Policy Library

We believe technology should serve people and planet, not exploit them. This policy sets out our approach to the use of AI tools in that context. It identifies risks & opportunities and outlines permitted, limited and not permitted uses.

This is a supportive alternative to what some organisations might call a ‘Performance management’ policy: an organisational response to a worker consistently not managing to do their job effectively.

In line with a commitment to disability justice, this policy provides guidance to prevent the spread of COVID-19 and other airborne diseases in office and co-working spaces, as well as for public events.

An agenda for a regular team meeting which aims to surface experiences of being in the group, and create a space to discuss tensions and differences.

A plain english privacy policy that outlines data collection, uses and protection of data, data rights and retention, cookies and limited non-commercial third party access, and how to complain.

This holiday policy outlines our approach to annual leave. We offer all workers unlimited paid holiday (UPH), regardless of length of service. In doing so, this policy aims to offer a generous, flexible approach to leave that helps everyone to feel empowered and supported.

This document can be used to track readiness to employ a learning disabled management trainee, ensuring that the trainee has the best possible chance of success at Spectra.

This policy aims to make working at Tripod a viable & sustainable choice for a wider range of workers than would otherwise be possible. It is part of an ongoing inquiry & development process to define how we want to financially support ourselves to do this work in a way that values the work we do & is a reflection of Tripod’s values & purpose.

A needs-based/equitable pay policy for a small organisation that focuses on: dependents, disability, time worked and the need for some unforeseen uplifts, as well as inheritance/unearned wealth.

A policy to address the ethics of a range of organisational spending decisions, such as travel, food, service provision, banking, insurance, and more. Aims to apply environmental and social justice principles to all organisational expenditure.

This policy is for RadHR workers outlines the practices and processes through which we manage our work, in line with our values. Our practices come under three main categories: 1) How we approach our work, 2) How we manage our time, and 3) How we look after one another.

This policy aims to provide a flexible framework within which staff can make informed decisions about the use of AI tools and software and that any such use is accountable, transparent and responsible whilst ensuring workers are treated and paid decently, preventing bias and discrimination, and minimising impacts on the climate and environment. It is not intended to provide a blanket “yes” or “no” answer to whether we use AI.

A policy about giving staff a mix of paid and unpaid time off to support their lives beyond their role. Lengths of time off, eligibility, notice periods, work re-planning and pay levels are covered.

This organization is committed to creating a workplace that supports our mission while also prioritizing the well-being of our team. This policy outlines the guidelines and expectations for all staff during the Four-Day Work Week trial. The trial will reduce the standard workweek from 40 hours to 32 hours, Monday through Thursday, while maintaining full pay and benefits. This organisation is based in the USA.

This is a safeguarding policy of a small organisation that facilitates, convenes, and runs trainings. It’s aim is to prevent harm and to empower the person who has experienced harm, avoiding punitive ways of addressing harm and limiting contact with state institutions, where possible, due to the harm these institutions themselves often cause, particularly in marginalised communities.

This policy supports trans inclusion, respect and dignity within the organisation and outlines our commitment to trans, non-binary, gender non-conforming, and gender questioning colleagues and volunteers, in areas such as: transitioning at work, DBS checks, employment references and toilet/changing facilities.

A policy and process for addressing conflict in a small team, which integrates non-punitive accountability measures and nuanced understandings of conflict and accountability for harm, with the legal requirements of an organisational grievance process.

A socially-just pay policy, including adjustments for: time worked; dependents; no recourse to public funds; experience of marginalisation; city living; and disability. It also includes adjustments for freelance pay; a process for implementation; an emergency pay system; and an emergency fund for workers.

A (more) plain English contract for freelance workers, which aims to simplify ongoing work agreements and to equalise terms in areas such as: Intellectual property, liability and cancellation pay.

This employment contract aims to enshrine a more equitable relationship between employee and employer and is designed to make it easy and accessible to understand the key elements of employment with us.

This policy outlines our wish to be an equitable employer by addressing how we can support team members to bring their whole selves in and calculating wages in a caring way.

A policy supporting us to make decisions of what grants and donations to accept and which to return or not accept.

A maternity policy that is inclusive and caring towards the people involved in starting or wishing to start a family.

Our rest policy acknowledges that due to structural inequalities in the cultural sector, not everyone experiences work in the same way. It offers up to three additional days of paid rest per year for staff members who experience inequality.

A radical approach to safeguarding that questions the definition of “vulnerable” and instead places all people we work with at the heart of the policy holistically. We propose a shared opportunity to use non-punitive procedures, ask for consent, offer a matrix to attempt to diffuse conflict or avoid involving external agencies and supporting both victim and perpetuator.

We aim to ensure anyone who becomes responsible for a child has paid time off devoted to this huge new responsibility.

An adaptable induction process focused on wellbeing and support, as well as practical, legal and technical tasks.

A policy which aims to create environments that prevent safeguarding issues from arising, and outlines how to respond to incidents if they occur. It applies to: children, adults at risk of harm, staff members, board members, and others.

This policy aims to clarify what types of bespoke work we will do (workshops or consultancy); how it will be decided (based on capacity and equity questions); and what we will charge for the work (sliding scales based on org income).

In recognition of the gravity of the climate emergency, the PTC will donate up to 6 days leave per year (pro rated depending on your working hours) to every employee to spend on direct action – e.g. attending or preparing for demonstrations or other related voluntary activity.

A handy adaptable exit process including items around support & organisational learning as well as practical, legal and technical concerns.

A policy that allows employees to take “protest leave” to participate in demonstrations or civil action related to major political issues, without it counting against their holiday or sick leave, as long as it doesn’t interfere with time-critical projects and is approved by their manager.

A wage system based on Platform’s policy, with important additions to pay adjustments for dependents (including children) and housing.

A policy challenging the ways in which discrimination against parents and carers is still the norm in most workplaces. Includes: maternity leave and pay; paternity / second parent leave & pay; shared parental leave & pay; and adoption leave & pay.

A values based policy aimed at supporting staff health and wellbeing based on years of adapting and learning to shape our practice which we have now formalised into a policy.

This policy aims to clarify who is involved in day-to-day decision making and the structures that support the team to be involved, as well as for others to get more involved.

A support and accountability system for a small non-hierarchical organisation, designed to avoid the pitfalls of annual reviews and strengthen a disability justice approach.

This policy has guidance on: travelling to a work meeting/workshop, travelling to an external training (for staff development) and commuting.

A policy that provides two ways into a role for employees, acknowledging that not all hierarchical work relationships are equitable. It also involves staff members in the process and allows current workers to have a first go at a role.

A framework for traveling for a collective covering 1) which expenses are reimbursed, for who, and how; and 2) how to count working days when traveling. It provides guidelines and suggestions regarding how to think about travelling in an activist context.

This policy is our framework when deciding to accept funding from a certain source. It lays out who we want and do not want as funders, and the due diligence process for new funders.

The structure of a flat management system, including core groups (for internal work), delivery roles (for programme work), meeting cycles and related support systems.

A policy that establishes monthly sessions for team members with external mentors. The sessions aim to provide support, facilitate realistic workplanning, and offer an external perspective on team dynamics. Annual appraisals and anti-oppression meetings are also conducted by mentors. Confidentiality is maintained with three clear exceptions.

A policy outlining that we do not have a dress code and employees decide how they dress. They are invited to dress in ways that make them feel comfortable and authentic.

In Autonomic, we make decisions collectively, while also attempting to empower autonomous action by individual workers. We designed our decision making process using decision making tools we had experienced through participation in various horizontal organisations. We hope this tool is useful to others in the struggle for a better world.

This document sets out our values, as well as what each of these means for behaviour and practice, with examples of the habits team members can adopt which would mean they are living the values.

A policy that defines a financially-healthy organisation and outlines actions to undertake if that status isn’t met at different points in time. It also includes a simple plan to increase financial reserves.

This is a sick leave policy for a small collective with limited funds. On average, for each 10 days of work, you have the right to one paid sick day. However, we have decided to pool our sick days. Pooling addresses the fact that we do not all have the same health and to alleviate the stress of having “enough sick days”.

A decision making and prioritisation processes that enables us to work efficiently in a high-trust culture within our flat structure.

In our flat structure, we have created a “Buddy system” where each team member acts as a buddy to another. This aims to ensure that we don’t lose the good bits of management, and that we all feel supported and able to hold ourselves accountable.
The buddy system is closely related to our feedback processes which are also detailed here.

Our approach to learning and development for team members, as a flat structured organisation.

An unlimited PTO policy that seeks to pre-emptively address the more common issues with such policies, including some evidence that staff are less likely to take time off in an unlimited PTO scheme.