Corporate Social Responsibility

The Board believes that we have a responsibility to play a constructive part within the community at large, and that social, environmental and ethical matters are part of the investment mix in order to create along-term sustainable business.

Aware of the importance of Corporate Responsibility to our employees, the Group’s key message over the last five years,has been that being a member of the Harvey Nash team also means being a valued contributor to society. Our employees are enthusiastic about people and are always ready to support programmes that benefit the community. 

The Board encourages employees to make their own personal choices; personal political affiliation, participation in the democratic process and financial support for worthy charities and community projects by employees is actively promoted. The Group does not take responsibility to do this on employees’ behalf. The Group is not aligned to a particular political party and neither does it make political donations or material charitable grants.However, detailed policies and activity is available for each country as appropriate. A few examples of recent activity and the Group’s general policies are described below: 

(a) Environmental policy

The Group’s operations, being services, are inherently less damaging to the environment than other business sectors. However, the Board recognises that the business must minimise its impact on the environment and utilises recommendations from the Carbon Trust to reduce the carbon foot print of the organisation. The Group’s environmental policy statement commits our company to: 

Re-cycling - reducing the overall amount of waste being sent to landfill by separating out materials for recycling;

Water - making use of mains water supply for personal consumption through on site water filtration and purification;

Efficiency - optimising the operation of building cooling and heating systems;

Energy - introducing low energy lighting wherever appropriate and feasible;

Technology hardware and software - software automatically switches off computers to reduce consumption of power;

Travelling - promoting the use of public transport and increased use of video teleconferencing and online webinars;

and Procurement - processes are in place to ensure that the procurement of goods, services and material capital items such as property seeks wherever possible to reduce the Group’s carbon footprint.

(b) Charitable, political and work in the community

A number of senior directors in the business are involved with projects and work in the community.

Harvey Nash employees on not-for-profit advisory boards:

Magnus Tegborg, Managing Director of Harvey Nash’s Nordic businesses is chairman of the nomination committees for the City of Stockholm board and for the nomination of Members of Parliament for the Stockholm region. 

Rhona Hutchon, Market Director Edinburgh, is Co-Chair of Byte Night Scotland. 

Some examples of charitable activity:

In the US our Chicago office supported i.c.stars, a charity supporting low-income young adults, and Hire for Heroes, an initiative that creates job opportunities for US military, through providing event support and career advice workshops. Our San Francisco office supported Food Bank’s Fight Against Hunger campaign by distributing fruit and vegetables to low-income families. 

In Germany, employees participated in a company run of Nuremberg as well as a 24-hour shared cycle ride on a static bike, both activities contributing to several charitable organisations. There were also activities to support the Olga Hospital which helps sick children and their parents.

In Sweden, support was given to the Swedish Childhood Cancer Foundation through a number of activities – including sponsored bike rides. In addition, there was support for Hand in Hand, a charity which aims to eliminate poverty through helping individuals to help themselves. Employees helped a number of charities recruit senior executives on a cost neutral basis. 

In Vietnam, there was a wide range of activities targeted at supporting children in need and the poor including the Ha Noi Run for children which raised funds and awareness for healthcare issues in Vietnam. 

In the Netherlands, employees participated for the third year in the annual Unicef run of Breukelen, a sponsored run for charity. 

In the UK, throughout the country our offices have been actively involved in working with local schools to provide career advice and guidance. In London, various activities including bucket collections, Byte Night and static cycling outside our Heron Tower head office, generated over£15,000 for a variety of charities. Our Mortimer Spinks business made a major contribution to Red Nose Day, involving most staff from all three offices and raising over £1,300. Impact Executives raised £1,000 for The Wopila Foundation helping build schools for children in Africa. In Scotland, we raised £3,000 as part of Byte Night. 

(c) Employee engagement

Engagement is built partly on respect for the organisation and its leaders; partly on knowing what’s going on; partly on the ability to influence and achieve; and partly on opportunities for people to grow and develop. The Group has plans to meet expectations in all these areas(particularly in the areas of Leadership and Development) and progress is measured in an annual Employee Engagement Survey. 

The Group’s commitment to its employees means that it takes actions to achieve a common awareness of all employees in relation to the financial and economic factors that affect the performance of the company. Employees are also systematically provided with information on matters of concern to them and are consulted on a regular basis to ensure that their views can be taken into account when making decisions that are likely to affect their interests. 

The Group is a strong meritocracy, where talent and contribution come first. An attractive culture and strong, commercial corporate values are at the heart of what we do. Integrity, transparency, fairness,passion and excellence in delivery to our clients are just some examples of the professional attributes to which we all aspire. We always aim to work in the longer-term interests of our clients and candidates and we know this, in turn will work in the longer-term interests of our shareholders. 

The Group underlines this commitment with our membership of the Recruitment and Employment Confederation which requires the Group to observe the highest principles of ethics, equity, integrity, professional conduct and fair practice. 

(d) Equal opportunity and diversity

The Harvey Nash Group fully supports the aims of the UK Equalities Act 2010. We believe equality and diversity is necessary for: 

individuals: everyone has the right to be treated fairly and the opportunity to fulfil their potential;

the economy: a competitive economy and successful organisations draw on all available talent;

and society: a more equal society offers more stability in the long term which is attractive to business.

Network 4 Net-Worth was established in the USA, this is a young professionals networking organisation that aims to build lasting professional and personal relationships through group networking and personal development sessions. The key focus is on Generation Y with an emphasis on the promotion of diverse talent pools. 

Inspire is the fastest growing senior professional network within the executive recruitment sector, and was established by senior businesswomen from Harvey Nash’s Executive Search division with funding from the Group.Inspire is a unique forum for senior business women to meet and exchange ideas and experiences with their peers with a mission to promote female board and executive participation. Membership has grown to over 3,000 board level members in San Francisco, New York, London, Stockholm and Hong Kong. Through events,forums, white papers and influence, Inspire plays a major role in promoting gender balance in the boardroom and within the company. This is achieved through an active extension of the pool of talent in which shortlists are put together. 

In 2012 we launched Aspire – the network for senior level women who wish to progress to board positions. Through the network our aim is to improve the supply of talent at board level. 

Harvey Nash Scotland’s participation in the Girl Geek dinner network is also aimed at supporting the community of business women in the technology and creative sectors. 

Harvey Nash regularly chairs and hosts trade delegations to Vietnam. The Group also recognises the valuable contribution made by the government of Vietnam in enabling increased investment and trade between Europe and Asia and is actively involved at ministerial level, not only lobbying on behalf of business but also engaging with the Vietnamese leadership on the strategic challenges and opportunities facing South East Asia. 

Harvey Nash not only ensures that employment decisions are made consistent with equal opportunities legislation in each country, but the Group actively encourages a diversity consciousness among its management, staff and clients. One of our key principles is that the Group’s senior management is made up of nationals in the country in which they operate, who understand the market and are naturally integrated in the local business culture. 

Due consideration is also given to the recruitment,promotion, training and working environment of all staff including those with disabilities. 

(e) Health & Safety

It is the policy of the Group to take all reasonable and practicable steps to safeguard the health, safety and welfare of its employees,visitors and other persons who may be affected by its activities. 

The Group: 

assesses the risk to health and safety;implements safe systems at work;

provides information, instruction and training;

and regularly reviews its policies.

(f) Supplier payment policy

It is the policy of the Group to agree appropriate terms and conditions for transactions with suppliers (from standard terms to individually negotiated contracts) and that payment should be made in accordance with those agreed terms subject to compliance with the agreed contractual supplier service levels. 

The Group endeavours to pay sub-contractors providing technology services within 26 days (2012: 25 days) of receipt of their invoice.

This contrasts with the Group’s trade debtors who settled their invoices within 42.5 days (2012: 45 days).

Other trade creditor days of the Group for the year ended 31 January 2013 were 55 days (2012: 58 days) based on the ratio of Group trade creditors at the year end to the amounts invoiced during the year by trade creditors. The Company has no trading activity.

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