There are 101,782 results relating to "employee assistance programme"
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Committee reports
Date published:
8 November 2022
Pre-Budget 2023-24 - Cost crisis and the third sector
We ask the Scottish Government to provide a detailed breakdown of the programmes impacted by the £800,000 reduction in the third sector budget for 2022-23.
Last updated:
20 June 2023
Chamber_Minutes_20230620
Ministerial Statement: The Minister for Drugs and Alcohol Policy (Elena Whitham) made a statement and answered questions on Medication Assisted Treatment (MAT) Standards Implementation. 5.
Last updated:
30 April 2024
BB20240430Rev
Post-legislative scrutiny of the Social Care (Self-directed Support) (Scotland) Act 2013: The Committee will consider a draft report on phase 1 of its scrutiny, and its approach to phase 2 of its scrutiny. 6. Work programme (in private): The Committee will consider its future work programme. 7.
Committee reports
Date published:
20 February 2019
Business Support - Advisers
Advisers
Some inconsistency arises from the varied offering of workshops and programmes by different Business Gateways.
Last updated:
25 July 2022
PE1942_A
We are committed to improving mental health and wellbeing, including that of nurses and other employees, and to ensuring that all employees are supported in an inclusive and fair workplace.
Last updated:
24 November 2022
Moray Growth Deal Full Deal Document
This comprises a dedicated Programme Manager who has access to support staff to assist in managing the Deal programme.
SPICe briefings
Date published:
8 March 2021
Scottish Tourism and COVID-19 - Tourism targeted support
In January 2021, the Tourism & Hospitality Talent Development Programme - a Scottish Government funded leadership, management and supervisory training programme - was launched.
Last updated:
5 October 2022
PE1942_C
Edward Mountain MSP submission of 5 October 2022 PE1942/C: Encourage peer support programmes in public sector organisations I am very sorry that I am unable to be present at the Petition Committee.
Last updated:
31 January 2025
FMPG Written Submission David Tydeman former CEO FMPG to PAC 30 Jan 2025
. • the current chairman was appointed as a director in Feb ’23 on his return from Australia and I welcomed the opportunity to assist in the recruitment process during late ’22. • an interim CFO joined the business for Jan ’23 to Feb ’24, unusually not becoming a director (companies house). 1 • during ’22, in addition to reporting to the board and NZET committee: o I reported to the finance minister (until her departure for maternity leave) working with the sponsoring directorate in SG (which changed from ‘Cobra’ to ‘Economic Development’ during ’22), o then to the deputy first minister, o and then to subsequent ministers in ‘23/’24, o there were also many changes of staff in the sponsoring teams as these changes took place. • two new NxD’s joined the business in early summer ’22 and three NxD’s left the business during ’23. • two new NxD’s joined in the second half of ‘23, taking up new roles with the Remuneration and Audit committees later in Q4 ’23. • annual reports at Companies House comment on the role of sub-committees - Audit and Risk, Health and Safety, Remuneration & Operations, o I welcomed the improved governance routines developing during the second half of ’23 with the new NxD’s. • one new NxD joined in Jan ’24. • as previously noted in evidence to NZET committee and other public forums, there was very significant staff turnover – office, admin, technical and trade skills – over the years since FMPG was set up in 2019. o the departure of two senior managers during ’23 noted by the AG should thus be seen in context of the change in work mix as Glen Sannox progressed, Glen Rosa continued towards launch and “under- 1 recoveries ” started to build up - and the overall need for reduction in staff costs increased: th the FMPG annual accounts filed at Companies House 9 January ‘25, identify: • the FY24 total payroll cost of £12.71m (for permanent employees - 276 ops, 20 admin, excluding directors), 2 • down significantly from FY23 at £13.33m (305 ops, 18 admin & excluding directors). 1 as explained by the CFO in NZET committee in Dec ’24 – these are overhead, management and other costs of FMPG which can’t be charged to the ferry contracts. 2 In contrast, the FY22 figures, excluding directors, £11.93, 318 Ops, 14 admin, highlights the increases in staff, changes in staff mix and competence levels actioned by me and my team during my first twelve months. 2 • the 12-month secondment agreement between CMAL and FMPG was set up and announced in Feb/March ’22 and approved by the chairman and CFO at the time. o a variation to the contract was agreed in late ’22 with CMAL to extend the duration and to enable the secondee to be openly confirmed as ‘Ship Director’ for the build of Glen Sannox. 3 o The short-term contract for his consultancy was set up at the same time, although this unexpectedly stretched to a longer term as Glen Sannox programme slipped.
Last updated:
11 April 2022
20220411_MinTransport_to_Con_POFerries
There must be meaningful dialogue between employers and employees and their trade unions, to ensure employees are treated fairly.
