Impact Report 2022-23

Annual Impact
Report 2022-23

Our Purpose
“To effect positive
change in the world.”
Our Vision
“We will be a beacon of
responsibility in our sector;
a trusted partner for
organisations seeking to
make a positive impact on
the world around them.”
Our Mission
“Placing diverse and effective
change-makers into purposeled
organisations and
responsible businesses.”

Section 1
Introduction
The Story So Far
Highlights from the Past Year
Our Year in Numbers
Recertification
Our 2022 Clients and the SDGs
Search Highlights from 2022
Last Year’s Goals
4-17
4
6
8
10
11
12
14
16
Section 2 18-23
Contents
People
Planet
Profit
18
20
22
Section 3 24-25
Looking Ahead 24
Section 4 26-35
Our Social Impact
Our Structure, Governance,
and Ownership
Our Values
Our Strategy
Our Partners
26
28
30
32
34

Annual Impact Report 2022/2023
It feels like we have
finally achieved our
dream of becoming a
business that ‘follows
the sun’ and that can
effectively serve clients
anywhere in the world.
4

Introduction
I am delighted to present Society’s Impact Report for 2022-23. We have
been producing annual documents like this for a decade now, as we
seek to keep our various stakeholders updated about Society’s work and
activities. I consider our Impact Reports an important way of celebrating
our successes, admitting our shortcomings, and clarifying our priorities for
the year ahead.
2022 was our first full year as a truly global business, with subsidiaries
incorporated in both the United States and New Zealand. This means that
from sunrise in Auckland on a Monday morning, through to sunset in New
York on a Friday evening, we are now continually active. It feels like we have
finally achieved our dream of becoming a business that ‘follows the sun’
and that can effectively serve clients anywhere in the world. The fact that
we have made this gear-shift whilst also seeing both our Net Promoter
Score and our B Impact Score reach all-time highs reflects brilliantly on our
team. I simply cannot praise their dedication and hard work highly enough.
For the past few months, we have additionally been going through a brand
refresh exercise. I am looking forward to launching some of the results of
that in the weeks ahead. Although we aren’t planning anything drastic, like
a change of name or identity, this process has provided a welcome chance
to update our Purpose, Mission and Vision statements, and to tighten up our
communications and our client documentation. You will soon see us starting
to use a few new visual devices in our materials too. These all hint at the
way in which we see our work – the idea that putting exceptional and
diverse change-makers into influential roles initiates a chain reaction, or a
ripple/domino effect, that can help to make the world a better place.
Section 1
Once again, this report will put a tight focus on the three areas of People,
Planet and Profit that form our definition of success as a ‘triple-bottom-line’
business. I hope that you are encouraged by what you read, but would also
welcome any feedback or suggestions for further improvements that we
can embrace.
Simon Lucas
Chief Executive
5

Annual Impact Report 2022/2023
The Story
So Far
2009
2011
Society Ltd
established in the UK
Society becomes
a founding signatory
of the Voluntary
Code of Conduct for
Executive Search Firms
2009
2010
2014
Society hires its first
full-time colleagues
Society establishes The
Society Foundation
6

Section 1
2015
Society becomes an
accredited Living
Wage employer
2019
Society becomes
a certified B
Corporation, declares
a Climate Emergency,
and commits to Net
Zero by 2030
2021
Society launches
an office in Auckland,
New Zealand
2022
2016
2020
2022
Society launches an
office in New York, USA
Society survives the
COVID-19 pandemic
without a single
redundancy
Society recertifies
as a B Corporation
with a significantly
increased score
7

Annual Impact Report 2022/2023
Highlights from
the Past Year
JAN
MAR
B Corp Month
MAY
Society sponsors
the annual UHR
Conference and leads
a seminar on DEI
Society APAC
Ltd incorporated
in New Zealand
Our London
team moves
into a new office run by
X+Why, a fellow B Corp
In attendance
at the B For
Good Leaders Summit
in Rome
JAN 2022
FEB
Details of The Society
Foundation’s 2021
grants announced
APR
Launch of a new data
entry solution with our
partner Adetiq
JUN
Our CEO appears
on the Purposefully
Podcast
Our first placement
through the 10,000
Black Interns scheme
8

Section 1
AUG
OCT
DEC
The Trustees of The
Society Foundation
met to agree on
their 2022 grants
Society gains two
coveted places on the
framework agreement
for UK public sector
appointments
Society recertifies as a
B Corporation
Whole Company Away
Day in London
JAN 2023
SEP
Society runs a fullpage
advertisement
in the THE
NOV
In attendance at the
inaugural EduConnections
Retreat in London with
global leaders from
the schools sector
JAN
Delayed Christmas
Party in London
due to train strikes
before Christmas!
Simultaneous
volunteering events
in Auckland, London,
and New York
The whole company
competes in
Steptember, raising
$1,248.94 and taking
4.6 million steps
‘1000x Better’ event
at the Natural History
Museum to celebrate
1,000 UK B Corps
Society APAC
gains Living Wage
accreditation in
New Zealand
95

Annual Impact Report 2022/2023
Our Year in Numbers
59.4
121
Assignments
70
Net Promoter
Score
Clients
56%
Female
appointments
31%
BAME/BIPOC
appointments
9
Sectors
12
different countries
on 5 continents
22 8
colleagues
different
nationalities
£588
of charitable
gifts given on
behalf of placed
candidates
3
offices
£38,036
donated to The
Society Foundation
306
hours of colleague
time volunteered to
community organisations
10

Recertification
Society successfully recertified as a B Corporation in October.
Section 1
B Corporations are a global movement of companies reinventing business as force for good.
They are independently audited every three years in line with rigorous standards of social and
environmental performance, accountability, and transparency through the rigorous B Impact
Assessment.
Society originally achieved certification in 2019 with an overall score of 86.9. We set ourselves a
target score of 95+ for recertification. In the end, we managed to increase our score by over 23%.
Our New B Impact Score
107.5
Threshold for B Corp Certification
80
Median Score for
Ordinary Businesses
50.9
Governance
17.4
Environment
2.4
107.5
Workers
30.9
Customers
23.2
Community
33.2
Of the 28 executive search firms who have become B Corporations, this makes Society the third
highest scoring in the world.
Society’s Chief Executive, Simon Lucas, commented:
“I want to pay tribute to the entire team at Society for this achievement, particularly for the work
they have done on our drive towards Net Zero, and on sharpening our support for underserviced
and purpose-driven enterprises, and for in-need populations… But we know that being a
responsible business is a continual journey, not a one-off destination. As such, I am determined
that we will keep improving and keep collaborating closely with all our stakeholders, in order to
continue raising the bar.”
11

Annual Impact Report 2022/2023
Our 2022 Clients and the SDGs
Here are a small selection of the clients we were fortunate to work with during 2022,
along with how they relate to the UN’s Sustainable Development Goals (SDGs):
12

Section 1
13

Annual Impact Report 2022/2023
Search Highlights from 2022
Here is a small selection of the successful appointments Society advised on during 2022:
Surita Sandosham joins
Heifer International as
President and Chief
Executive Officer
Read more →
Iain Anderson joins
Stonewall as Chair of
the Trustees
Read more →
Claire Reindorp joins the
Young Women’s Trust as
Chief Executive Officer
Read more →
Natsayi Sithole joins
Renaisi as Deputy Chief
Executive Officer
Read more →
Patrick Hurworth joins
UWC South East Asia
(UWCSEA) as Head of
Dover Campus
Read more →
Dr Alice Payne joins RMIT
University as Dean of the
School of Fashion and
Textiles
Read more →
Alpana Malde joins
Accelerate CIC as
Commercial Director
Read more →
Andrea Newman joins
Mandarin Oriental Hotel
Group as Vice President of
Brand
Read more →
14

Steve Murigi
Oxford, UK
Christopher Gerry
Bishkek, Kyrgyzstan
Shiley Choy
Hong Kong, China
Section 1
Ally James
New York, USA
Surita Sandosham
Little Rock, USA
Stefan Schlachter
Munich, Germany
Quentin Derrick
Hanoi, Vietnam
Muhammad Wazirzada
Sydney, Australia
Karen Doyle Grossman
San Francisco, USA
Nathalie Ducray
Paris, France
Sanjeev Shukla
Abu Dhabi, UAE
Ana Paula Buzo
Mexico City, Mexico
Katherine Johnson
Melbourne, Australia
Chris Green
Maroodi Jeex, Somaliland
The challenges facing humanity are
global in nature, and that is why we
choose to solve leadership challenges
for clients all over the world. We were
delighted to advise on all of these
appointments and more over the
course of the year:
Raphael Lanfant
Singapore
15

Annual Impact Report 2022/2023
Last Year’s Goals
“Setting clear emissions reduction
targets for the business that will
move us swiftly and decisively
towards Net Zero”
Further details of our progress in this area can be
found on Page 20
“Rolling out a new wellbeingfocused
employee benefits platform
called ‘Juno’ as an upgrade to our
current Personal and Professional
Development Allowances”
This was sadly short-lived. The introduction of
additional charges by Juno made this platform
unviable, so we have reverted to
our former PPDA scheme from
January 2023.
“Identifying a new Mental Health First
Aider within the business and a new
Health and Wellbeing Champion too”
Clare Davies is now fully trained and accredited
as our Mental Health First Aider. We are in the
process of getting a second colleague trained too
– this time in New York, in order to provide better
coverage for those outside the UK.
We have not yet appointed a new
Health and Wellbeing Champion,
but we hope to do so shortly.
“Revitalising and potentially
reimagining our colleague volunteering
activity, aiming for a return to 100%
uptake by the end of 2022”
We have appointed a new Volunteering
Coordinator, who has relaunched our volunteering
programme, providing a menu of available ‘plug
and play’ opportunities to each office. Every
colleague in the firm participated in some form
of volunteering during 2022,
although we have not yet returned
to every colleague using their full
entitlement.
“Nudging colleagues towards
behaviours that will be more
responsible and sustainable,
including through better pensions
investing and the choice of greener
home energy suppliers”
We have provided colleagues with information
throughout the year to help them make more
responsible and sustainable choices. This
has included material from
campaigns such as Make My
Money Matter. We also hosted a
whole-company ‘Hive Mind’ event
to share sustainability life hacks.
“Creating a clear and regular
system for capturing, analysing and
sharing statistics from our Diversity
Monitoring Website, and identifying
specific areas for improvement”
Data from our diversity monitoring website is now
shared with all colleagues on a quarterly basis,
with each team in the company
encouraged to identify one
statistic to celebrate and one
statistic to take action on.
16

“Auditing our practice in line with
the Inclusive Recruitment Toolkit
and making recommendations for
any changes that we should adopt
to our standard process”
We have begun to evolve our standard
recruitment practice in several ways, most
notably through an expanded use of Open
Hours, where potential candidates are able
to dial into a Zoom call before the application
deadline in order to meet client
representatives and pose
questions directly to the hiring
manager.
“Raising our voice by getting
colleagues participating in or
convening groups to discuss key DEI
topics”
We have collaborated with the Getting On Board
campaign to change the face of trusteeship,
created an internal Allies Group to bring greater
focus to our initiatives and
advocacy around LGBTQ+
equality, and made our Inclusive
Recruitment Toolkit free to
access.
Section 1
“Revisiting our approach to writing
candidate commentaries with a
sharper awareness of implicit bias”
We conducted research on the use of language
in our commentaries, published the results in
partnership with UHR, and then made changes
to our standard approach accordingly.
“Increasing the proportion of
colleagues undertaking some skillsbased
training on cross-job functions
beyond their regular responsibilities
(eg. public speaking training,
management training for nonmanagers,
etc...)”
We introduced a weekly ‘Society Business
School’, accessible to all colleagues. This has now
delivered over 14 hours of additional skills-based
and cross-company training
covering everything from change
management and effective
delegation, through to coaching
techniques and handling stress.
“Working with others on cooperative initiatives relating to the social and
environmental standards in our industry, perhaps through contributing to
academic research, participating in panel presentations or other public forums,
or providing public resources for other businesses or stakeholders around
improving social or environmental performance”
After consulting with various partners and other B Corps, we made a series of additions to our Client
Framework. This is the policy that helps us to avoid client relationships that would be incompatible with our
core values. Our changes including adding five more sectors to the list of areas in which we are
unwilling to work and expanding the list of reasons of why we may decline to work with specific
organisations to reflect our continued alertness to the Climate Emergency, our deep concern
at the treatment of women and LGBTQ+ people, and our growing awareness of the rights of
indigenous communities following our recent incorporation in New Zealand.
17

Annual Impact Report 2022/2023
People
Our team is now…
On January 4th 2023, 50% of the colleagues
working at Society had been hired within the
last 12 months.
This level of turnover would present a challenge to any organisation.
Onboarding and assimilating such a high proportion of new people risks
inadvertent changes to your collective culture and values, or a dilution
of quality standards. But we are delighted to report that the change has
been managed smoothly and successfully, with our new team members
providing a noticeable injection of fresh energy, enthusiasm, and
commerciality.
In Q1 2022, we made our biggest ever change to employee T&Cs –
reducing contracted working hours whilst upholding salary levels, and
increasing the level of flexibility afforded for colleagues to decide when
and where they do their work. We have since followed that up with
several more investments in our people:
24%
BAME/BIPOC
65%
Female
• the introduction of a formal
closure period between
Christmas and New Years;
• a new Electric Vehicles Policy to
assist colleagues in transitioning
to a more sustainable mode of
transport;
• moving our UK pension
scheme to a salary sacrifice
arrangement;
• launching an employer medical
insurance scheme in the USA;
• revising our Eye Tests Policy to
reflect a new collaboration with
Specsavers;
• the reintroduction of our
Personal and Professional
Development Allowances
scheme which gives every
Society colleague £250 to use
as they want for any kind of
course, purchase, activity, or
subscription that interests them;
• a new Menopause Policy to
codify the support and flexibility
we provide to menopausal and
perimenopausal colleagues.
24%
LGBTQ+
35%
Part-time
18
53%
Parents

Our colleagues also continued to volunteer their time and
expertise to a range of organisations across London, New
York, and Auckland. We believe that volunteering is an
excellent way of recharging our batteries and contributing
to team building, but it also allows us to forge meaningful
and long-lasting partnerships with our communities. Society
has colleagues who are Trustees of schools and charities
and we are always encouraging and supportive of such
long-term voluntary commitments, as it’s a great way to
develop inclusive and innovative leaders within the firm.
In September we undertook our first whole-company
volunteering event since the start of the pandemic. Our
New Zealand colleagues spent the day at Auckland City
Mission. Our London colleagues transformed the garden
of Westbourne Park’s Memory and Dementia Resource
Centre. And our New York colleagues handed out food for
Campaign Against Hunger.
Section 2
100%
In our colleague survey at the end of Q4,
100% of our staff agreed with the statements
• “I feel proud of working for Society”
• “I have an opportunity to contribute
to decisions that affect me”
• “When decisions are made, I
understand how and why”
• “My job is interesting and
challenging”
• “I know what I need to do to be
successful in my role”
• “I understand how my role contributes
to the business achieving its goals”
• “My manager wants me to succeed”
• “There’s a friendly, fun, healthy
atmosphere”
• “I feel valued and respected”
• “My colleagues are generally
supportive, positive, and helpful”
• “I am generally supportive, positive
and helpful to my colleagues”
• “Society has high standards and
holds colleagues accountably for the
quality of their performance”
• “I receive regular and constructive
feedback”
19

Annual Impact Report 2022/2023
Planet
Society has joined B Corporations from around the
world in declaring a climate emergency. We are
challenging ourselves to reach Net Zero by 2030 at
the absolute latest, which is still 20 years ahead of the
targets set by the Paris Agreement. We are committed
to collective and immediate action to halt and reverse
the current climate trajectory and to build an inclusive,
equitable, and regenerative economic system.
During 2022, we worked with a new partner called
Supercritical to update the calculations of our global
emissions. We were keen to take a more expansive view
of our footprint, and knew that the return of business
travel would drive up emissions throughout our supply
chain. Supercritical merged the activity data we were
able to enter in their system with the most up-to-date
emission factors in order to create a detailed picture of
our current carbon footprint. The results were sobering:
44 Total tonnes CO2
emitted in 2022
That’s the equivalent of powering
14 homes for a whole year
20 4

Emissions breakdown
Food & drink
3.3%
Marketing
& advertising
3.1%
Office utilities
2.1%
Gifts, swag and other
1%
Cloud & data centres
3.8%
Business travel
35.7%
Employee commuting
4%
Section 2
Office fixtures, supplies
and maintenance
4.8%
Software
5.5%
Hardware
6.5%
Consultants
9.3%
Employee remote working
19.4%
Armed with this information, we are now reformulating our
reduction plan. For those emissions we cannot eliminate, we
have agreed only to use verified offsets, emphasising carbon
removal projects.
21
xx

Annual Impact Report 2022/2023
Profit
Commercially, we experienced 2022 as a year of two halves. Q1 and Q2
saw a high level of colleague turnover – our own little version of ‘The
Great Resignation’ that was experienced by so many organisations
around the world as the pandemic came to an end. In our case, several
individuals who had stuck with the business during COVID-19 decided
that the time was right to move on. This left us with a number of core
roles to refill and depressed our business development efforts accordingly
for a period of time. We were nevertheless able to pay record bonuses to
colleagues during March, in order to acknowledge their hard work during
2021.
By the mid-year point, we had successfully refreshed our pipeline and
addressed most of our personnel gaps. Our income therefore returned to
a healthy and sustained level. By the end of December, we had turned
2022 into our highest revenue year on record, albeit narrowly:
Annual Revenues: 2019-2022
2019 2020 2021 2022
The personnel churn during 2022 provided us with an opportunity to make some structural
changes, which should now help to power the future growth and expansion of the business.
This includes the creation of a Head of Consulting role to provide leadership of our core
EMEA P&L. We have additionally created a data entry solution that has dramatically
increased the bandwidth of our research team, and a new Project Support Administrator
role to enhance our effectiveness on Full Search assignments. In recent months, we have
also increased the amount of financial transparency and delegated budgetary authority
provided to our Heads of Practice and our two Regional Managing Directors.
22 4

Section 2
The Society Foundation is an independent charity we helped to set up. We fund it
with an annual donation equal to at least 10% of our profits. It then gives grants to
organisations that help potentially vulnerable people back into paid employment. The
beneficiaries it seeks to prioritise include the recently homeless or vulnerably housed,
ex-offenders, and 16-24 year-olds not in employment, education, or training. In 2022,
The Society Foundation received:
£20,208
from Society Ltd
$21,380 £215.50
From Society US Inc
from our Diversity
Monitoring Website
The Foundation has used this money to hand out seven grants to deserving
organisations.
23

Annual Impact Report 2022/2023
Looking Ahead
Here are some of the projects we are looking forward to tackling in the remainder of 2023:
Completing our Brand Refresh Project,
including improved client reports and
the relaunch of our website in a way that
increases its accessibility.
Creating a credible roadmap for
significant reductions in our emissions, in
line with Science-Based Targets.
Identifying a high-quality offsetting
partner to cover whatever emissions we
cannot eliminate.
Rewriting our Volunteering Policy.
Finally replacing our Mental
Health First Aider.
Creating a mechanism for
capturing more detailed
diversity monitoring data
around our appointments
with a view to identifying
weaknesses around particular
groups or intersectional
identities.
Coordinating further training for
colleagues on our Inclusive Recruitment
Toolkit.
Consulting with individuals
from historically underrepresented
groups, such
as the neurodiverse, in order
to identify innovations that
could make our processes
more inclusive.
24

Reviewing the role of
Employee Resources
Groups within Society
in consultation with the
whole team.
Completing the integration of
our Delphi training resource
with SharePoint.
Section 3
Doubling our training video content.
25

Annual Impact Report 2022/2023
Our Social Impact
We think of our social impact holistically, encompassing how we affect our clients, our candidates,
our colleagues, our suppliers, our wider community, and the recruitment industry at large.
We see our key social impacts as:
The quality of the
appointments we help
our clients to make
and the impact those
individuals subsequently
have in-post.
The integrity with which we help
candidates to define and to attain their
career objectives.
The way in which we look after,
and develop our colleagues.
The extent to which our
business consumes resources,
and the size of our carbon
footprint.
The impact and
longevity of our work
in the community.
The leadership we
show within the wider
recruitment industry on
issues of responsibility,
ethics, sustainability,
diversity, equity, and
inclusion.
26

Section 4
We’ve sought to make tangible improvements in each of these areas
over the past year, as this report hopefully illustrates. As ever though, we
believe that the most significant way in which we contribute positively
towards society is through the appointments we help our clients to make.
The impact that those individuals have in-post has undoubtedly been our
single most crucial driver since the company’s conception.
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Annual Impact Report 2022/2023
Our Structure,
Governance, and
Ownership
Society is a private limited company, registered in England and Wales.
We have two wholly-owned subsidiaries: ‘Society US Inc’, based in New
York, and ‘Society APAC Ltd’, based in Auckland. All three companies are
ultimately overseen by a Board consisting of our Chief Executive and two
Non-Executives. We also have an Advisory Board, who provide strategic
input without fiduciary responsibilities.
The current shareholdings within Society are:
35% Simon Lucas 30%
Daniel Perrett
30% Simon Laver 5%
Emma Hart
As a B Corporation, our Articles of Association contains a pre-amble on
‘Responsibility’ that states:
“The objects of the Company are to promote the success of the Company
for the benefit of its members as a whole and, through its business
and operations, to have a material positive impact on society and the
environment, taken as a whole.”
28 4

The new text goes on to define a series of ‘Stakeholder Interests’, that the Board must
seek to balance as effectively as it can, without assuming any one area should take
precedence over the others. These include:
• the likely long-term consequences of any decision;
• the interests of our employees;
• our need to foster relationships with suppliers, customers and others;
• the impact of our operations on the community and the environment;
• our desire to maintain a reputation for high standards of business conduct.
Section 4
29

Annual Impact Report 2022/2023
Our Values
We believe that organisations can have a positive social impact, and that careers should have
purpose and meaning. Our goal is to change the world for the better – one appointment at a time.
We’ve given a lot of thought to how we want to do business. It boils down to five core values:
Partnership
We work in genuine partnership with our clients, remaining
communicative and transparent throughout the appointment
process. We’re also a close-knit team, not just a collection of
individuals. We collaborate and share expertise across sector
boundaries.
Authenticity
We’re not ‘salesy’. We ensure that our clients meet the
colleagues who will actually lead our work for them. We hire
people who are genuine and personable. We value being
trustworthy and approachable.
Integrity
We treat people as people, not as a means to an end. We’re
fair and straightforward in our dealings with clients and
candidates. We never ‘blag’. If we don’t know something then
we’ll admit it. We also seek to practise what we preach.
Creativity
Excellent search involves effective storytelling. We listen to
nuance, put bespoke research into every project, and think
outside the box when sourcing great people. We’re also
continually on the lookout for innovative ways to use technology.
Diligence
We’re all about the details. We take in-depth briefings. We
follow up leads and leave no stone unturned when searching.
We hold ourselves to the highest quality standards. You can
count on us to be thorough.
30

Section 4
31

Annual Impact Report 2022/2023
Our Strategy
Our strategy is oriented around the five characteristics that we
believe Society must embody in order to be successful:
Responsible
We must fully occupy the purpose-driven/responsible business
space in our sector. We must take our own impact seriously,
ensuring we remain values-led and make a tangible positive
contribution to the world. This will ensure our work is meaningful
and give us a powerful USP.
Connected
We must continually cultivate and refresh our knowledge,
networks and relationships. We must build our brand and our
credibility to ensure that we are visible to leaders and to people
in positions of influence. This will make us a desirable partner for
the clients we want to work with.
Global
We must internationalise our client portfolio, our colleague
base, and our physical presence. This will increase the reach
of our positive impact, reduce our reliance on any one
geography/economy, create career opportunities for our
colleagues, and provide scope for exciting innovations.
Diversified
We must diversify into new sectors and functional areas,
expanding our expertise and capability. We must widen our
track record whilst also developing clear functional or thematic
areas of strength. This will protect us from over-reliance on any
one colleague or sector.
Excellent
We must ensure that we have first-class systems, processes,
and quality benchmarks, executed consistently, and
underpinned by high levels of productivity and accountability.
We must collect and utilise data to improve our performance.
This will give us a vital competitive edge.
32

Section 4
33

Annual Impact Report 2022/2023
Our Partners
Wherever possible, we like to work with organisations that share our values.
Here are some of our current partners.
Fellow B Corporations
Our global tech partner Our UK landlord Our APAC bank
Our climate action partner Our UK law firm Our branding agency
34 4

Other Partners
Our Impact Report designers Our client design firm How we do birthday cards
Our APAC/US accountants Our UK accountants Our US landlord
Our global data entry partner Our charitable giving partner Our UK financial advisors
We also have supplier relationships with a wide range of tech platforms (Ikiru People,
Breathe, Calendly, Loom, and LinkedIn), publications and job boards, freelancer researchers,
psychometric testing providers, and ‘Rec2Rec’ firms.
Section 4
35

Contact
If you’re interested in learning more about Society, we’d love
to hear from you. Please contact us on hello@society-search.
com or via one of our offices:
Society EMEA
x+why
14 Fulwood Place
London
WC1V 6HZ
United Kingdom
+44 (0)207 935 4052
Society North America
1460 Broadway
Floor 16
New York
NY 10036
United States
+1 (646) 974 9098
Society APAC
PO Box 147526
Ponsonby
Auckland
1144
New Zealand
+64 21 419 727