Safeguarding Policy

1. Purpose

Redemption Roasters is committed to safeguarding Adults at Risk and other individuals who engage with our organisation, including participants in our training programs, staff, volunteers, and community members. This policy outlines our responsibilities and approach to protecting these individuals from abuse, neglect, and exploitation, while aligning with legal obligations and best practices as established by the Care Act 2014 and relevant safeguarding legislation.

2. Scope

This policy applies to all Redemption Roasters employees, board members, contractors, interns, volunteers, and representatives. It provides guidance on recognising, reporting, and responding to safeguarding concerns while ensuring compliance with applicable laws. This policy supplements prison rules where necessary; in cases of conflict, prison regulations take precedence.

Note: Although not all participants in Redemption Roasters’ programs qualify as Adults at Risk, we recognise that some participants may need additional support. Caseworkers are available to offer this additional support, and may signpost to external organisations for further assistance.

3. Legislative Context

This policy is guided by the Care Act 2014, which mandates that safeguarding encompasses the protection of an adult’s right to live in safety, free from abuse and neglect. Key definitions and principles are drawn from the Care Act, as well as data protection and information-sharing laws, including the Data Protection Act 2018 and UK General Data Protection Regulation (UK GDPR).

4. Key Principles of Safeguarding

Redemption Roasters upholds six fundamental principles of safeguarding, based on the Care Act:

  1. Empowerment: Supporting individuals to make informed choices, respecting their autonomy and consent.
  2. Prevention: Identifying and addressing potential risks early to prevent harm.
  3. Proportionality: Balancing responses to safeguarding concerns, avoiding unnecessary restrictions on individual rights.
  4. Protection: Providing support and safety to those unable to protect themselves.
  5. Partnership: Collaborating with community and external organisations to enhance safeguarding efforts.
  6. Accountability: Ensuring transparency in safeguarding practices and maintaining clear responsibilities for safeguarding within the organisation.
  7. These principles guide our response to safeguarding issues, ensuring a balanced and responsible approach that respects the dignity and rights of Adults at Risk and other participants.

5. Definitions and Types of Abuse

Abuse can take various forms, and all staff should be trained to recognize signs of the following types of abuse, particularly for Adults at Risk:

  • Physical Abuse: Physical force or coercion causing harm or injury.
  • Sexual Abuse: Coercive or inappropriate sexual acts, including exposure to explicit material.
  • Emotional or Psychological Abuse: Persistent behaviours undermining an individual’s self-esteem, such as intimidation or humiliation.
  • Neglect and Acts of Omission: Failing to meet basic physical or emotional needs.
  • Financial or Material Abuse: Unauthorised use of a person’s funds or assets.
  • Discriminatory Abuse: Abuse motivated by prejudice, whether based on race, gender, disability, or other factors.
  • Organisational Abuse: Systemic neglect or poor care practices within institutional settings.
  • Modern Slavery: Exploitative practices including human trafficking and forced labour.
  • Self-Neglect: Inability or unwillingness to attend to personal needs, which can lead to harm.

6. Roles and Responsibilities

6.1 Designated Safeguarding Lead (DSL)
The Directors have appointed Sophie Shipton as the DSL, with Rosemary Ashworth as a secondary escalation point. 

The DSL’s responsibilities include:

  • Promoting safeguarding awareness and providing regular training to relevant staff.
  • Maintaining safeguarding records and overseeing the implementation and review of safeguarding processes.
  • Liaising with external agencies, such as local safeguarding boards, social services, and law enforcement.
  • Assessing safeguarding reports and following up with appropriate action, ensuring defensible decision-making throughout the process.
  • Escalation: In situations where safeguarding procedures are deemed insufficient, staff may escalate concerns first to Sophie Shipton, and if necessary, to Rosemary Ashworth. N.B. If neither are deemed suitable or there is a conflict of interest, individuals can contact Head of Human Resources, Nick Gerken. 

6.2 Responsibilities of All Staff
Every member of Redemption Roasters is responsible for:

  • Understanding and adhering to the Safeguarding Policy.
  • Reporting any safeguarding concerns promptly to the DSL or designated staff.
  • Completing safeguarding training to stay informed about indicators of abuse, neglect, and organisational procedures.

All staff should recognise that some participants may require additional support and should facilitate connections to relevant resources when appropriate. Staff should treat caseworkers as key contacts for assistance and referrals.

7. Recognising and Reporting Abuse

7.1 Recognising Abuse
Signs of abuse may include unexplained injuries, behavioural changes, signs of neglect, or financial irregularities. Redemption Roasters staff are trained to recognise and respond to such indicators, following a structured approach to safeguarding concerns.

7.2 Responding to a Disclosure of Abuse
When someone discloses abuse:

  1. Listen carefully without interrupting or making judgments.
  2. Refrain from questioning and allow the individual to share their experience freely.
  3. Document the disclosure immediately, noting time, date, location, and other relevant details.
  4. Explain the limits of confidentiality, indicating that the information may need to be shared to ensure their safety.
  5. Provide reassurance that they have done the right thing by disclosing.

7.3 Reporting Safeguarding Concerns
All safeguarding concerns should be reported to the DSL through the designated reporting link or directly by contacting:

DSL: Sophie Shipton
Email: sophie.shipton@redemptionroasters.com
Tel: 07425 359799

Deputy DSL (in absence): Rosemary Ashworth
Email: rosemary.ashworth@redemptionroasters.com
Tel: 07385472655

HR: Nick Gerken
Email: nick.gerken@redemptionroasters.com
Tel: 07866427710

Reports should include the names of involved parties, the date and time of the incident, and a factual description of the concern. For immediate danger, dial 999 and inform the DSL thereafter.

If you have any feedback or questions about safeguarding in general at Redemption Roasters; you can speak to the DSL at any time. 

8. Information Sharing and Confidentiality

Information related to safeguarding is shared on a strictly “need-to-know” basis, following Data Protection Act 2018 and UK GDPR guidelines. Staff should ensure that data is handled with sensitivity, respecting privacy while protecting individuals at risk. Where sharing information is necessary to protect an individual, this should be done in compliance with Defensible Decision-Making practices, ensuring each decision is well-documented and justifiable.

9. Procedure for Managing Safeguarding Reports

9.1 Internal Investigation
Upon receiving a report, the DSL will:

  • Assess the situation based on available information and determine if further investigation is warranted.
  • Inform the Head of Human Resources, Directors and escalate if required, following structured and defensible decision-making processes.
  • Collaborate with relevant staff to gain a thorough understanding of the situation.
  • Where appropriate and with the individual's consent, contact the relevant external support body (e.g. probation or social worker). 

9.2 External Referrals
If needed, the DSL will refer cases to local safeguarding boards, social services, or the police. The DSL will maintain records of all referrals, actions taken, and feedback received to ensure thorough documentation and accountability.

10. Capacity and Decision-Making

In situations where an Adult at Risk may not have the capacity to make their own decisions, the DSL and staff must follow the guidance set out under the Mental Capacity Act 2005. This includes:

  • Assessing capacity through appropriate procedures (refer to Redemption Roasters Assessing Capacity Guidance).
  • Ensuring decisions are made in the best interests of the individual.
  • Documenting all steps taken, including consultation with relevant parties such as healthcare providers or social services.

11. Training and Awareness

Due to the work undertaken by Redemption Roasters, different roles require different levels of safeguarding training.

  • All staff received information about safeguarding during their induction training. 
  • Staff who regularly work with participants (e.g. shop managers), complete more in-depth safeguarding training, specific to their role.  This training includes:
    • Understanding legal responsibilities and Care Act principles.
    • Recognising signs of abuse and neglect.
    • Reporting procedures and maintaining confidentiality.
    • Defensible decision-making and escalation processes.
    • Maintaining professional boundaries

  • Members of the Impact team who work one-to-one with participants, complete externally accredited safeguarding training and government prevent training. 

12. Useful Contacts

  • Metropolitan Police: 0300 123 1212
  • Local Safeguarding Board: 0207 934 9714
  • Camden Adult Safeguarding: 020 7974 4000
  • Disclosure and Barring Service (DBS): 01325 953795

A full list of safeguarding numbers for London boroughs can be found using this link

13. Policy Review

This policy is reviewed annually or sooner if legal or procedural updates are required.

Last Reviewed: May 2025
Next Review Date: May 2026