or insulting behaviour, involving the abuse or misuse of power, which has the purpose or effect of belittling, humiliating or threatening the recipient.

Workplace bullying usually takes one of three forms: physical, verbal or indirect. It can range from extreme forms such as violence and intimidation, to less obvious actions, such as professional or social exclusion.

Examples of bullying may include (but are not limited to) the following:

• Shouting or swearing at people in public or private.
• Spreading malicious rumours.
• Inappropriate derogatory remarks about someone’s performance.
• Physical or psychological threats.
• Constantly undervaluing effort.
• Rages, often over trivial matters.
• Ignoring or deliberately excluding people.
• Overbearing and intimidating levels of supervision.
• Deliberately sabotaging or impeding work performance.

Please note that managers are duty-bound to give their team members feedback and to generally manage their performance. Legitimate, reasonable and constructive criticism of a team member’s performance or behaviour, or reasonable instructions given to an employee in the course of their employment, will not amount to bullying on their own.

1. Procedure
   1. What to do if you are being harassed or bullied
      1. Informal approach

You may be able to sort out matters informally. The person may not know that their behaviour is unwelcome or upsetting, so an informal discussion may help them to understand the effects of their behaviour and agree to change it.

If you feel able to, tell the person what behaviour you find offensive and unwelcome, and say that you would like it to stop immediately. You should keep a note of the date and what was said and done. This will be useful if the unacceptable behaviour continues and you wish to make a formal complaint.

If this is too difficult for you, then please talk to your line manager, or a trusted colleague, for advice and assistance. They may for example speak to the person concerned on your behalf or accompany you when you speak to them.

If the informal approach is not appropriate, or has not been successful, you should raise a formal grievance through the Grievance Policy.

1. Formal procedure

If you feel that you need to deal with an issue of harassment or bullying formally, you should do so by following to the Handcrafted Grievance Policy.

We will investigate the issue in a timely, confidential and sensitive manner. The investigation will be conducted where possible by someone with appropriate seniority and experience, and no prior involvement in the issue. Details of the investigation, and the names of the people involved, will only be disclosed on a ‘need to know’ basis. We will consider whether any steps are necessary to manage the ongoing working relationship between you and the person accused during the investigation.

Once the investigation is complete, we will inform both parties (separately) of our decision. Whether or not your complaint is upheld, we will consider how best to manage any ongoing working relationship between you and the person concerned.

1. Consequence of a breach of this policy

If after due investigation, we consider that a member of staff has been harassed or bullied by another remember of staff or trainee, the matter will be dealt with under the Handcrafted Disciplinary Policy as a case of possible misconduct or gross misconduct. The person concerned may be suspended on full pay during the disciplinary investigation until any eventual disciplinary proceedings have been concluded. If the complaint of bullying or harassment is upheld, a disciplinary penalty may be imposed up to and including dismissal, depending on the seriousness of the offence and all relevant circumstances.

Some bullying or harassment will constitute unlawful discrimination if it relates to any of the Protected Characteristics as detailed above and in the Equal Opportunities policy. Such behaviour could constitute a criminal offence, punishable by a fine and/or imprisonment.

Where it is found that a member of staff has been harassed by a third party, such as a customer, supplier or independent contractor, Handcrafted will take such steps as are reasonably practicable to prevent any recurrence.

If you make a complaint which is not upheld, and Handcrafted has good grounds for believing that the complaint was not made in good faith, we will take disciplinary action against you.

1. Protection and support for those involved

If you raise an issue in good faith, or if you participate in any investigation, you must not suffer any form of retaliation or victimisation as a result. Any member of staff found engaging in retaliation will be subject to disciplinary action.

1. Record-keeping

Information about an issue made by or about a member of staff may be placed on either party’s personnel file, along with a record of the outcome and any other notes or documents compiled during the process. These will be processed in accordance with our Data Protection policy.

1. How we can all help to stop bullying and harassment

We all have a shared responsibility to help create and maintain a working environment free of bullying and harassment. For your part, you can do this by:

• Considering how your own behaviour may affect others and changing it.
• Being receptive, rather than defensive, if asked to change your behaviour.
• Treating your colleagues with dignity and respect.
• Taking a stand if you think inappropriate jokes or comments are being made.
• Making it clear to others when you find their behaviour unacceptable.
• Intervening, if possible, to stop harassment or bullying, and giving support to victims.
• Reporting harassment or bullying to your line manager or another appropriate person.
• Being open, honest and objective in any investigation of complaints.

Managers have a particular responsibility to:

• Set a good example by their own behaviour.
• Ensure that there is a supportive working environment in their team.
• Communicate to team members what standards of behaviour are expected from them.
• Intervene to stop bullying or harassment.
• Report promptly to senior management any complaint of bullying or harassment.

1. Grievance

From time to time, you may have a query or grievance relating to your employment with Handcrafted Projects. This policy is intended to encourage communication between you and your line manager to ensure that questions can be answered, and problems arising can, where possible, be fairly and quickly resolved.

1. Scope

The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures. It applies to all Handcrafted members of staff, regardless of length of service. It does not form part of your contract of employment. We may amend it at any time, and we may depart from it depending on the circumstances of any case.

1. What is a grievance?
   1. Examples of issues that may give rise to a grievance

The following is a list of the types of issues that may give rise to a grievance, although this list is not exhaustive, and other issues may amount to a grievance:

• Terms and conditions of employment.
• Health and safety.
• Relationships at work.
• Working practices.
• Organisational change.
• Discrimination.
• Bullying and harassment.
• Working environment.

This grievance procedure should not be used to complain about dismissal or disciplinary action, or if your performance is being managed through the formal capability procedure. In this event you should submit an appeal under the appropriate policy.

If you feel you have either witnessed or been the victim of bullying or harassment, please refer to our Bullying and Harassment policy for further guidance and information.

1. The Grievance procedure
   1. Informal resolution

If you have a grievance arising from your employment it is often best to try to resolve the matter informally by discussing it with your line manager. If this is not appropriate, you should speak to Dan Northover (CEO) or Richard Alty (Trustee).

If this does not resolve the issue, you should follow the formal procedure detailed below.

1. Formal resolution

If your grievance can not be resolved informally, you should set out it out in writing. You should address this letter to your line manager, unless your grievance is about your manager, in which case it should be submitted to Dan Northover (CEO) or Richard Alty (Trustee). Your written grievance should include:

• An indication that it is a formal grievance.
• A brief description of the nature of your complaint.
• Any relevant facts, dates and names of individuals involved.

On receiving this notice, we will acknowledge receipt and give you a realistic timeframe within which a response will be forthcoming.

In some situations, we may ask you to provide us with formal information before we can progress the matter.

Written grievances will be placed on your personnel file, along with a record of any decisions taken and any notes or other documentation compiled during the grievance process. These will be processed in accordance with our Data Protection policy.

1. Grievance investigation

It may be necessary for us to carry out an investigation into your grievance. This may involve interviewing and taking statements from you and any witnesses, and/or reviewing any relevant documentation.

You must cooperate fully and promptly in any investigation. We may ask you for names of witnesses for example, or to disclose any documentation to us.

When investigating a matter, we will bear in mind any concerns to raise relating to confidentiality, but you should be aware that a full investigation may not be possible without certain disclosures being made, and that, without a full investigation, it may not be possible or appropriate for Handcrafted to reach the decision on your grievance that you wish for.

If any evidence is gathered in the course of the investigation, you will be given a copy in advance of the hearing. However, in exceptional circumstances such evidence given by individuals may have to remain anonymous and/or confidential - in this eventuality you will be given an appropriate summary of the evidence.

We may initiate an investigation before holding a grievance meeting, but on other occasions we may hold a grievance meeting before deciding what investigation (if any) to carry out. In those cases, we will hold a further grievance meeting with you after our investigation and before we reach a decision.

1. Grievance meeting

We will arrange a grievance meeting, normally within one week of receiving your written grievance or of completing any necessary preliminary investigation.

You will be notified of the date, time and location of the meeting (which should be reasonable for you and the organisation). You should make every effort to attend grievance meetings. If you are unable to attend a meeting at the specified time, please let us know immediately, and we will try, within reason, to agree an alternative time.

If you have any difficulty with the grievance meeting, or at any other stage of the procedure, because of a disability or because English is not your first language, please let us know so that we can try to help you. We may for example invite you to bring a friend or a member of your family to the meeting, if this may help.

During the meeting your grievance will be discussed, and both parties will have an opportunity to explain their views. A third party may also be present to keep a note of proceedings. You should take the opportunity to explain your grievance, and how you believe it should be resolved. Any evidence will be taken into full consideration.

If, in the course of the meeting, we feel that further investigation is merited, we will consider adjourning the meeting, and then reconvening it at a later date, once the necessary investigations have been carried out.

We will write to you, usually within one week of the final grievance meeting, to inform you of the outcome and of any further action that we intend to take to resolve the grievance, if applicable. We will also set out your right of appeal.

1. Your right to be accompanied

You may bring a companion (either trade union representative or a work colleague) to any grievance meeting or appeal meeting under this procedure. Please tell us who your chosen companion is in good time before the meeting. If your chosen companion is unavailable at the time a meeting is scheduled and will not be available for more than five working days afterwards, we may ask you to choose someone else. If Handcrafted does not consider your choice of companion to be a reasonable one, we may require you to choose an alternative. Your companion will be allowed reasonable paid time off to act as your companion. He/she is under no obligation to agree to be your companion.

If you choose to be accompanied, your companion may address the meeting and you will be allowed to confer privately with each other, but he/she should not answer questions on your behalf.

1. Appeal

If you are not satisfied with a grievance decision, you may appeal within one week of being told of the decision. When appealing you should set out in writing which aspects of the decision you are challenging and why.

We will hold an appeal meeting, usually within one week of receiving your written appeal, unless you have raised further evidence which requires investigation. This will be dealt with impartially, and the appeal meeting will be held, if possible, by a more senior manager who has not previously been involved in the case (although they may ask anyone previously involved to be present). You have the right to be accompanied by a companion, as set out above.

We will confirm our final decision in writing, usually within one week of the appeal hearing, unless any subsequent investigation has been necessary. Where appropriate we may hold a meeting to give you this information in person. This is the final stage of the grievance procedure, and there is no further right of appeal.

1. Whistleblowing & Confidential Disclosures

This document is the Handcrafted Projects Whistleblowing Policy as defined under Public Interest Disclosure Act 1998. The Act protects workers who disclose information about malpractice at their current or former workplace, provided certain conditions are met.

1. Scope

The policy applies to all staff and trainees. Personal grievances (e.g., bullying, harassment, discrimination) are not normally covered by this policy, these are covered by the Handcrafted Projects Grievance Policy.

1. Introduction

Handcrafted Projects staff and trainees in any capacity, at one time or another may have concerns about what is happening. It is your duty to speak up about genuine concerns.  These concerns are usually best resolved by having a conversation with your line manager.

When disclosing a concern, you must reasonably believe two things:

1. That you are acting in the public interest; and
2. that the disclosure may fall under one or more of the following headings of malpractice (the list is not exclusive):

• a criminal offence e.g., fraud.
• betting, corrupt conduct, inside-information.
• someone’s health and safety is in danger.
• risk or actual damage to the environment.
• a miscarriage of justice.
• an organisation is breaking the law or
• covering up wrong-doing.

You may be worried about raising such issues or may want to keep the concerns to yourself, perhaps feeling that it is none of your business or that it is only a suspicion. You may feel that raising the matter would be disloyal to colleagues, managers or to Handcrafted Projects. You may decide to say something but find that you have spoken to the wrong person or raised the issue in the wrong way and are not sure what to do next.

Handcrafted Projects takes any form of misconduct seriously and has introduced this policy to enable staff and trainees to raise concerns early and in the right way. We encourage all individuals, where appropriate, to raise the matter as a concern rather than wait for proof.

1. Assurances by Handcrafted Projects
   1. Commitment

The Handcrafted Projects Trustees are committed to this policy. If a genuine concern is disclosed under it, Handcrafted will use all reasonable endeavours to protect you, provided you are acting in good faith. This assurance does not apply to someone who maliciously raises a concern that they know is untrue.

The daily environment for a Handcrafted Projects employee or trainee may be challenging following a whistleblowing disclosure, both whilst the disclosure is being investigated and following the conclusion of the process.  If you feel that your environment is not tolerable, discussions should take place with Dan Northover.  We will seek to either redeploy you, suitably change your environment, or ensure that you are not disadvantaged as a result of making the disclosure.

1. Confidence

Handcrafted Projects does not tolerate the harassment or victimisation of anyone raising a genuine concern. However, we recognise that you may wish to raise a concern ‘in confidence’. If you ask us to protect your identity, we will not disclose it without your consent. If the situation develops and we are not able to resolve the concern without revealing your identity (for instance because evidence is required in court), we will consult with you on how you would like to proceed.

Handcrafted Projects recognises that if we do not know the identity of the person disclosing a concern, it may be more difficult to resolve the matter. Notwithstanding, we will always endeavour to balance this with the needs of anyone raising a concern.

1. Procedure

Once we have been made aware of a concern, we will make an initial assessment in order to decide what action should be taken. This may involve an internal investigation, or an external review/investigation completed by independent experts who are not involved in our organisation. You will be made aware of who is handling your concern and how they can be contacted.

We will act as quickly as possible to resolve the matter, though the time taken to come to a resolution will depend on the nature of the disclosure.  If appropriate and confidentiality allows, you will be kept informed at all times, though this may not always be possible.

When raising a concern, you will be asked how you feel the matter might best be resolved. At this stage, we must be made aware if you any personal interest in the matter.  If the concern is deemed to be covered more appropriately by the Grievance Procedure, we will make you aware and direct you to the policy.  Records of disclosures will be kept in accordance with applicable law.

1. Raising a concern internally

If you have a concern about misconduct, you should raise it in the first instance with your Line Manager, alternatively with Dan Northover (CEO).  This may be done orally or in writing.  You will need to state whether you wish to raise the matter in confidence so the appropriate arrangements can be made.

If, after raising these concerns, you still feel the matter has not been addressed, or if you feel that the matter is so serious that you cannot discuss it with your manager or director, you should contact the CEO.

1. Raising a concern externally

In disclosure cases such as criminal misconduct or child or vulnerable adult abuse, you must inform the regulatory authorities without undue delay.

The disclosure process when dealt with internally by Handcrafted Projects may be duty bound to report externally to statutory bodies.

1. Keeping the Handcrafted Projects’ Trustees informed

The CEO will notify the Chair of the Trustees when a whistleblowing case has instigated.  Details of the case will not be discussed at that stage. Once the findings are concluded, the Trustees will be fully informed, in confidence.

Annex 1. Staff Induction Checklist

Pre-induction

• Uniform to be arranged.
• Send over links to DBS.
• Charlie to setup as much IT in advance as possible
• Schedule to be arranged and emailed in advance (use the induction checklist to help make a schedule) (example below)

Induction expectations for line managers

• Meet with staff at least once a month during probationary period to review their work/settling in. Meet at the end of probationary period to review their work.
• Arrange a ‘shadow’ day with another member of staff who has the same job role.

Everything on induction checklist to be completed within 3-month probationary period.

Checklist	Date Completed
IT – Charlie
Set-up email account
Access to Google Drive and Calendar
Access to Airtable/Airtable forms
Arrange work laptop/phone
Holiday booking procedure
Mileage/expenses forms
Contact details, photo consent, medical details and next of kin details recorded (Airtable)
Admin – Line Manager
Job overview and expectations (and how this role fits into the organisation as a whole)
Account details and P46 completed and forwarded to finance
Sign contract
Working hours expectations
Personal mental-health care, stress, and external debriefing
Initial supervision and personal success plan meeting
Book in monthly reviews
Get a set of keys (if appropriate/necessary)
Uniform
Book First Aid training
Add to WhatsApp groups
DBS/Safeguarding – Designated Safeguarding Lead (Dan)
DBS self-certification complete and return to safeguarding lead
DBS document check
DBS certificate received
Record Keeping – Seymour
Record-keeping good practice
Airtable notes (and what happens to them)
When to flag a safeguarding concern (and what happens)
Training – Siri
Person-centred approach video
Safeguarding video and policy
Confidentiality and disclosure video
Conditioning Awareness video
Lone Working video
Risk Assessment video
Privacy and devices policy
Prevent (online training)
Suicide prevention (online training)
Familiarisation
Meet team colleagues Meet Dan Meet John
Strategic plan, mission and values conversation
Organisational overview
Durham hub visit
Gateshead hub visit
CLS hub visit
Practical workshop session and induction
Tour of housing

	Monday	Tuesday	Wednesday	Thursday	Friday
Morning	Durham hub Meet with line manager Chopping board	Gateshead hub Tour of housing	CLS hub Kitchen session	Meet with Dan
Afternoon	Durham hub	Gateshead hub	CLS hub	Meet with line manager Meet with Charlie

Annex 2. Volunteer Induction Checklist

In advance of the half day training session, the line manager/contact person should:

• Arrange blue shirt(s) (ask Harry)
• Arrange for DBS documents to be sent over (ask Dan)
• Send videos (Safeguarding video, Confidentiality video, Person-centred approach video, Conditioning awareness video, Risk assessment video)
• Send accompanying policies (Safeguarding, Conditioning, the solution-focussed approach)
• Arrange Airtable access (ask Charlie)
• Book First Aid Training (if applicable)

In person (half-day session) and a meal. Topics covered:

• Mission and values
• Personal mental health care
• Discussion surrounding the videos and how they apply to the roles they’re going to be supporting.
• Using Airtable practice – How would you write a note on the person you’ve been working with? How would you write a note on the activity which you’ve just completed?

Annex 3. Working with Contractors statement

Statement describing arrangements for co-operating and co-ordinating work with others

All sub-contractors will be expected to comply with the following HANDCRAFTED policies and must ensure that their own company policy is made available on-site whilst work is carried out:

• Health & Safety Policy
• Safeguarding Policy
• Confidentiality Policy
• Lone Working Policy (see Section 3)
• Electronic Devices Policy (see Section 4)
• Social Media policy (see Section 5)
• Equal Opportunities Policy (see Section 2)
• Environment Policy

All sub-contractors will be provided with a copy of HANDCRAFTED policies and will be required to sign a declaration confirming they have read, understood, and agree to comply with this Policy.

All work must be carried out in accordance with the relevant statutory provisions and take into account the safety of others on the site, and the general public.

All plant or equipment brought on to site by the sub-contractor must be safe and in good working condition, fitted with any necessary guards and safety devices, and with any necessary certificates available for checking.

Any injury sustained or damage caused by sub-contractors’ employees must be reported immediately to HANDCRAFTED’s Site Representative.

Sub-contractors’ employees must comply with any safety instructions given by HANDCRAFTED representative.

Sub-contractors informed of any hazards or defects noted during inspections will be expected to take immediate action.

Any material or substance brought on site, which has health, fire or explosion risks must be used and stored in accordance with Health & Safety Regulations and current recommendations, and that information (e.g., COSHH Assessments) must be provided to any other person who may be affected on-site.

Sub-contractors are particularly asked to note that workplaces must be kept tidy and all debris, waste materials etc. cleared as work proceeds.

The Sub-contractor shall not permit the consumption or presence of any intoxicating alcoholic liquor or drugs on any of HANDCRAFTED sites at any time. The Sub-contractor shall not permit anyone employed by the contractor or sub- contractor to be present on the site if such person is judged to be under the influence of any intoxicating liquor or drugs.  

It is every employee’s duty when working on premises to identify and familiarise with all emergency escape routes prior to commencing any task.

• Stop work and vacate area immediately if any concerns or obvious hazard and report immediately to Site Manager.  
• Attend site induction and receive information regarding any site-specific control measures and observe all additional measures as instructed.  
• All personnel must wear minimum PPE comprising Safety Boots, Hard Hat, Hi-Viz tabards, Gloves and Safety Glasses when within the designated construction site boundaries.