Corporate responsibility
We are firm supporters of good corporate citizenship policy and practice. We recognise that companies have a positive role to play in developing a society that meets the needs of the present without compromising the ability of future generations to meet their needs.
Putting values into practice
At GSL we firmly believe that there is no one 'fit-all' approach to corporate citizenship. Each of our operating divisions is unique with its own set of historical and current relationships. Our practice reflects this diversity and is an essential ingredient of our company's corporate culture.
GSL's approach has been to provide leadership at the top - a firm commitment to best corporate citizenship practice - and, at a corporate level, to establish broad principles and parameters within which our operating divisions must operate.
Corporate governance
As a company we aspire to high standards of corporate governance. Our ethical policy demonstrates our commitment to openness, transparency, fairness, accountability and responsibility.
Health and safety and environmental responsibility
We are committed to high standards of health and safety and environmental care by:
- Complying with legislation and exceeding minimum legal requirements
- Managing efficient environmental management systems
- Educating and training our staff in carrying out their environmental responsibilities
Over the past year we have:
- Been awarded a four stars Health and Safety at work Award at HM Prison Wolds
- Commenced work towards obtaining IS0 14000 at HM Prison Wolds
- Appointed two health and safety auditors within our courts service division to build upon this initial survey and to take forward a challenging workplace audit of health and safety and human rights in over 250 workplaces
- Been awarded the Chartermark at HM Prison Wolds
- Trialling the new Euro 4 standard low emission diesel engines with plans to fit them to all replacement cell vehicles in 2002
Corporate community involvement
Our services are an integral part of the community. We are committed to encouraging and promoting wider corporate community involvement and engaging in dialogue and activity with the wider community in which our services are based.
Staff transfer
TUPE
Our experience in the transfer of staff under TUPE legislation is very extensive and, to date, some 40 major transfers have taken place involving around 5,000 people. GSL employs human resource professionals who specialise in employment law, its updates and its application.
We have been directly involved in the application of TUPE when transferring staff at all levels, including management, professional and technical grades, into GSL from both the public and private sectors.
Significant experience in managing TUPE transfers has demonstrated the importance of appreciating the conditions of employment and the culture of the organisations from which the staff are transferring. We aim to fully understand the sensitivities and complexities of transferring staff from one organisation to another. GSL recognises that people are our most valued asset and great care is taken to make the transfer a positive experience for all concerned.
GSL achieves consistent quality of service through major investment in its people. Training focuses on the delivery of relevant best practice, a culture of quality and the development and honing of management and leadership skills.
Every Public Private Partnership/PFI contract or services outsourcing requires sensitive ‘change management’ skills to facilitate the seamless transfer of employment contracts to GSL. Some examples of the organisations, services and numbers involved are detailed below.
Relationship with trade unions
GSL has long-standing and constructive relationships with a number of trade unions across a range of public and private sector activities. In particular, we have collective bargaining and recognition agreements involving the GMB, Unison, T&GWU, PCS and Amicus. Such agreements range from the formal ‘Whitley style’, with elected officers and formal agenda and minutes being prepared, to more informal arrangements involving Regional TU Officers or Lay Officials meeting with HR and local management.
GSL respects the right of individuals to belong to a trade union and complies with and facilitates employee consultation on trade union recognition and representation issues. We believe that constructive relationships with trade unions are beneficial both in employee relations and business development terms and in many areas we can operate on a true partnership basis, sharing information and consulting around areas outside of the traditional collective bargaining issues.
Market competence on HR issues
We recognise in GSL that many of our current or prospective customers have special issues around staff management and development and the protection and preservation of employment terms and conditions.
We have identified and developed particular market competences within GSL to be able to meet customer requirements in areas such as those detailed below:
Pension scheme provision
We recognise that public sector organisations in particular operate highly regarded and beneficial pension scheme arrangements for their staff, including final salary (defined benefit) schemes.
Under government outsourcing regulations – ‘Fair Deal on Staff Pensions’ etc. we appreciate that as an organisation we need to be able to provide ‘broadly comparable’ schemes that meet GAD accreditation.
GSL has a highly informed and professional Pensions Department that operates a wide range of pension plans within the GSL scheme that can meet GAD criteria in respect of local government, NHS, utilities, civil service or other standard pension scheme requirements. We also have experience of and can participate in Admitted Body Status (ABS) Schemes and we understand bulk service transfer issues.
GSL also operates a high-quality defined-contribution (money purchase) pension scheme arrangement through Friends Provident Assurance Company.
Agenda for Change
We recognise the introduction of the AfC package of employment terms and conditions in the NHS (replacing former Whitley and local trust terms and conditions) as a major step forward in pay equality and stabilisation.
As a responsible outsourced services provider, GSL welcomed the establishment of a more ‘level playing field’ for NHS terms and conditions. We are also members of the CBI Employment Group and have contributed to and encouraged the development of the National Joint Statement on the Application of AfC to outsourced soft FM contracts. As a result, both HR and operational management have worked to establish an understanding and appreciation of AfC terms and conditions, including the Key Skills Framework, to be able to effectively operate these arrangements where they apply.
Retention of employment model
GSL understands and appreciates the genuine concerns of trade unions and NHS employees regarding the potential for public sector staff transferring to private contractors to have their employment terms and conditions eroded.
Whilst this erosion was never part of the GSL outsourcing ethos, we welcomed the introduction of the ROE model for the PFI outsourcing of soft services activities. Since the introduction of these arrangements, GSL has developed a detailed understanding of the requirements of ROEM and has worked on a partnership basis with the relevant NHS trust and trade unions to ensure that these requirements can be implemented in a seamless fashion with minimum disturbance to transferring staff or service delivery.