Perceived unfairness in the employment relationship carries a cost. The Level Playing Field Institute (2007) estimated that unfairness cost US employers US$64 billion annually. In the UK, The Fair Treatment at Work Report (2008) highlighted significant issues with pay; hours required to work and annual leave as sources of unfairness. More recently the BBC has been embroiled in inequality in gender-related pay. Fairness as construct is slippery and contested. Given its importance to the health of the employment relationship, the CIPD and the Centre for Performance-led HR at Lancaster University explored and synthesised possible lenses applied in judgments about (un)fairness. This session explores the different lenses in that report and discusses some of the implications of this research.