Fair Deal

Retail

Modern Milkman

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Teams communicate regularly via the messaging system Slack which enables them to chat and interact with colleagues in real time, as well as share updates and information as it happens within the organisation. Meetings take place virtually, cutting down on the time spent travelling to different locations.

Annual and quarterly goals have been set across the company and within departments. A monthly all-hands Zoom call updates staff on company performance. It includes an opportunity to ask the senior leadership team questions. Digital platforms have been consolidated across the business to simplify processes.

The company's philosophy is to review salaries continually and reward staff, based on their efforts and commitment to the business. It means that while there is an annual pay review to assess everyone across the business, salaries are reviewed against performance and staff are rewarded more frequently.

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Property

Ashtons

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In an annual campaign called "For life's great causes", the agency works with about 20 local charities. It promotes their work through its website, offices and social media and asks staff and the public to vote for the charity they want to receive cash. A £10,000 donation is divided between the three winners.

The Ashtons Diploma develops entry-level staff, giving them a year's training that incorporates spending time in every area of the business. The company supports industry-recognised training, such as that of the National Association of Estate Agents, encouraging all employees to undertake the courses and gain qualifications.

In an industry where staff traditionally work long hours, the agency has reduced working hours and weekend working for staff, without it affecting pay. It resulted in employees gaining an extra 12 days off a year.

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Technology

Advanced

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To thank staff for their hard work and resilience throughout the pandemic, Advanced introduced its #SummerFridays initiative. This saw every colleague gifted nine half days extra annual leave throughout the summer months to use as they like - from bike rides and walks to picnics and gardening.

With faith and trust in its hiring process, Advanced no longer sets probationary periods for new starters. Instead, it says it gives everyone the best chance of success in their roles by setting clear objectives and personal development plans from their very first day.

To reward the top performers in the organisation, Advanced runs a quarterly talent review process, which gives the opportunity for employees to be given a salary increase at least once per year. Guided by a tool called the 'Advanced Performance Score', people data from six different areas is pulled and analysed.

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Retail

Cosatto

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The monthly 'Cuddle with a Cause' initiative sees the organisation donate £1000, to a charity or cause that has been nominated by one of their team members. Cosatto also works closely with a the charity Mary's Meals, donating 40 pence from every highchair they sell to feed children in education.

A monthly profit-related bonus scheme sees employees rewarded for good company performance. Based on a simple scheme relating to a published scale of profitability, employees can receive a pre-determined bonus from 10% to 40% of their monthly salary. Every employee receives the same percentage bonus, making for a rewarding and motivational initiative.

To allow staff to look after their wellbeing, Cosatto encourages going for walks, taking breaks from the screen and regular 1-2-1 sessions. A free, independent counsellor for employees and their families is available, and a 2-hours-a-day ‘no meeting zone’ has been established where no Zoom calls or face-to-face interactions can be arranged.

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Technology

Spitfire Audio

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The company has a new child leave policy that applies not only to biological mothers, but to males and females who adopt, foster, have a child with a surrogate, are in same-sex partnerships or are single parents. It offers 52 weeks' leave, including up to 26 weeks' leave on full pay.

As well as providing mental health first aiders and free stress counselling, Spitfire Audio runs a free "socials calendar" which offers staff a mixture of monthly wellbeing-orientated activities, such as yoga, creative opportunities, including pottery and painting, and foodie events, such as pizza-making.

The company gives more than 1% of its annual turnover to organisations that nurture the musical talents of young people, promote gender, ethnic and economic diversity in music — particularly orchestral music — and to organisations near its London headquarters, such as Saffron, which promotes gender equality in the music-tech sector.

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Manufacturing

MBDA UK

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Dynamic working allows employees to work flexible hours to fit around their needs. The company also pays overtime for anything beyond its standard 37-hour contracted week. Employees can choose to have the monetary value of their overtime paid as part of their next month’s pay, or the hours can be converted to "flexi-leave" days.

Staff can claim £150 per year to support external learning, such as language lessons, software courses, football coaching and Open University modules. The Momentum and Connect programmes focus on personal development, backed up by Careerbuilder, which incorporates videos, e-learning modules and enables staff to build a CV and receive feedback.

All news starters have two inductions. The first is led by the individual’s manager and focusses predominantly on their role. The second induction is delivered at a later date and acts as an introduction to the wider business, with sessions led by leaders of each department across the business to encourage inter-departmental collaboration.

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Not For Profit Body's

Seafish

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Seafish's results-only working environment is a key attraction for staff. Having worked this way since before the pandemic, the company is committed to creating an environment where its people are trusted to take responsibility for their own success in a way that works for them.

"New squids on the block" is the name give to those joining the company. Staff comment on how friendly and welcoming the organisation is. It believes its people are its best asset and it showcases that belief throughout the recruitment and onboarding journey.

Keeping a sea theme, the company organises beach cleans and hosts fish and chip lunches, for which Seafish matches the cost of the lunch and donates it to the Fishermen's Mission.

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Housing Associations

Monmouthshire Housing Association

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To recognise their efforts during the pandemic, staff were given an extra day of annual leave. The association also introduced a week-long Christmas shutdown. Both measures have become permanent.

Online team activities ensure staff maintain team camaraderie and build some fun into the working day. Peer support is offered to those who look after tenants in difficult circumstances. With staff working at home, being able to download about stressful situations and have the support of colleagues is even more important.

Staff use volunteering days to support local charities. One project involved clearing a garden in a children's therapeutic centre in Abergavenny. They also give demonstrations, such as making Christmas decorations, or talks on local history, for example, to groups of older people in the association's sheltered housing schemes.

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Beloved Homecare

Training takes on a real-world feel, with the top floor of the Beloved office filled with equipment frequently found within a client's house. This provides an immersive experience to help staff understand the challenges they are likely to face when working independently. The setup allows staff to develop their confidence, situational awareness, and decision-making.

A company car scheme allowance is offered to staff that have been with the company for 12 months. Enabling employees to purchase a new vehicle they may not have been able to other wise afford, the deal also provides a reliable means of transport meaning disruption to work is less likely.

Managing Director, Mark, along with supporting staff, have been getting stuck into a garden project at their local hospital. The project, started by one of their clients who had previously received treatment there, aims to improve the communal gardens through the planting of trees and flowers in the grounds.

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Charity's

Young Devon

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The charity has a good mix of senior leaders who have been in the organisation for up to 20 years and those for fewer than five. This keeps some of the history and narrative of Young Devon in balance with the constant need to develop to meet young people's needs.

Young Devon has developed a set of annual workforce commitments and in the past year these have included improving public awareness of its work – achieved through changes to its marketing and partnerships with the BBC and local companies – and reviewing pay and benefits, including implementing the national living wage.

Employees get 30 days' annual leave – in effect 38, including bank holidays and the like. This amounts to 10 days more than statutory and five days more than UK average. The charity believes this is crucial recovery and rest time for staff who undertake demanding work with young people.

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What are companies doing with regards to 'Fair Deal'

What effect will focus on the 'Fair Deal' factor have?

Modern Milkman

Ashtons

Advanced

Cosatto

Spitfire Audio

MBDA UK

Seafish

Monmouthshire Housing Association

Beloved Homecare

Young Devon

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