This statement is published on behalf of Paytia Limited under section 54(1) of the Modern Slavery Act 2015. It covers the financial year ending 31st March 2026 and sets out the steps we've taken to make sure modern slavery and human trafficking have no place in our business or supply chains.
We're a UK technology company. We build secure payment tools for contact centres — the kind of places where agents take card details over the phone every day of the week. Our platform lets organisations take those payments without card numbers ever touching the agent's desktop or the contact centre's own systems, which is what keeps them inside PCI DSS Level 1.
Day to day, that means secure payment capture on live calls, telephony integrations that slot into existing contact centre setups, APIs so clients can wire us into their own systems, and hands-on compliance guidance for the teams using the platform.
We're a software business, not a manufacturer, so our supply chain looks nothing like a retailer's or a builder's. The bulk of our suppliers are cloud and hosting providers, software contractors and professional services firms, telecoms and connectivity providers, office facilities, and our legal, accounting, and advisory partners.
That puts our direct supply chain risk at the lower end compared to labour-heavy sectors. Lower isn't zero, though, and we don't treat it as if it were. We watch the extended chain closely, especially anywhere subcontracting or offshore work shows up.
Several policies sit behind this one, and they back each other up. Together, they stop modern slavery from getting anywhere near our operations.
This spells out the behaviour we expect from everyone at Paytia. It's not a box-ticking exercise — it reflects how we actually want to do business: ethically, transparently, and with integrity.
Our suppliers are expected to meet the same standards we hold ourselves to. The Supplier Code explicitly prohibits forced, compulsory, or trafficked labour, as well as child labour. If a supplier can't meet those terms, we won't work with them.
We want people to feel comfortable raising concerns — including anything related to modern slavery — without worrying about retaliation. Our whistleblowing policy makes that commitment clear.
Policies on paper don't do much on their own. In practice, every new supplier completes an assessment before we start working with them, we run background checks on the key ones, and our contracts include specific anti-slavery clauses — these aren't optional extras we negotiate away. We also reserve the right to audit any supplier's compliance with our standards, and we've used that right when circumstances called for it.
On risk assessment, we look at modern slavery exposure across all our business activities, not just the obvious ones. Geography and sector both matter — a software contractor in a well-regulated country is a different risk profile from a hardware supplier in an opaque supply chain. Suppliers we flag as higher risk go through enhanced due diligence before we sign anything.
We've mapped our operations and supply chains against modern slavery risk. Our direct employees are all UK-based, and the bulk of our spend goes to large technology vendors (AWS and Microsoft being the obvious ones) and professional services firms — legal, accounting, consulting. That's the lower-risk end of our footprint and we're comfortable with it.
What we watch more carefully is subcontracted development work, anything involving facilities management or cleaning, and hardware suppliers further down the chain where visibility thins out. That's where the risk stops being theoretical, so that's where the due diligence effort goes.
We don't take it on faith that things are fine. We track specific numbers to keep ourselves honest: the share of suppliers who've completed our modern slavery assessment, the number of concerns raised through whistleblowing channels, training completion rates across the team, and how many supplier audits we've run that include modern slavery checks. Those are the numbers that get reviewed — not a glossy KPI on a wall.
Everyone on the team needs to know what modern slavery looks like and what to do if they spot something that doesn't sit right. Our training walks through what the Modern Slavery Act 2015 asks for, what the warning signs actually look like in practice, how our own policies apply, and how to report a concern when one comes up.
New joiners get it at induction. After that, there are targeted sessions for procurement, senior management, and anyone running supplier relationships. This isn't a once-a-year tick box. We come back to it.
Over the coming year we're running a full review of our existing suppliers against modern slavery criteria, tightening the due diligence we apply to categories we've flagged as higher risk, and building out more specific KPIs so we can actually measure how well our prevention work is landing. We're also scheduling additional training for procurement and management teams, and tightening the modern slavery provisions in our supplier contracts.
Paytia's Board of Directors has reviewed and approved this statement. We're committed to getting better at this every year — not because the law says we have to, but because it matters. We'll review and update this statement annually.
If you have questions or concerns, get in touch with our compliance team at compliance@paytia.com.
If you have concerns about modern slavery in our business or supply chains, please contact us:
This statement is made pursuant to section 54(1) of the Modern Slavery Act 2015 and constitutes Paytia Limited's slavery and human trafficking statement for the financial year ending 31st March 2026.