Corporate Social Responsibility

Our relationships with stakeholders

The Board is committed to working in a responsible way that benefits all of the Group's stakeholders including our clients and suppliers, our people, the community and our shareholders. It also understands the importance of ensuring that corporate social responsibility is reflected in our business practices. 

In this report we outline how we seek to meet the responsibilities to our stakeholders and how we measure the Group's corporate social responsibility performance, now and in the future.

The Group has had no human rights issues and has issued no policies that need to be disclosed for an understanding of the development, performance or position of the Group’s corporate and social responsibility.

Clients and Suppliers

What we are doing

All subsidiaries report on how they manage their relationships with key clients. Their CEO or Managing Director, as the case may be, has signed up to the Group’s Anti-corruption and Bribery Policy which, together with the Ethical Trading Policy, is publicised to all employees. The Group has circulated a new Sustainability Policy which was introduced during the year.

The Group is committed to building strong working relationships with its suppliers, ensuring that they are aligned on quality, delivery, innovation, risk, and compliance. The Group operates a rigorous onboarding process which involves the completion of an in-depth questionnaire covering financials and other relevant information. They are also required to adhere to our Anti-corruption and Bribery policy.

We are committed to ensuring that there is no slavery or human trafficking within our supply chains and we expect our suppliers to adhere to the Modern Slavery Act 2015 (“MSA”). We have undertaken steps, as far as is reasonable and practicable, to ensure the requirements of the MSA are implemented within our supply chain. Our MSA statement can be found on our website at

Payment terms granted to clients are negotiated according to the amount at risk and the financial strength of the client concerned. It is the Group’s practice to agree payment terms with all suppliers, which will be adhered to, provided that they perform in accordance with the agreed terms. It is a disciplinary offence for any employee to breach the Group’s Anti-corruption and Bribery Policy.

Our People

All our employees are central to the Group’s success. The Group is an Equal Opportunities Employer and no job applicant or employee receives less favourable treatment on the grounds of age, disability, sex, sexual orientation, marital or civil partner status, race, colour, nationality, religion or belief. Employees who become disabled during their working life will be retained in employment wherever possible and will be given help with necessary rehabilitation and retraining. Wherever practicable, the Group will modify procedures or equipment so that full use can be made of an individual’s ability. The Group supports and promotes its’ staff’s wellbeing. Initiatives across the Group range from mental health training to in-house yoga classes.

What we are doing

The Group seeks to pay its employees competitive remuneration packages and incentives. We operate a Dignity at Work Policy to ensure that the Group provides a working environment free from harassment and bullying, and where employees do not behave in a manner which may be offensive to others.

Employees are regularly consulted by local managers and kept informed of matters affecting them and the overall development of the Group. This is supplemented by regular emails and other communications from the Chief Executive Officer on how the Group is performing, plans for the future and how individuals can contribute to achieving the Group’s aims.

How we are performing

We measure: gender split, overall, within senior management and at Board level; voluntary employee turnover; sickness absence and absence from work due to accidents or work-related illness. Each business applies appraisal systems relevant to their business and identifies training needs and wellbeing initiatives, as they arise.

Charitable Donations

In addition to focusing on one or two themes, such as mental health, or projects each year, the Group favours making donations to a broad range of charities. Donations are usually made in cash but may include the provision of time and materials to provide added value services for charities.

What we are doing

The Group supports charities in three ways: by setting and then donating an annual budget to charities serving communities in which the Group operates or to which employees or clients have a particular affinity; matching the total contribution made by the Chairman from foregoing a proportion of his fees and supporting fund-raising events for charities nominated by employees.

How we are performing

During the 2016/2017 year the Group made donations of varying sums to a wide spectrum of charities including: Dementia UK,  Mind (a mental health charity); Prostate Cancer UK; the UNCF (an American organisation that funds and promotes minority education);  Crisis UK (the UK’s national charity for homeless people); the Back Up Trust (that supports people with spinal cord injury; the Children’s Sleep Charity and the Lurie Children’s Hospital in Chicago.

Shareholder Relations

The Board attaches considerable importance to maintaining good relationships with shareholders. Effective two-way communication with institutional shareholders and analysts is established through regular presentations involving the Chief Executive Officer and the Chief Financial Officer.

What we are doing
The Board receives an investor relations report at each of its regular meetings. The Chief Executive Officer and the Chief Financial Officer conduct bi-annual analysts’ briefings and, where appropriate, meet with the Company’s major shareholders to further explain the Group’s investment proposition. A number of major shareholders have accepted the opportunity to meet Non-Executive Directors.

How we are performing
The Company’s top 20 shareholders hold approximately 72% (2016 – 68%) of the Company’s issued share capital. Those which have an obligation to notify the Company of their voting interests are found in the Directors Report in the 2017 annual report.

The Annual General Meeting is regarded as an opportunity to communicate directly with shareholders and the chair of the Audit, Nomination and Remuneration Committees will each be available at the meeting to answer shareholders’ questions.


Kin + Carta is committed to continuous improvement in its environmental performance and accepts that its responsibilities with regard to environmental protection rank equally in importance with other key business objectives. The Board is responsible for setting the Group’s Environmental Policy.

What we are doing

We continually monitor and work to reduce the Group’s carbon emissions, waste sent to landfill and water consumption.

What we report

We report our CO2 e emissions in line with the requirements of the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013. In doing so we have adopted the following methodology:

a) An operational boundary approach has been applied on Scope 1 and Scope 2 emissions in the UK using DEFRA’s Standard Set conversion factors for 2015.

b) Where actual energy consumption data cannot be obtained we have estimated emissions, pro-rata, based on the data recorded by similar sites in the Group. Using this methodology, the estimated emissions from these sites equate to 0.4% of the Group’s total emissions.

c) Scope 3 Emissions are not reported on as they are outside our operational control. The Board will, however, keep this under review.

How we are performing

The charts on page 30 of the 2017 annual report show the Group’s Scope 1 and Scope 2 CO2 e emissions and our CO2 e intensity measure (which is grams of CO2 e per £ of revenue).

Two further charts show that the Group’s waste sent to landfill and water consumption has continued to fall. This is attributable to a better and more accurate data capture of the waste to landfill and the water consumption.

The Group’s Environmental Policy and further information about the Group’s environmental performance during 2016/2017 can be viewed here.

Health and Safety

The Board regards the health and safety of the Group’s employees while they are at work as a preeminent duty.

What we are doing

The Board ensures that responsibilities for Health and Safety are properly assigned, accepted and fulfilled within the organisation. A Statement of the Board’s approach to Health and Safety is publicised at all of the Group’s sites and each subsidiary company’s CEO or Managing Director, as appropriate, has formally acknowledged their role in ensuring that managers and employees at each site are adequately conversant with their legal duties under health and safety legislation.

The first item on the agenda for each parent Board meeting is to receive a report on Health and Safety-related KPIs, selected to measure and manage the Group’s Health and Safety performance, which are as follows:

  • monthly and cumulative statistics on near misses, all accidents, all lost time accidents, total days lost, and Reportable Accidents; the Group’s Accident Frequency Rate, the Group’s Injury Incidence Rate and a report on employment liability insurance claims;
  • the circumstances of any lost time accidents and Reportable Accidents and management action taken as a result are also considered; and
  • Group initiatives for improving Health and Safety performance.

The Group operates a bespoke online Health and Safety Management System for:

  • reporting accidents and near miss incidents;
  • hosting a Health and Safety document library; and
  • applying standards of accreditation to contractors who apply for consent to work at our sites.

How we are performing

The total number of accidents at the Group’s sites for the year ended 28 July 2017 which resulted in at least seven days’ absence each was four (2016 –  three). There were no major injuries during the year. The number of days’ work lost from all accidents at work was 201 days (2016 – 472).  This is a 57% improvement on last year. The number of ‘near miss’ events recorded during the year was 1,095 (2016 – 1,410).

The Group continues to strive for improvement in its safety performance and is focussed on a safety culture shift, via the deployment of behavioural-based safety techniques, whilst maintaining compliance with all statutory requirements.

A copy of the Group’s Health and Safety Policy and performance data for 2016/2017 is available here.

Cookies on this website

We use cookies to ensure that we give you the best experience on our website. If you continue without changing your settings, we'll assume that you are happy to receive all cookies on the Kin and Carta plc website. However you can read our cookie policy here.