What are companies doing with regards to 'Fair Deal'

Having a mechanism for employees to anonymously ask questions and for every question to be answered during its townhall meeting reflects Hamlyn Williams' principle of transparency. Employees are also regularly encouraged to share their feedback and concerns through their managers and speaking to the human resources team.

The pandemic has brought the UK team closer together with employees reaching out to colleagues who they wouldn't usually spend time with, exchanging messages and best practice. Video calls have also helped building global relationships and camaraderie through sharing good news stories and introducing new starters.

Ticketer offer employees a £500 bonus when they refer a candidate for a role at Ticketer. This is paid to the employee once the referred employee passes their 3 month probationary period.

The CEO visits each office location regularly, and makes time to spend chatting amongst the teams. They also make it a personal mission to send birthday wishes to every employee on their birthdays.

This year for Vertex's annual day of service, they supported a number of local causes. These included SmartWorks who provide business attire for those interviewing to return to work, the Hammersmith Garden project to maintain a local school nature garden, and the Selby Trust community hub, helping them to repaint areas of the centre and maintain their fencing. This year they supported SmartWorks, who provide appropriate business clothing to people in need so that they can look smart for interview to help them gain employment. Support involved donating, sorting and ironing clothes ready for when they are required.

Communication of the company's mission and values starts on day one at Vertex's new employee induction and is something that the company feel very strongly about. They also have a recognition programme which focuses on the everyday implementation of the company values and rewards employees for the ways in which they do this.

As part of their on-going commitment to developing their staff, and ensuring they have the right people to take the business forward, Cestria have created the Stepping into Management Programme for staff who have high performance in their current role along with the ambition and commitment to work towards their first managerial role. The objectives are: To improve internal succession by developing a pool of high potential individuals, to provide a structured, challenging and rewarding development opportunity that will help to develop some of the core skills, knowledge and experience required to be an effective manager. To further enrich the current performance of high performing members of staff a number of their staff are involved in the HDN Mentoring Programme. The Mentoring Programme offers the opportunity for staff members to access an external Mentor for one-to-one professional development support and to attend Mentoring Workshops focused on a variety of career development topics. . As well as the HDN mentoring programme they have also launched an Internal Mentoring Program for staff who would like to mentor or be mentored by existing Cestria staff members. All staff have been given the opportunity to work alongside and gain experience of the role of another individual, and gain an insight into a particular work area through job shadowing. Cestria are keen to support staff to develop skills and/or gain qualifications which contribute to the achievement of agreed personal and career goals. Recently, with the help of funding, 10 people gained a nationally recognised qualification.

Cestria are currently working towards the Better Health at Work Bronze level Award and staff have completed a health assessment questionnaire to indicate the areas that the company should focus on. This has highlighted that diet, alcohol use and fitness are the three main areas to concentrate on, and a programme of activities is being arranged to improve wellbeing in these areas, along with campaigns such as Stoptober, Dry January and Mental Health month.

Their Staff SVQ programme at their Homeless Person's Project, Victoria House is an excellent example of how the Association supports employee development. They have an annual programme in place for staff going through the SVQ Level 3 in Health & Social Care and to date they have over 75% of staff through the programme which is well ahead of the completion target set by the Scottish Social Services Council. To maximise the support for staff going through this training, the Association invested in training two members of staff as SVQ Assessors this has made a tremendous improvement to the training experience for the staff taking part and it has meant that their training is more focused and minimises travel requirements and disruption to work patterns in this shift working environment.

At Cunninghame Housing Association staff are rewarded for their efforts in a variety of ways. One good example of this is the staff Christmas shopping days where all staff are given paid time off during December to do their Christmas shopping.

Learning surgeries have been held across Agency offices, providing people the opportunity to come together and discuss learning needs, training opportunities and to give feedback on various topics. They also have an in house essential management programme which aims to help all managers to harness potential, develop performance, manage projects and lead change.

Each office across the entire organisation has its own environmental champion who is in charge of maintaining and building the commitment to sustainable working policies. They monitor closely and record all electricity, gas and water usage across each site as well as any business mileage and the amount of waste they generate. They have also introduced a cycle to work scheme in an effort to increase the amount of ‘green travel' that the business undertakes.

The benefit package offers over 20 benefits to all employees. Key benefits include: free gym membership, right to buy additional holidays, life assurance policy, healthcare insurance, contributory pensions and as much free fruit as you like.

They are the primary ambassadors for a local charity. It is a charity designed to help identify, care and protect children who have suffered sexual abuse. Employees donate an amount of their salary on a monthly basis and Graeme matches this. Since sponsoring New Beginnings, the waiting list has gone down from 71 children to 7 but there goal is to get that wait down to 0.

The Morrison & Foerster Foundation was established in 1986 as a non profit organisation to help the partners make the best use of their charitable resources in each of the communities the firm serves. The Foundation encourages private giving by matching qualifying charitable contributions made by employees. These include annual matching gift allowances for personal donations to non-discriminatory organisations.

Counselling and assistance is provided for all employees with work related or personal problems that affect job performance. A wide range of leave options are also offered including adoption, family care, wedding leave and maternity returners are encouraged to take a return to work coaching programme.