Ban the Box: Sign Up Form

Companies that sign up to Ban the Box commit to:

  • Remove any tick box from job application forms that ask about criminal convictions
  • Consider applicants’ skills, experience and ability to do the job BEFORE asking about criminal convictions
  • Review their employment processes to ensure that when a candidate discloses a criminal conviction they are given a full opportunity to explain the situation 
  • Ensure that the circumstances of any conviction are fairly assessed against their relevance to and risk within the role before a decision is made




YesNo


YesNo


Yes (please state if your process will be different to the above for these roles)No



















Yes (if yes, when do you plan to do this?)No



arc: Apply to join

Business in the Community can help your social enterprise grow. Whether you are just starting out, beginning to grow your business or really expanding your operations, our tailored support can help.

arc combines expert advice from our business partners and a carefully selected partner network to deliver the exact support you need. We will work with you to develop new business opportunities with business and government. Our support will also help you to win investment and access new finance through our finance partners. With this bespoke package of support we help social enterprises to grow and create jobs

To join the arc programme, a social enterprise must:

  • be a business with a social or environmental purpose at its heart
  • be financially self-sustaining, or at least have solid plans for achieving financial sustainability in the future (i.e. not reliant on grants or donations) and
  • have the potential to grow and create jobs for London or Yorkshire residents.




Please write 100 words about your social enterprise



Digital

DRIVING GROWTH AND OPPORTUNITY THROUGH DIGITAL TRANSFORMATION

The digital transformation of the UK and global economy is a significant opportunity, at the same time it comes with a number of risks. Digital technologies, data and skills provide significant opportunities to develop new products, services and processes to address societal and environmental challenges.  Equally, the digital revolution raises a series of challenges for a broad range of stakeholders that businesses must now address.

Societal and environmental impact

  • Job losses due to automation1
  • Due to the lack of access to technology and the skills to use it, whole communities (currently numbering 6 million people) are falling behind
    the curve.2
  • The ICT sector contributes approximately two percent of global greenhouse gas emissions,3

In order to understand and define the role of responsible business in this digital era, Business in the Community with the support of the Digital Champions Network, combines thought with action to set a new agenda for UK businesses.

We ask that businesses commit to four priorities, to ensure a sustainable, ethical and inclusive digital revolution that serves all

The four priorities

Business priority 1: Protect, support and empower customers

Simplify data practices
Make data sharing and privacy clear and visible from the start.

Be inclusive
Build digital access, capability and confidence to allow all to benefit from the digital economy. 

Enable better choices
Develop solutions that help people to make more informed decisions about their health, education and finances.

Business priority 2: Embrace the changing nature of work

Prepare employees
Provide digital skills and lifelong learning to create an adaptable workforce.

Anticipate automation
Create new roles, where technology complements humans, and support communities to manage the transition.

Extend employer responsibility
Provide security, job protection and benefits for the growing “gig” economy.

Business priority 3: Deliver services that serve society

Design with purpose
Ensure technology reflects human values and corrects for unconscious bias.

Promote sustainable consumption
Transition to new business models that cut waste and increase asset productivity.

Partner to solve
Work cross-industry to design and scale solutions that will benefit society.

Business Priority 4: Drive a transparent, inclusive and productive value chain

Empower suppliers
Provide digital solutions and training to achieve minimum social and environmental standards across the value chain.

Click green
Minimise the environmental impact of operations, committing to 100% renewable energy and zero e-waste.

Track, trace and resolve
Use digital technology to address corruption, exploitation and environmental harm.

Strength in numbers:
Business in the Community’s Digital Champions network

Logos of the BITC Digital champions. Anglian Water, arm, Accenture, Barclays, Aviva, Fujitsu, Oracle, PWC,
References

1 Business in the Community (2017) A Brave New World? Why business must ensure an inclusive digital revolution.

2 Business in the Community (2017) A Brave New World? Why business must ensure an inclusive digital revolution.

3 United Nations Framework Convention on Climate Change (2016) 
ICT Sector Helping to Tackle Climate Change.

Make the Waste to Wealth Commitment

  1. Set targets to improve the productivity of resources that are key for business.   
  2. Work collectively towards doubling the nation’s resource productivity and eliminate avoidable waste by 2030, contributing in the way that is most relevant to business.
  3. Redesign how resources are used in products, services and operations.
  4. Collaborate across organisations, value chains and sectors.
  5. Reconvene and report on progress annually to share learning and demonstrate results.

Find out more about the Waste to Wealth Commitment.

Careers

 

The Wellbeing Workwell Model

The Wellbeing Workwell Model

A FRAMEWORK FOR EMBEDDING HEALTH AND WELLBEING INTO ORGANISATIONAL CULTURE

Health and wellbeing are key components of Business in the Community’s Responsible Business Map. In the context of responsible business, the aim of the Wellbeing Workwell Model is to help businesses create environments where individuals and organisations can be at their best by taking a preventative, whole-person, whole-organisation approach to health and wellbeing.
The model is evidence-based, widely endorsed and positions employee health and wellbeing as strategic boardroom issues linked to business objectives.

Together we are unstoppable

Commit to supporting good mental health

Make the Mental Health Commitment

Almost two in five (39 per cent) employees say that work has contributed to their poor mental health in the past year.1

Employers have an impact on employee mental health, the only decision they must make is whether this is positively or negatively.

As an employer, you can support good mental health by signing the Mental Health at Work Commitment.

Together we can transform the nation’s mental health at work.

Supporting materials
Thriving at work The Stevenson / Farmer review of mental health and employers, 2017
Mental health and employers: refreshing the case for investment, Deloitte 2020

The Wellbeing Workwell Model explained

Leadership

UK PLC has made huge strides in raising mental health awareness, but this is not translating into mainstream improvements. ​

We need to tackle the systemic root causes of poor mental health by leaders owning the creation of good work that enhances wellbeing, and improves productivity.

Actions:

  • Consciously advocate role model behaviours that promote health and wellbeing.
  • Enable an inclusive culture by embedding wellbeing into management accountability and operational policies and tools.
  • Publicly report on your wellbeing performance in external communications such as annual reports.

Resources to get your organisation started:

BITC ResourceThe Responsible Business Tracker®
Standard: Mental Health at Work Commitment standards 1 2, 3 and 6

Better health and wellbeing

Take a whole-person approach to wellbeing. The four pillars of wellbeing are physical, mental, financial and social health and wellbeing. All of which are inextricably linked.

Actions

  • Focus on three areas:

Prevention (primary focus)
Early intervention
Active rehabilitation

  • Create environments that enable employees to make informed, healthy choices.
  • Encourage employees to take ownership of their own health and wellbeing.

Resources to get your organisation started:

Webinar: BITC An Introduction to Wellbeing – An Introduction to Wellbeing
Toolkits: BITC and Public Health England suite of Toolkits
Standard: Mental Health at Work Commitment standards 3 and 5

Better work

Create good work and working conditions that enhance employee wellbeing.

Actions:

  • Audit the mental health risks in your workplace, as well as physical ones, and develop a plan for minimising them.
  • Increase leadership and management’s understanding of the positive and negative impact work can have on employees and hold them accountable for this.
  • Regularly monitor and report on working conditions and always include employee feedback.

Resources to get you started:

Report: Health and Safety Executive stress at work
Risk Assessment: Health and Safety Stress Risk Assessment
Survey Report: CIPD 7 Dimensions of Job Quality
Standard: Mental Health at Work Commitment standard 2


Better management

Make employee mental health ‘business as usual’ for all leaders and people managers.

Actions:

  • Embed the prioritisation of good mental health as a core competency for people managers.
  • Recognise and reward empathy and compassion.
  • Ensure comprehensive training reaches all managers and include the impact work can have on employees, and how to prioritise employee health and wellbeing.

Resources to get your organisation started:

Report: BITC Mental Health at Work 2019 – Time to Take Ownership
Webinar: BITC Mental Health at Work 2019 -Time to Take Ownership
Standard: Mental Health at Work Commitment standards 2, 3 and 6

A series of videos were produced for the launch of the BITC Mental Health at Work 2019 – Time to Take Ownership report, featuring employees and managers from Anglian Water, Costain, Bupa, SantanderNational Grid, and Lloyds Banking Group.

Better specialist support

Take an inclusive and employee-led approach to providing support.

Actions:

  • Develop active listening and communication skills and introduce training on tailored workplace adjustments and modifications.
  • Training for employees to equip them to better manage their wellbeing.
  • Provide and promote access to a diverse range of inclusive health and wellbeing services and facilities such as employee assistance programmes and occupational health.

Resources to get your organisation started:

Toolkit: BITC / Public Health England Health and wellbeing toolkit suite for employers
Publications: Business Disability Forum publications
Standard: Mental Health at Work Commitment standard 5

Inclusive culture

Employers must adopt a tailored employee-led approach to address workplace culture that recognises the complex needs of different groups.

Actions:

  • Promote and implement zero-tolerance policies and guidelines.
  • Collect diversity data to inform your health and wellbeing strategy.
  • Consider wellbeing through the multiple intersectional lenses required for people to bring their whole self to work.

Resources to get you started:

Report: BITC Working with Pride
BITC Focus Area: Age and multigenerational teams
BITC Focus Area: Gender
BITC Focus Area: Race
Standard: Mental Health at Work Commitment standard 3

Collaboration with stakeholders

Look externally for the best support or services and promote wellbeing among stakeholders. This network of external support helps improve both your own organisation and build a movement towards achieving improved health and wellbeing.

Actions:

  • Work with other businesses, your supply chain, and partner organisations.
  • Use your industry network as a source of information and support.
  • Develop strategic partnerships with health and wellbeing charities, forums and professional bodies to keep up with developments.

Resources to get your organisation started

Join Business in the Community: together we can make change happen
Standard: Mental Health at Work Commitment standard 4

Statistics

Business in the Community Health at Work report in partnership with Mercer Marsh Benefits

GLOBAL GOALS
TOGETHER WE CAN MAKE CHANGE HAPPEN

Graphic image of a heart trace with text saying '3 good health and wellbeing' reflecting Sustainable Development Goal (SDG) or Global Goal 3

Organisations that have made the Waste to Wealth commitment

TOGETHER WE CAN SAVE THE PLANET

Waste to Wealth Champions

Burger King
European Metal Recycling
Interface
JLL
J Sainsbury Plc
Nestle UK

Waste to Wealth Signatories

October 2019  
AFT CompositesEDF EnergyRabbie's Trail Burners Ltd
Alun Griffiths Contractors LtdEGG lightingrc2 Property & Regeneration Expert
AmeyEngieRecycled Solutions Limited
Amgen Cymru, Rhondda Cynon Taf County Borough CouncilExtentia GroupRecycling Lives Limited
Anglian Water GroupFujitsuRepair cafe
Another Change Sustainable ArtGreenredeemRepair Cafe Wales
Anthesis Consulting Group plcGreggsRe-Tek Ltd
ArupGymshark LimitedRicoh UK
Associated British FoodsHeinekenRiversimple Movement Ltd
Aston Martin Lagonda LimitedHenry Boot plcRobertson Group
B U P AHeron Bros LtdScotia Sourcing & Retail Services Ltd
Barkers & Co LLPHope Resources LimitedScotRail
BCB Cleaning LimitedHouse of BilimoriaScottish Government
Bluestone National Park ResortIceland Foods Ltd.Scottish Natural Heritage
British Metals Recycling AssociationInterfaceSiemens PLC
British SugariRecycle Waste Management LtdSimply Waste Solutions
Bryn PicaIrwin MitchellSky plc
Business in the CommunityJ&B Recycling LtdSodexo
Cadent GasJ. Murphy & Sons LimitedSouth Wales Police
CalMac Ferries LtdJames CropperSouthern Water
CapgeminiJehu GroupSpectrum Engineering Solutions
Cardiff AirportJN BentleySPTS Technologies
Cardiff Business SchoolJohn Lewis Partnership/WaitroseStantec
Castell Howell FoodsJohnson Matthey plcSweetmans & Partners
Castleoak Care Partnerships Ltd Keenan Recycling LtdThames Water
Cater Nature Kelda GroupThe Co-operative Bank
CBRELegal & General Group PlcThe Pure Option
CELSA manufacturing UKLinc-Cymru Housing AssociationThe Royal Mint
Celtest Company LtdLinklatersThe Sourcing Team Ltd
Charpak LimitedLloyds Banking GroupTidal Lagoon (Swansea Bay) plc
Cheshire Constabulary and Cheshire Fire & Rescue ServiceMarks & SpencerToyota Motor Manufacturing (UK)
Children 1stMarshallsTrustify
Cirkel Ltd.Merlin Entertainments GroupTurner & Townsend
Cleanzyme LimitedMSS GroupUK Doorstep Choice (Ltd)
CollectecoReuseNorthumbrian Water GroupUnilever
Costain GroupNottingham Trent UniversityUnipart Group
Coterie LeatherNPTC Group of CollegesUnited Utilities
CT TrainingNW Nappy Collaborative CICUniversity of Southampton
Deloitte LLPØrstedVale Inco Europe (Ltd)
Dixons CarphonePaint360Veolia
Durham UniversityPaul J Watson SolicitorWales & West Utilities Limited
DWF LLPPennon GroupWaste Management Industry Training and Advisory Board (WAMITAB)
Dwr Cymru Welsh WaterPK SafetyWatts Truck & Van
E G Lewis HoldingsPremier Moves LimitedWesleyan Assurance Society
EcoActPrime Certification Services (UK) LimitedWillmott Dixon
Ecofficiency LimitedPwCZero Waste in a Box Ltd

The Prince’s Seeing is Believing Programme

The Prince’s Seeing is Believing experience

Established in 1990 by HRH The Prince of Wales, The Prince’s Seeing is Believing was born from a simple but powerful idea – to close the gap between the boardroom and the community.

Taking a select group of senior business leaders into the heart of communities, we use the power of experiential learning to inspire and challenge participants.

Business leaders, working together, can so often come up with real, practical solutions in a way which has eluded the rest of us

HRH The Prince of Wales, President of Business in the Community

The visits are designed to encourage participants to think strategically about the implications for their own business and the practical actions that can be taken in response, leading to meaningful and sustained impact for both business and communities.

We are proud to offer unique experiential learning opportunities for senior business leaders looking at key responsibility issues, such as:

  • Marketplace Sustainability
  • Workplace and Employees
  • Education and Young People
  • Employment
  • Enterprise & Renewal

How you can be involved

Attend a visit

The Prince’s Seeing is Believing attendees spend half a day in the heart of communities.  We take delegates on a journey to directly understand the social issue by hearing first-hand experiences from those affected, whether that be unemployed youth, rural farmers, homeless people, school children or prisoners.  Participants will also explore some of the ways communities are tackling these issues as well as the unique contribution of business engagement.

All delegates will receive an individual follow-up to identify positive actions that can be taken in response to the issues explored, and these will be reported back to HRH The Prince of Wales.

Take a lead on responsible business

Members of Business in the Community have the opportunity to lead The Prince’s Seeing is Believing visits, with the support of The Prince’s Seeing is Believing team. This involves helping to shape the visit agenda, engaging peers on social and environmental issues, and publicly demonstrating a commitment to responsible leadership.

Commission a bespoke visit

Our bespoke visits offer companies the opportunity to engage a chosen audience on a specific issue that is key to their business.

Using the tried and tested methodology of The Prince’s Seeing is Believing programme, we will work with companies on their desired objectives, helping to inform leadership thinking within the organisation, supply chain or industry.