LAST UPDATE | 28 APRIL 2026
Opening statement
This statement sets out the efforts we have undertaken to address modern slavery - particularly, by understanding the specific risks to Perk (including forced labour and human trafficking) in our operations and supply chains on a global level.
Our Evolution in 2025
The past year marked a transformative period of growth and integration for our company.
Here are a few highlights:
Following the 2024 acquisition of AmTrav, we have made increasing headway in the alignment of integrating their team, from labour & compliance to operational processes.
We acquired a new company, Yokoy, an expense management leader with a presence across Europe.
We officially rebranded from TravelPerk to Perk. While our name and visual identity have changed, our legal entities, addresses and, most importantly, our commitment to ethical leadership remain steadfast.
Our Values in Action
As we scale toward our ambition of becoming a 100-year company, our core values serve as
the non-negotiable framework for our growth:
A 7-star experience: We believe that excellence is inseparable from ethics, and this transcends across our newly acquired companies.
Impact over effort: In 2025, we moved towards deep integration. By aligning AmTrav and Yokoy with our rigorous standards, we are working towards growth that does not come at the expense of our integrity.
Be a good person: Our updated Code of Conduct reflects the new “Perk” identity. It is the standard by which we measure our interactions, ensuring that as our team grows larger and more geographically diverse, our ethical conduct remains a unifying force.
We are a team: We continue to collaborate with industry leaders and work with the top names, for example Expedia, Booking.com, HotelBeds and GDS for our inventory.
We are all owners: Ownership means taking responsibility. Every employee, whether they joined us through organic growth or acquisition, is empowered to identify and report risks, ensuring that accountability is distributed across every level of our expanded footprint.
Our structure
In 2025 we transitioned from a Barcelona-headquartered company to one that is now
headquartered in both Boston and London.
Perk has expanded its geographical scope in Europe by acquiring Yokoy.ai [Yokoy Holdings AG]. This has been a pivotal and historic moment in Perk’s history as we shifted from a travel management product to a travel and spend platform. This acquisition followed a comprehensive due diligence process, with specific attention paid to its operations, supply chains, and people-related practices.
All entities in our group are now wholly owned, directly or indirectly, by Perk Group Inc.
Supplier Code
You can find the Supplier Code here. In summary, the Supplier Code:
incorporates specific provisions for suppliers regarding human rights and labour rights. Suppliers are required to respect diversity and ensure that everyone is treated with dignity and respect regardless of their personal characteristics.
incorporates minimum standards for working conditions and pay including, specifically, the payment of living wages and the provision of humane conditions for workers. Workers must not work more than the maximum daily working hours set by local laws, and must receive legally mandated benefits and leave.
prohibits all forms of offensive behaviour and harassment towards workers.
prohibits use of forced, bonded, involuntary or child labour.Suppliers are obligated to report any risks of human trafficking or exploitation, or incidents or suspicions of sexual or other exploitation of children, to local authorities.
In case of any uncertainty or immediately on becoming aware of any matter that may contravene the Supplier Code of Conduct, Suppliers are obligated to contact legal@perk.com.
Our Supply Chain
Workplace
In the majority of our global locations, we operate within landlord managed environments. While these services (such as cleaning and security) are managed by building owners, Perk takes a proactive role in ensuring these partnerships align with our values.
We mitigate risk by:
Strategic Vetting: Conducting due diligence on every landlord before entering a contract to understand their labor practices and ensure it aligns with our own.
Verified Compliance: In our Barcelona Hub, we’ve implemented a mandatory Health & Safety (H&S) digital check-in. This ensures every individual working for our contracted suppliers provides verified documentation of Social Security compliance before they enter our building and that they have received health and safety training.
Furthermore in Barcelona we transitioned from an “Integrated Facility Management” model to a direct contracting approach for our canteen, maintenance, and cleaning services in Barcelona. This means that we now select and vet each supplier for each service provided. During this transition, Perk prioritised job security by ensuring that all existing staff were successfully retained by our new vendors. This seamless transition provided stability and peace of mind for the individuals working for our suppliers. Furthermore our suppliers in Barcelona undergo an annual Union inspection, providing an objective, third-party verification of their labor practices. This external audit serves as a vital complement to our own internal reporting.
Continuous Improvement
We are committed to evolving our processes across all of our hubs to stay even closer to our suppliers, and their individual worker’s experience, ensuring that everyone who contributes to the Perk environment is treated with dignity and respect.
Our priorities for 2026, to continually improve are:
Visible Support: We will install multi-language grievance and whistleblowing posters in our offices. This is to ensure that the individual workers on site from our suppliers have visibility on Perk’s own processes for reporting.
Expanding the Health & Safety (H&S) digital check-in : We are aiming to roll out this same process beyond Barcelona, focusing on replicating this in our new headquarters as a first step.
Inventory
In 2025, we hired a new Director of Supplier Partnerships to manage our complexities of the hospitality sector. The hotel industry is recognised as a high-risk area for modern slavery due to its reliance on outsourced, seasonal labor and complex sub contracting for services like housekeeping and laundry, which can sometimes obscure visibility into worker recruitment and pay. To navigate this, Perk leverages a dual layered verification strategy:
Established Global Channels: The vast majority of our bookings are managed through industry leaders: Booking.com, Expedia, Hotelbeds, and GDS . Each of these partners maintains their own robust Modern Slavery Statements and rigorous supplier standards, providing a baseline of ethical assurance for Perk.
Automated Compliance via Cvent: For any onboarding of hotels made outside of these primary channels, we utilise Cvent, an industry leading tool. This platform automatically triggers a standardised set of GBTA (Global Business Travel Association) compliance questions . Our policy is clear: if a hotel provides unsatisfactory responses to key modern slavery and labor rights questions, the property is rejected from our approved list.
Vendor Management (Customer Care)
Our Customer Care operations rely on a global network of Business Process Outsourcing (BPO) partners in Salvador, Mauritius, Egypt, and the Philippines. We recognise that distance and cultural differences can create “blind spots” in labor standards. Our approach in 2025 has focused on deepening existing controls.
‘’In Customer Care, our ‘7-star experience’ is built by a global team. Whether they are in our Barcelona Hub or in one of our partner hubs, they are the face of Perk. In 2025, we increased our in-person presence at these locations because we are committed to ensuring that our standards of respect and fair treatment aren’t lost in translation or distance. By conducting quarterly reviews and shadowing our BPO agents in their own environments, we continue to move beyond ‘paper compliance’ to ensure our culture travels as far as our product does."
Kamil Jagodzinski, VP of Customer Care
Training & Cultural Integration
We operate a ‘Train the Trainer’ Model and do not leave training delivery solely to BPO discretion. We run a rigorous certification process where vendor trainers undergo a 6-week coaching cycle with Perk. They must deliver sessions under our direct supervision before being certified as independent to train others. This includes being aware of our own ethical standards at Perk.
Any agent absent for more than three days of this three-week onboarding is ineligible for operations until the time is recovered and training is retaken. This ensures no gaps in their understanding of how we operate at Perk.
Physical Oversight & Site Audits
In 2025, we maintained our commitment to quarterly site visits for each stakeholder, with increased frequency for hubs experiencing rapid growth or launching new lines of business. For the Philippines, one of our largest BPOs we operate a two monthly visitation schedule. These visits are not just “manager meetings”; our stakeholders spend a minimum of four hours “shadowing” agents on the floor to observe daily working conditions.
During these visits, we verify facilities are safe, hygienic, and that workers are happy. While we do not have direct access to individual employment contracts, we have verified that all vendors pay above the sector average for their respective regions based on our 2025 benchmarking research.
Cultivating “Worker Voice” & Collaborative Support
At Perk, true transparency involves actively seeking and valuing the unfiltered perspectives of the people who represent our brand globally. By treating worker sentiment as a key performance indicator, we can ensure our operational standards are both high reaching but also human centric. Performance indicators can often be a hidden resource to detecting any modern slavery practices.
Proactive Sentiment Strategy: In 2025, our PR and Vendor Management team launched a dedicated monitoring initiative to capture real time feedback across our BPO hubs. This allowed us to hear directly from members on the ground.
Responsive Support in Egypt: Our monitoring identified an opportunity to better support agents at our Yngen BPO hub in Egypt, where teams were navigating rigorous performance standards. While our investigation confirmed that these standards align with Perk’s global excellence benchmarks, and did not represent any ethical concerns, we acted to provide greater support for individuals. We introduced "Exception Flexibility", a supportive measure that extends grace periods for agents transitioning between teams. This allowed the individuals to prioritise mentorship and growth over immediate targets when transitioning teams. We aimed to ensure that our drive for high performance is always balanced with a culture of care and professional stability.
Reward, Recognition, and Equity
Our “Reward and Recognition” program across our BPOs is our most direct tool for uplifting worker well-being and ensuring they are happy and continue to choose to work at Perk. In 2025, we expanded this significantly:
Increased Reach: 95% of agents now actively use our rewards platform. We transitioned from a flat reward structure to a “tiered” model, ensuring that back office staff and mid managers have accessible KPIs and aren’t overshadowed by high volume frontline agents.
Tangible Value: Rewards are issued in points (1 point = $1 USD) and can be redeemed for essential costs like electricity cards and vouchers, providing a meaningful supplement to their standard salary.
Continuous Improvements
We currently operate a governance model where we do not directly disclose or hold copies of individual BPO employee contracts, nor do we manage their internal grievance filings directly, as these are handled by our BPO vendors. Our current approach focuses on auditing vendor protocols to ensure they meet local legal requirements and align with the Perk standard of conduct. However, we recognise the value of deeper insights and are taking the following steps to evolve our oversight.
Priorities for 2026
Enhancing Worker Voice: We aim to introduce more direct, anonymous feedback loops for BPO staff, providing a dedicated channel for “unfiltered” sentiment.
Expanding Policy Reach: While our vendors have a full suite of their own policies, we will begin systematically sharing our Whistleblowing and Discriminatory Policies with our BPO vendors.
Internal Governance: Policy Review
In Q4 of 2025, we conducted a comprehensive review and subsequent overhaul of our internal policy framework, specifically targeting our global Whistleblowing, Grievance, and Discrimination policies.
We recognise that while these policies have historically been managed as internal governance tools, and currently still are, they serve as the essential foundation for our external supply chain integrity. We are candid about the inherent complexities of maintaining oversight within a global, multi-tiered supply chain; however, these refreshed frameworks provide the necessary mechanisms to support employees of Perk to identify and address risks with greater precision, including in our supply chains as well. Modern slavery thrives in silence. By updating our Whistleblowing and Grievance policies, we are making it safer and easier for anyone in the Perk team to raise a red flag.
Conducting the Modern Slavery Statement
At Perk we continually strive to enhance our methodology and practices.
Going forward into 2026, we have a new documented process of conducting the Modern Slavery Statement and have established a better tracking and reporting system in regards to our prevention of modern slavery.
This will enable us to have a centralised location to provide more data led, robust reporting to meet our goals of becoming a 100 year company.
Applicability
The following statement is made by Perk Group Inc. and its subsidiaries (including, without limitation, the UK-domiciled companies: Perk International Holdings Limited, Perk UK Limited, Yokoy Limited and Click Holdings Limited,) referred to collectively here as Perk.
This statement is made in compliance with section 54(1) of the UK Modern Slavery Act 2015.
Please feel free to contact us at legal@perk.com with any comments, queries or suggestions regarding this statement.
Abraham Meir
CEO
Approved by Perk Group Inc’s Board of Directors on April 28, 2026 in relation to the financial year ending 31 December 2025.