Impact Report 2022-23

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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
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Page 9 and 10: Section 1 AUG OCT DEC The Trustees
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Page 15 and 16: Steve Murigi Oxford, UK Christopher
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Page 25 and 26: Reviewing the role of Employee Reso
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Impact Report 2022-23

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