Fairness lies at the heart of ethical reflection and decision-making across cultures, though its practical application varies with context. In organizational settings, fairness is often tested in decisions about granting second chances to employees who have acted unethically. While fairness is commonly understood as impartial and unbiased treatment, it does not entail identical treatment in all cases. Rather, it demands consistency across situations that are comparable in ethically relevant ways, and justifiable differentiation where morally significant differences exist. This chapter examines fairness as a key dimension of the Second Chances Framework, closely tied to precedent and the principle that equal cases should be treated equally. Three guiding questions frame the analysis: Is the decision proportionate to the seriousness of the ethical misstep? How can overreaction and underreaction be avoided? Which features of the case are ethically relevant when compared to past or parallel cases? A case study of a top-performing team leader who bypassed critical safety procedures highlights the tensions between fairness, organizational values, economic pressures, and the risk of moral hazard. The chapter demonstrates how fairness considerations shape organizational culture, signal priorities, and establish precedents for future dilemmas regarding second chances.