Impact Report 2022-23

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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
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Impact Report 2022-23

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