CORPORATE SOCIAL RESPONSIBILITY POLICY
At Once Upon a Time, we aim to work sustainably, to help communities, our employees, and our clients. We do this by being mindful of the social, economic, and environmental impacts of our daily business operations. We aim to achieve best practices wherever
we can to ensure we work ethically to succeed as an organisation and to demonstrate these practices in all we do because we understand this is an integral part of Once Upon a Time.
Examples of CSR at Once Upon a Time:
- Volunteering days- Each year we have a charity that the business supports. Once Upon a Time aims to support local charities and will decide on the charity on an annual basis. We choose how we would like to support that charity. An example
of the type of support we offer is that we give employees time off in exchange for time spent volunteering for Crisis during the Christmas period.
- Reducing Carbon footprints- Once Upon a Time helps to reduce its carbon footprint in several ways. For instance, we look to ensure deliveries are made in the most efficient way possible and take basic steps such as ensuring that lights
and equipment are turned off when not in use so as to minimise our power usage and help reduce emissions. Active recycling- We promote the action of recycling on an ongoing basis, not just with ourselves as a business, but also to our clients and
suppliers. We attempt to minimise waste by evaluating our operations regularly.
- Human Rights- Once Upon a Time is dedicated to the protection of Human Rights for all. We have a diverse workplace and we are a committed equal opportunities employer.
- Our policies- Here at Once Upon a Time, we strive to promote equal opportunities for all our stakeholders to ensure we work in an ethical and fair way. We have a number of policies in place that relate to equal opportunities and fair
working practices. Some of the policies you may like to read are the following; Modern Slavery Policy, Equal Opportunities Policy, Health & Safety Policy, Environmental Policy, Quality Policy Statement, and the Code of Conduct policy.
- Looking after our employees- We offer a range of benefits to our employees to promote positive wellbeing. These include a life assurance scheme that is open to all and a pension scheme. We have a dedicated HR team who are there for
any employee’s needs.
- Working with the community and industry- We run a work placement scheme which enables young people to gain a wider insight into our business and industry and provides them with valuable experience to add to their CV. We enjoy teaching
others about what we do, and how we do it!
- Recruitment- Our recruitment processes have been designed to be inclusive and to support us in finding and securing the best talent.
- Remuneration- We offer fair and competitive remuneration benefits to value the work our staff do. Salaries are annually reviewed to ensure that we keep pace with changes in the market and to ensure that we are offering fair and equal
This policy is reviewed on an annual basis to keep in line with legislative requirements, ensuring the organisations compliance for continuous improvement. If you want to review our polices or to discuss this policy in further detail, please contact Human
Once Upon a Time recognises that it has a responsibility to the environment beyond legal and regulatory requirements. We are committed to reducing our environmental impact and continually improving our environmental performance as an integrated part of
our business strategy and operating methods.
The Operations Director, is responsible for ensuring that this environmental Policy is implemented, however, all employees have a responsibility to ensure that the aims and objectives of this policy are met.
We endeavour to:
- Comply with all relevant regulatory requirements.
- Continually improve and monitor environmental performance.
- Continually improve and reduce environmental impacts.
- Increase employee awareness.
Paper & board
- Minimise the use of paper & board in the office.
- Minimise the use of packaging.
- Minimise the amount of client mock-ups produced, using Visual alternatives.
- Reuse and recycle all paper & board where possible.
- Minimise the use of plastics in the office.
- Champion alternatives to plastic in all design solutions.
- Minimise the amount of client mock-ups produced, using Visual alternatives.
- Reuse and recycle all plastic where possible.
Energy and water
- Reduce the amount of energy used as much as possible.
- Switch off lights and electrical equipment when not in use.
- Adjust heating with energy consumption in mind.
- Take energy consumption and efficiency of new products into account when purchasing them.
- Evaluate if the need can be met in another way.
- Evaluate if renting or sharing is an option before purchasing equipment.
- Evaluate the environmental impact of any new products we intend to purchase.
- Favour more environmentally friendly and efficient products wherever possible.
- Reuse and recycle everything we are able to.
- Reduce the need to travel, restricting to necessary trips only.
- Promote the use of travel alternatives such as e-mail or video/phone conferencing.
- Make additional efforts to accommodate the needs of those using public transport or bicycles.
- Favour 'green' vehicles and maintain them rigorously to ensure ongoing efficiency.
Maintenance and cleaning
- Use cleaning materials that are as environmentally friendly as possible.
- Only use licensed and appropriate organisations to dispose of waste.
- Work with our supply chain to reduce waste within their organisations.
- Ensure all suppliers have their own environmental policies which are reflective of Once Upon a Times.
- Ensure Once Upon a Time specify environmental alternatives to specified production materials wherever possible.
- Ensure all suppliers reuse and recycle everything we are able to.
- Audit our supply chain on an annual basis to ensure compliance with Once Upon a Time’s environmental policies.
Monitoring and improvement
- Comply with all relevant regulatory requirements.
- Continually improve and monitor environmental performance.
- Continually improve and reduce environmental impacts.
- Incorporate environmental factors into business decisions.
- Increase employee awareness through training.
- Review this policy and any related business issues at monthly management meetings.
- Update this policy at least once annually in conjunction with staff and other stakeholders where necessary.
- Involve staff in the implementation of this policy, for greater commitment and improved performance.
- Provide staff with relevant environmental training.
- Work with suppliers, contractors and subcontractors to improve their environmental performance.
- Use local labour and materials where available to reduce CO2 and help the community.
EQUAL OPPORTUNITIES POLICY
Statement of policy and purpose of policy
Once Upon a Time (the Employer) is committed to equal opportunities for all staff and applicants.
It is our policy that all employment decisions are based on merit and the legitimate business needs of the organisation. The Employer does not discriminate on the basis of race, colour or nationality, ethnic or national origins, sex, gender reassignment,
sexual orientation, marital or civil partner status, pregnancy or maternity, disability, religion or belief, age or any other ground on which it is or becomes unlawful to discriminate under the laws of England and Wales (referred to as Protected Characteristics).
Our intention is to enable all our staff to work in an environment which allows them to fulfil their potential without fear of discrimination, harassment or victimisation. The Employer's commitment to equal opportunities extends to all aspects of the
working relationship including:
- recruitment and selection procedures;
- terms of employment, including pay, conditions and benefits;
- training, appraisals, career development and promotion;
- work practices, conduct issues, allocation of tasks, discipline and grievances;
- work-related social events; and
- termination of employment and matters after termination, including references.
This policy is intended to help the Employer achieve its diversity and anti-discrimination aims by clarifying the responsibilities and duties of all staff in respect of equal opportunities and discrimination.
The principles of non-discrimination and equal opportunities also apply to the way in which staff treat visitors, clients, customers, suppliers and former staff members.
This is a statement of policy only and does not form part of your contract of employment. This policy may be amended at any time by the Employer, in its absolute discretion.
Who is responsible for equal opportunities?
Achieving an equal opportunities workplace is a collective task shared between the Employer and all its staff. This policy and the rules contained in it therefore apply to all staff of the Employer irrespective of seniority, tenure and working hours,
including all employees, directors and officers, consultants and contractors, casual or agency staff, trainees, homeworkers and fixedterm staff and any volunteers or interns (referred to as Staff).
The board of directors of the Employer has overall responsibility for this policy and for equal opportunities and discrimination law compliance in the workplace and the Operations Director has been appointed as the person with day-to-day operational responsibility
for these matters.
All Staff have personal responsibility to ensure compliance with this policy, to treat colleagues with dignity at all times and not to discriminate against or harass other members of Staff, visitors, clients, customers, suppliers and former staff members.
In addition, Staff who take part in management, recruitment, selection, promotion, training and other aspects of career development (referred to as Managers) have special responsibility for leading by example and ensuring compliance.
Managers must take all necessary steps to:
- promote the objective of equal opportunities and the values set out in this policy;
- ensure that their own behaviour and those of the Staff they manage complies in full with this policy;
- ensure that any complaints of discrimination, victimisation or harassment (including against themselves) are dealt with appropriately and are not suppressed or disregarded.
What is discrimination?
Discrimination occurs in different ways, some more obvious than others. Discrimination on the grounds of any of the Protected Characteristics is prohibited by law, even if unintentional, unless a particular exception applies.
Direct Discrimination is less favourable treatment because of one of the Protected Characteristics. Examples would include refusing a woman a job as a chauffeur because you believe that women are not good drivers or restricting recruitment to persons
under 40 because you want to have a young and dynamic workforce.
Direct discrimination can arise in some cases even though the person complaining does not actually possess the Protected Characteristic but is perceived to have it or associates with other people who do. For example, when a person is less favourably treated
because they are (wrongly) believed to be homosexual or because they have a spouse who is Muslim.
Indirect discrimination arises when an employer applies an apparently neutral provision, criterion or practice which in fact puts individuals with a particular Protected Characteristic at a disadvantage, statistically and this is unjustified. To show
discrimination the individual complaining also has to be personally disadvantaged. An example would be a requirement for job candidates to have ten years' experience in a particular role, since this will be harder for young people to satisfy. This kind
of discrimination is unlawful unless it is a proportionate means of achieving a legitimate aim.
Victimisation means treating a person less favourably because they have made a complaint of discrimination or have provided information in connection with a complaint or because they might do one of these things.
unwanted conduct which is related to a Protected Characteristic and which has the purpose or effect of violating a person's dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for them: or
unwanted conduct which is of a sexual nature and which has the purpose or effect of violating a person's dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for them (Sexual Harassment); or
less favourable treatment because of the rejection of or the submission to Sexual Harassment.
Harassment can arise in some cases even though the person complaining does not actually possess a Protected Characteristic but is perceived to have it (for example, when a person is harassed because they are (wrongly) believed to be homosexual) or associates
with other people who possess a Protected Characteristic (for example, because they have a spouse who is Muslim).
Harassment may include:
use of insults or slurs based on a Protected Characteristic or of a sexual nature or other verbal abuse or derogatory, offensive or stereotyping jokes or remarks;
physical or verbal abuse, threatening or intimidating behaviour because of a Protected Characteristic or behaviour of a sexual nature;
unwelcome physical contact including touching, hugging, kissing, pinching or patting, brushing past, invading personal space, pushing grabbing or other assaults;
mocking, mimicking or belittling a person's disability, appearance, accent or other personal characteristics;
unwelcome requests for sexual acts or favours; verbal sexual advances, vulgar, sexual, suggestive or explicit comments or behaviour;
repeated requests, either explicitly or implicitly, for dates;
repeated requests for social contact or after it has been made clear that requests are unwelcome;
comments about body parts or sexual preference;
displaying or distributing offensive or explicit pictures, items or materials relating to a Protected Characteristic or of a sexual nature;
shunning or ostracising someone, for example, by deliberately excluding them from conversations or activities;
'outing' or threatening to 'out' someone's sexual orientation (ie to make it known);
explicit or implicit suggestions that employment status or progression is related to toleration of, or acquiescence to sexual advances, or other behaviour amounting to harassment.
Other important points to note about harassment:
a single incident can amount to harassment;
behaviour that has continued for a long period without complaint can amount to harassment;
it is not necessary for an individual to intend to harass someone for their behaviour to amount to harassment;
it is not necessary for an individual to communicate that behaviour is unwelcome before it amounts to harassment; and
the onus is on each individual to be certain that their behaviour and conduct is appropriate and is not unwanted and in the case of doubt, you must refrain from such conduct.
This could be direct or indirect discrimination, and is any unjustified less favourable treatment because of the effects of a disability, and failure to make reasonable adjustments to alleviate disadvantages caused by a disability.
Any Staff member who considers that they may have a disability is strongly encouraged to speak with the appropriate member of the senior team or HR, particularly if they experience difficulties at work because of their disability so that any reasonable
adjustments to help overcome or minimise difficulties can be discussed. For these purposes, disability includes any physical or mental impairment which substantially affects your ability to perform day to day activities andhas lasted (or is likely to
last) more than 12 months. Disclosure of this information will be treated in confidence, if you wish it to be, so far as is reasonably practicable and we will do our best to handle matters sensitively and to ensure that you are treated with dignity
and with respect for your privacy.
We will consult with you about whether adjustments are needed to avoid you being disadvantaged and may ask you to see a doctor appointed by us, to advise on this. We will seek to accommodate your needs within reason. If we consider a particular adjustment
unreasonable we will explain why and try to find an alternative solution.
Managers with responsibility for managing a member of Staff who they know or think to be disabled should speak to the Operations Director to ensure that all relevant duties are complied with.
Making employment decisions fairly
As noted above, the Employer will recruit employees and make other employment decisions concerning promotion, training, dismissal and related issues. on the basis of objective criteria.
Managers should only stipulate criteria or conditions for employment decisions (including job selection, promotion and redundancy) which are based on a legitimate business need and which do not go further than is needed to satisfy that need. If you are
in any doubt about whether particular criteria or conditions are indirectly discriminatory or justifiable, then please speak to the appropriate member of the senior team or HR.
Managers involved in recruitment must:
- specify only recruitment criteria that are relevant to the job, reflect genuine business needs and are proportionate. More than one person should be involved in shortlisting of applicants wherever practicable;
- ensure that vacancies are advertised to a diverse audience and try to avoid informal recruitment methods that exclude fair competition. In very rare cases, it may be legitimate and necessary to restrict recruitment to a particular role to certain groups,
but it is essential that this is discussed with the Operations Director so that appropriate steps can be taken to ensure legality;
- review job advertisements carefully to ensure that stereotyping is avoided and that particular groups are not unjustifiably discouraged from applying;
- not ask applicants about health or disability before a job offer is made (other than in exceptional circumstances and after having been approved by the Operations Director). If necessary a job offer can be expressed to be conditional upon satisfactorily
passing a medical check.
- not ask candidates about any Protected Characteristic if the question may demonstrate an intention to discriminate. For example, candidates should not be asked about current or future pregnancy, childcare or related matters; and
- not make assumptions about immigration status based on appearance, accent or apparent nationality;
- so far as reasonably practicable, keep a written record of their reasons for relevant decisions.
The Employer is legally required to verify that all employees have the right to work in the UK. Prior to starting employment, all employees must produce original documents to the Employer's satisfaction, irrespective of nationality. Information about
the documents required is available from the HR Partner.
The Employer monitors applicants'
- Ethnic group
as part of our recruitment process. We do this to assess the effectiveness of our measures to promote equal opportunities and to help us identify and take appropriate steps to avoid discrimination, under-representation and potential disadvantage and improve
diversity. Provision of this information is voluntary and the information is kept in an anonymised format solely for the purposes stated here. The information will not be used as part of any decisionmaking process relating to the recruitment or employment
of the person providing the information. Our recruitment policies must be reviewed at regular intervals to ensure people are being treated fairly and according to ability and merit.
Staff training, career development and promotion
Training needs may be identified during the normal appraisal process. Appropriate training to facilitate progression will be accessible to all staff.
All promotion decisions will be made on the basis of merit and according to proportionate criteria determined by legitimate business need.
Staff diversity at different levels of the organisation will be kept under review to ensure equality of opportunity. Where unjustified barriers to progression are identified, these will be removed.
Conditions of service
Access to benefits and facilities and terms of employment will be kept under review to ensure that they are appropriately structured and that no unlawful barriers to qualification or access exist.
Discipline and termination of employment
Any redundancy selection criteria and procedures that are used, or other decisions taken to terminate employment, will be fair and not directly or indirectly discriminatory.
Disciplinary procedures and penalties will be applied without discrimination, whether they result in disciplinary warnings, dismissal or other disciplinary action.
Discipline and termination of employment
Part-time and fixed-term staff will be treated the same as full-time or permanent staff of the same position and enjoy no less favourable terms and conditions (pro-rata, where appropriate), unless different treatment is justified.
What to do if you encounter discrimination
If you believe that you have been the victim of discrimination, you should follow the agency’s Grievance Procedure.
Every member of Staff has a responsibility to combat discrimination if they encounter it. Staff who observe or are aware of acts that they believe amount to discrimination directed at others are encouraged to report these to the Operations Director.
Any grievance or report raised about discrimination will be kept confidential so far as this is practicable. We may ask you if you wish your complaint(s) to be put to the alleged discriminator if disciplinary action appears to be appropriate. It sometimes
may be necessary to disclose the complaint or take action even if this is not in line with your wishes, but we will seek to protect you from victimisation and, if you wish, we will seek to protect your identity. You should be aware that disciplinary
action may be impossible without your co-operation or if you refuse to allow relevant information to be disclosed.
Staff who raise a complaint about or report discrimination in good faith will be protected from retaliation or victimisation. As long as you act in good faith, the fact that you have raised a complaint or report will not affect your position, even if
the complaint is not upheld. Making a false allegation deliberately and in bad faith is a misconduct offence and will be dealt with in accordance with our disciplinary policy. Any member of Staff who attempts acts of retaliation or victimisation may
be subject to disciplinary action up to and including summary dismissal for gross misconduct.
If you make a complaint, it may be necessary to ask you to stay at home on paid leave while investigations are being conducted and the matter is being dealt with through the appropriate procedure. This may particularly be necessary in cases of alleged
Non-compliance with equal opportunities rules
Any breach of equal opportunities rules or failure to comply with this policy will be taken very seriously and is likely to result in disciplinary action against the offender, up to and including immediate dismissal.
Staff should also note that:
in some cases, they may be personally liable for their acts of discrimination and that legal action may be taken against them directly by the victim of any discrimination; and
it may be a criminal offence intentionally to harass another employee.
Review of this policy
The board of directors of the Employer will keep this policy under review. The Employer encourages Staff to comment on this policy and suggest ways in which it might be improved or ask any questions if they are unsure about any part of this policy or
how it is applied by contacting the Operations Director.
MODERN SLAVERY POLICY
Modern slavery is defined as a crime and a violation of fundamental human rights. It takes various forms, such as slavery, servitude, forced and compulsory labour, and human trafficking (“modern slavery”), all of which include the deprivation of a person's
liberty by another in order to exploit them for personal or commercial gain.
Once Upon a Time has a zero-tolerance approach to modern slavery within its business and supply chains. We believe that every human being has the fundamental right to be treated with respect and to be paid a fair wage for the work that they undertake.
This policy applies to all persons working for Once Upon a Time or on our behalf in any capacity, including employees at all levels, directors, officers, agency workers, volunteers, agents, contractors and suppliers. Once Upon a Time strictly prohibits
the use of modern slavery and human trafficking in our operations and supply chain under Section 54 of the Modern Slavery Act 2015. We have and will continue to be committed to implementing systems and controls aimed at ensuring that modern slavery
is not taking place anywhere within our organisation or in any of our supply chains.
Modern Slavery and Human Trafficking examples
- Domestic Servitude - Employees working in private homes are forced or coerced into serving and/or fraudulently convinced that they have no option to leave.
- Sex Trafficking - Women, men or children that are forced into the commercial sex industry and held against their will by force, fraud or coercion.
- Forced Labour - Human beings are forced to work under the threat of violence and for no pay. These slaves are treated as property and exploited to create a product for commercial sale.
- Bonded Labour - Individuals that are compelled to work in order to repay a debt and unable to leave until the debt is repaid.
- Child Labour - Any enslavement — whether forced labour, domestic servitude, bonded labour or sex trafficking — of a child.
- Forced Marriage - Women and children who are forced to marry another without their consent or against their will.
Signs of Modern Slavery or Human Trafficking
There is no typical victim of modern slavery, and some victims do not understand they have been exploited and are entitled to help and support. However, the following key signs could indicate that someone may be a victim of modern slavery or human trafficking:
- The person is not in possession of their own passport, identification or travel documents.
- The person is acting as though they are being instructed or coached by someone else.
- The person allows others to speak for them when spoken to directly.
- The person is dropped off and collected from work.
- The person is withdrawn or appears frightened.
- The person does not seem to be able to contact friends or family freely.
- The person has limited social interaction or contact with people outside of their immediate environment.
All members of Once Upon a Time’s team are briefed on these indicators and instructed to remain watchful for any of the above signs when engaging with any of our suppliers.
While modern slavery can be found in all countries and industries, we acknowledge that there is a heightened risk with:
- domestic and international migrant labour.
- contract, agency, and temporary workers.
- vulnerable populations such as refugees.
- young, or student workers.
Our processes focus on listening to workers' perspectives about their employment or supplier contracts to drive improvement. This is so we can offer continuous improvements across our organisation as we are committed to the equal treatment of our workforce
Due Diligence framework
Once Upon a Time operates a due diligence framework to ensure that we are consistent in our modern slavery and human trafficking approach to avoid inappropriate exploitation of our workforce and the workforce of our suppliers. This is audited on an annual
basis to ensure we are transparent in our professional conduct.
Reporting Modern Slavery
Once Upon a Time employees must report any incidence or suspicion of modern slavery at the earliest possible stage to their Line Manager. Alternatively, if you are a supplier and have cause for your concern, your primary business contact with Once Upon
a Time is the Operations and Procurement Director and you should report any concerns to him.
Breaches of this policy
Any member of the Once Upon a Time who breaches this policy may face disciplinary action, which could result in dismissal for misconduct or gross misconduct. If a supplier is found to be in breach of this policy then Once Upon a Time may terminate its
relationship with a supplier or issue an improvement notice which will confirm the steps that Once Upon a Time requires the supplier to take in order to remedy any issues and the time frame in which those improvements must be made.
Once Upon a Time is responsible for reviewing this policy as necessary to ensure that it meets legal and ethical requirements and reflects best practice. This policy does not form part of any contract of employment and may be amended at any time.