Social Values Policy Statement 2025 | BoostPay

1. Introduction 

BoostPay was established in 2009 with the objective of delivering a tailored payroll service to clients and candidates, built on the Founders’ extensive experience of developing client relationships, great service and fully compliant payroll. 

BoostPay’s senior management is committed to minimising the impact that its business activities have on the environment and to positively influence the communities they operate in. 

The policy statement sets out BoostPay’s goals, targets and aspirations and highlights how we expect to achieve these for the newly diversified service offering. 

Due to the rapid pace of change, the Company has identified 2026 as its baseline year to capture, measuring and reporting on the factors highlighted in this statement. The results will help to form our reduction and improvement targets with the aim of achieving our goals and embedding sustainability and social responsibility across our operations and supply chain by 2030. To support this, BoostPay aims to publish an impact statement at the end of 2026. 

2. Scope 

Our approach is built on three fundamental pillars: 

1. Protection of the planet: minimising our environmental footprint 

2. Empowering our people: fostering inclusive growth and wellbeing 

3. Promoting prosperity: creating sustainable value for all stakeholders 

The aims, objectives and actions in place to achieve them highlighted in this statement are applicable to all BoostPay’s business activities. We have utilised the following UN Sustainable Development Goals (SDGs) to align our strategy with: 

• SDG 7: Affordable and Clean Energy 

• SDG 8: Decent Work and Economic Growth 

• SDG 10: Reduced Inequalities 

• SDG 12: Responsible Consumption and Production 

• SDG 13: Climate Action 

• SDG 15: Life on Land 

• SDG 17: Partnerships for the Goals 

3. Responsibilities, approval and review 

This policy statement is approved by BoostPay's board of Directors, and it is their responsibility to ensure that it is implemented throughout the wider Group. The Director of each division is responsible for supporting this throughout their division and ensuring that all employees and contractors representing their division understand and are committed to the objectives. 

BoostPay’s Social Values committee meets monthly to review performance against targets and disseminate improvement and action plans through the group. The Board is represented in the Social Values committee and updates are regularly reported into business owners 

BoostPay’s Compliance department are responsible for reviewing the implementation of the agreed actions across BoostPay’s offices and sites. Any non-conformance or areas for improvement identified will result in corrective action plans monitored to close out. 

This policy statement and associated strategy will be reviewed annually by senior management to ensure it is still relevant, applicable and that the aims set out are being achieved. 

4. Strategy and implementation

4.1 Protection of the planet 

BoostPay is committed to minimising its environmental impact across the scope of its operations and has identified the following areas of focus to help achieve this. 

Energy Consumption 

Aim: To transform our energy portfolio to maximise efficiency and utilise renewable energy sources. 

Actions: 

1. 2025: Publish an impact statement reporting on data owned and identifying gaps 

2. 2026: Capture baseline data to identify current status 

3. 2027: Establish realistic, quantifiable reduction targets and implement actions. 

Carbon neutrality and greenhouse gases 

Aim: To achieve significant Scope 1 reductions by 2030 

Actions: 

1. 2026: Capture relevant GHG data and establish GHG inventory 

2. 2027: Use data to establish quantifiable 2030 Scope 1 targets 

Waste management 

Aim: To reduce waste production as far as practicably possible 

Actions: 

1. 2025: Publish impact statement to report on data owned and identify gaps 

2. 2026: Capture baseline data to identify current status and establish reduction targets and action plan 

3. 2027: Implement waste reduction actions 

4. 2028: Begin work on centralising waste management to drive efficiency and improvement

   
   

4.2 Empowering our people 

BoostPay has identified the following three areas of focus to help empower all stakeholders 

Diversity, equity and inclusion 

Aim: To create an inclusive workplace reflective of the communities we serve 

Actions: 

1. 2025: Carry out workforce diversity and pay gap analysis for directly employed workers and include in impact statement 

2. 2026: Establish improvement targets and measurable KPIs 

3. 2030: Increase diversity in senior management roles.

Ethical resourcing 

Aim: To ensure all business relationships uphold the highest ethical standards 

Actions: 

1. 2026: Achieve a minimum of 80% agreement to our Supplier Code of Conduct 

2. Ongoing: Implement ethical resourcing training for all colleagues working in this area 

Modern Slavery 

Aim: Eliminate all forms of modern slavery from our operation and supply chain 

Actions: 

• Ongoing: Continue with Ongoing Management Review (OMR) of all labour only supply chain to ensure continued compliance 

• 2026: Conduct modern slavery risk assessment within remaining supply chain by the end of Q2 

• 2026: Implement compliance software to help improve modern slavery detection

  
  

4.3 Promoting prosperity 

We have identified the following areas of focus for creating sustainable value for our stakeholders: 

Sustainable procurement 

Aim: To ensure sustainability is integrated into every purchasing decision 

Actions: 

1. 2026: Conduct a supplier environmental risk analysis 

2. 2027: To ensure that all staff involved in procurement have received sustainability training 

3. 2028: To achieve 80% of Group spend with suppliers who have signed up to the Sustainable Procurement Policy. 

Community investment 

Aim: To create shared value within the communities where we operate 

Actions: 

1. 2026: To create 1 volunteer day per year for all colleagues 

2. 2026: To establish a measuring and reporting mechanism for social return on investment 

Project specific goals 

In addition to this we will set project specific targets dependent on our role in the project, the length of project and our ability to control and influence factors involved. We will report on the impact of these at the end of 2026 and they will help to shape our vision thereof. 

5. Monitoring and reporting 

BoostPay will produce an impact statement at the end of 2026 to demonstrate current performance against this statement and identify any gaps. We will also identify which data we need to capture for our baseline year in 2026 and develop mechanisms for capturing and reporting on this. 

Key Performance Indicators (KPIs) will be established to monitor performance. Each target established will be supported by specific KPIs which will be: 

• Measurable 

• Time-bound 

• Relevant 

• Assignable 

Once established the KPIs will be incorporated into annual business planning, divisional budgets, strategic decisions and new business opportunities. 

BoostPay’s reporting framework will be established to incorporate the following: 

• Monthly performance reports 

• Quarterly updates to all relevant stakeholders 

• An annual impact report 

• Specific KPI reporting for external frameworks where required. 

  
  

We also welcome and social and ethical auditing programs required or requested by our clients (e.g. SMETA). 

Name: Eileen Breeze

Position: Director

Date: January 2026