As a leading voice in hospitality and events, Katarina Railko has a unique perspective on the intersection of service, sustainability, and social impact. With her deep experience in the travel, tourism, and conference sectors, she brings a critical eye to companies striving to do good while doing well. Today, we’re exploring the remarkable B Corp journey of Dinner Ladies, a London-based catering company that is setting a new standard. We’ll delve into how they achieved an exceptional B Impact Score by embedding purpose into their operations, from their “Sharing Plates” community initiative to their legally binding commitment to people and planet, and what their success signifies for the future of the industry.
Achieving a B Impact Score of 102.6 places you in a top tier of certified businesses. Could you share one or two specific operational choices that were most crucial to this achievement and describe a time you had to balance sustainability goals with client expectations?
It’s incredibly validating to see our core principles reflected in a score like 102.6, especially when the median for an ordinary business is just 50.9. A critical choice was committing to a zero-emissions delivery model with our electric van. It wasn’t just about reducing our carbon footprint; it was a tangible, visible symbol of our mission that clients could see arriving at their event. Another key area was our packaging. We moved entirely to reusable and compostable options, which required a significant operational shift but has been a game-changer. I recall a client who was initially concerned about the aesthetic of compostable serveware for a high-end event. Instead of compromising, we sourced a premium, beautifully designed line of compostable materials and presented it as a feature of modern, conscious luxury. The client loved it, and it showed us that you don’t have to sacrifice quality for sustainability; you just have to innovate.
Your “Sharing Plates” initiative, which partners with The Felix Project, has already delivered over 1000 meals this year. Can you walk me through the day-to-day logistics of this program and explain how you present the donation options to clients to maximize their participation?
The “Sharing Plates” initiative is the heart of our community impact, which was our strongest performance area in the B Corp assessment with a score of 43.3. Logistically, it’s woven into our daily kitchen rhythm. We work closely with The Felix Project to repurpose any surplus ingredients, which are then skillfully transformed by our chefs into the same high-quality, nutritious meals we’d serve any client. These are then delivered to Londoners experiencing homelessness through our local partner, Streets Kitchen. When we speak with clients about their event, we present the donation as a simple, powerful extension of their own hospitality. We explain they can make a one-off donation of £150 to feed 25 people, or they can choose a “1 for 1” option at £4 per head, donating one meal for every guest they host. Framing it this way makes the impact feel direct and personal, turning their celebration into a shared community benefit.
In a sector often challenged by precarious employment, you’ve committed to the London Living Wage. Beyond fair pay, what other specific policies or cultural practices have you implemented to foster financial security and transparency for your workers? Please share a concrete example.
Committing to the London Living Wage for 100% of our core team was a foundational step, but building a culture of trust goes much deeper. It’s why our Workers score of 24.3 is so meaningful. We operate with radical transparency around company performance and financial health, holding regular team meetings where we discuss our goals and challenges openly. This isn’t common in hospitality, but it builds a sense of shared ownership. For example, we implemented clear, structured pathways for career progression. An entry-level kitchen assistant can see exactly what skills and experience they need to develop to become a sous-chef, and we provide paid training opportunities to help them get there. This replaces the uncertainty so common in the industry with a clear, supportive ladder for growth, ensuring that their financial security isn’t just about today’s paycheck but also about their future potential.
You legally committed to a “Mission Lock” in your governance, requiring directors to consider people and planet alongside profit. What practical challenges did this process present, and can you recall a specific business decision where this legal framework was put to the test?
Amending our Articles of Association for the “Mission Lock” was a defining moment, earning us a strong score in Governance. The main challenge wasn’t legal, but psychological; it forces a complete rewiring of how you approach business strategy. It’s no longer a simple case of “what’s the highest margin?” but a complex equation of impact. A clear test came last year when we were choosing a new coffee supplier. One option offered a significantly lower price, which would have boosted our profit margin on every cup sold. However, a second supplier, while more expensive, was a local roaster that shared our values, used ethically sourced beans, and provided transparent impact reports. Our Mission Lock made the decision for us. The long-term value of supporting a like-minded local business and ensuring an ethical supply chain far outweighed the short-term financial gain, and our legal commitment gave us the formal framework to justify that choice without hesitation.
Your operations focus on minimizing environmental impact, from using an electric van to compostable packaging. What has been the most difficult sustainable practice to implement consistently, and how do you measure its success beyond just B Corp metrics?
While things like our electric van are straightforward wins, the most consistently challenging practice has been our deep commitment to sourcing seasonal, local ingredients. It requires a constant, dynamic reinvention of our menus and an incredibly close relationship with our suppliers. Unlike a static menu, we are always adapting to what the land can provide, which demands immense creativity and flexibility from our culinary team. It’s much more than a box-ticking exercise. We measure its success not just by food miles saved but by the stories we can tell our clients about the farmer who grew their tomatoes or the freshness they can taste in every bite. Success is also seen in the morale of our chefs, who feel genuinely connected to the food they’re preparing, and in the strength of our local supplier partnerships. That kind of qualitative impact is powerful and keeps us pushing forward.
Do you have any advice for our readers?
My advice is to stop seeing sustainability and social impact as a separate department or a compliance checklist. Instead, weave it into the very fabric of your business. Start with one thing that genuinely excites you, whether it’s reducing waste, supporting your local community, or creating a fantastic workplace. For us, it all started with the belief in the power of food to create positive change. That single idea became the guiding principle for everything from our “Sharing Plates” initiative to our Mission Lock. Don’t be intimidated by the scale of the challenge; small, authentic actions build momentum and create a culture that people—both employees and clients—are proud to be a part of. Just start.
