Skip to main content

Fair Work Statement

Fair Work First - Statement of Commitment

The SCO is committed to supporting the principles of Fair Work and Voice. Its Fair Work Statement of Commitment follows the five dimensions of the Fair Work Framework, as outlined in the Fair Work Convention’s Vision & Framework for Fair Work in Scotland, which are:

  • Effective Voice
  • Opportunities
  • Security
  • Fulfilment
  • Respect

The Statement details our practice in each area:

Effective Voice

The SCO supports regular dialogue with the workforce by:

  • Creating regular opportunities for staff and players to contribute on important issues (e.g. strategic planning and artistic programmes).
  • Facilitating a staff-led Health and Wellbeing Forum.
  • Conducting annual Performance Development Reviews which capture development and training opportunities for all members of staff.
  • Running fortnightly staff meetings.
  • Running Orchestra Committee meetings every 8 weeks involving members of Senior Management Team and Orchestra Advisors. OAs are six Performing Members chosen by and from within the Performing Membership of the Company. Chaired by the CEO, The Orchestra Committee is a formal sub-committee of the Board of Directors and as such acts in an advisory capacity to the Board.
  • Encouraging players to provide constructive feedback on guest conductors and soloists.
  • Running regular team and cross departmental team meetings.
  • Running regular 121s with all staff.
  • Sharing Weekly Updates with staff, players and Board (with input from all members of the Company).
  • Running project development and project evaluation meetings for Creative Learning projects, involving staff, players and Project Assistants.
  • Fully supporting the involvement of the Musicians’ Union, working together with the Orchestra’s elected Union Steward.
  • Recognising the role of the Association of British Orchestras in negotiating the ABO/MU Casual Concerts Agreement and actively contributing to discussions which feed into the work of the negotiating committee.


Opportunities

The SCO seeks to maximise the opportunities for players and staff to progress, based on the principles of fair opportunity.

  • Working with a professional partner organisation to ensure best practice, we have a full suite of HR policies and processes covering all aspects of the organisation.
  • Recruitment policies prioritise and target diversity and equality of opportunity. This includes actively seeking to increase diversity when recruiting staff, players and board members and putting specific measures in place to achieve this (e.g. open calls for first-round (audio only) anonymised auditions). All policies are regularly reviewed and updated by the Board of Directors.
  • Working with the Association of British Orchestras, Musicians' Union and Black Lives in Music, aiming for best practice in recruiting players to the Orchestra.
  • Aiming to offer equalities training to staff and players through partner organisations (e.g. Black Lives in Music).
  • Including Equal Opportunities monitoring and analysis within the recruitment of Board, staff and players.
  • Running a Player Development and Wellbeing Fund which has clear guidelines and supports access to playing-related healthcare treatments and continuing professional development opportunities for Performing Members.
  • Supporting Performing Members to take responsibility for recruitment of new players into the orchestra


Security

The SCO aims to provide stability and predictability of employment, working time and income.

  • We give clear written information on all contractual matters via a Staff Handbook, which includes detailed policies outlining rights and responsibilities. We also signpost staff and Performing Members to independent advice and support where appropriate.
  • We regularly update our Performing Members’ Code of Practice in conjunction with the Orchestra Committee.
  • Performing Members have the security of being offered all the Orchestra’s work, whilst retaining the flexibility to seek a certain amount of additional work elsewhere as appropriate.
  • The SCO pays all interns and ensures the Real Living Wage is paid to all SCO employees. We are a Scottish Living Wage accredited employer.
  • We annually assess our pay policy (via a board level renumeration committee) and have an agreed Remuneration Policy.
  • We do not use practices that diminish workers’ terms and conditions, such as Fire and Rehire practices.


Fulfilment

The SCO invests in development of skills, career advancement and employee engagement.

  • Our workplace practices rely on a high degree of trust and collaboration, enabling our staff to structure their tasks and delivery approach.
  • We maintain a Player Development & Wellbeing fund to support CPD/Health and Wellbeing requests for Performing Members.
  • We offer opportunities for players to develop their skills and interest in areas such as, but not limited to, programme curation, presentation, workshop leading, conducting, and chamber music.
  • Wherever possible, we also support players’ requests for time limited sabbaticals to develop professional interests outside of the SCO.
  • We have introduced a consistent approach to performance appraisal which requires regular dialogue to ensure staff feel supported, tasks are on track and any unforeseen barriers are addressed. We seek feedback from Managers on the effectiveness of this approach.
  • We regularly update our knowledge about the skills and experience of our staff as part of our approach to talent management.


Respect

The SCO aims to ensure its workforce is respected in terms of (for example) health, safety and wellbeing regardless of role or status.

  • We set clear values that foster respect for the organisation during our strategic planning process. 
  • We promote openness and the sharing of ideas.
  • We have systems and procedures in place to manage a comprehensive range of flexible and hybrid working arrangements (including flexible working to support childcare) from day one of employment.
  • We have specific policies which address issues of bullying, harassment and discrimination which are available to all.
  • We have robust systems in place to regularly review identified risks related to the health, safety and wellbeing of our workers and can report positive improvements (e.g. accident reporting; work-related absence and grievance procedures).