Our B Corp Impact Report 2025/26

Becoming a B Corp was never the finish line, it was the ignition. Four years on, we’re proud to publish our 4th Annual B Corp Impact Report, and this one has a theme we didn’t expect to be so proud of.

Consistency.

It isn’t the word you’d pick for a highlights reel. But in a year that threw curveballs at every purpose-led business, we didn’t chase them. We stayed the course, backed our craft, and let steady progress do the talking. It worked: double-digit growth, some of our best creative work to date, and a stage at Reset Connect to talk honestly about selling sustainability without the spin.

Here’s what four years of showing up actually looks like.

Governance: fewer surprises, more answers

Transparency shouldn’t be saved for big announcements. This year our monthly Exec Q&A sessions became a fixture of agency life, a standing invitation for anyone to put a question straight to leadership with no topic off limits. We moved from quarterly to monthly financial updates, so the whole team can track how the business is performing and see their part in it.

Add 127 staff engagement sessions and a full annual policy review focused on family policies, and you get a business that’s easier to understand from the inside.

Our people: 27 of us, one set of values

ACE, Accountability, Collaboration and Empathy, isn’t a poster in the kitchen. Our ACE leadership team meets monthly, and we’ve introduced bi-yearly surveys to check whether we’re living up to it or just saying it.

Elsewhere: a simplified performance review with fewer, sharper goals. A Work From Anywhere policy letting everyone work from a different postcode (or country) once a year. Quarterly industry events for the whole team, with learnings brought back and shared. And a summer awayday at Wadhurst Castle that started with a workshop on collaboration and ended with axe throwing. Both were necessary.

Community: local roots, national campaign

We’ve stayed hands-on in B Local Kent, attending the Kent Impact Summit, providing pro bono design support for a brochure celebrating 10 years of Kent B Corps, and agreeing to lead a new working group with other B Corp experts.

We also signed the Better Business Act and encouraged the team to sign as individuals and write to their MPs. It’s the campaign to change UK law so every company considers people and planet alongside profit, and it deserves noisier support.

Closer to home, our Ignite Days gave everyone an extra day’s leave to volunteer with a cause of their choice, and we continued our fundraising partnership with children’s hospice charity Demelza.

Environment: 5,063 trees and a shorter commute

The headline numbers, delivered with our partners at Ecologi:

• 5,063 trees planted
• 572 tCO2e carbon avoided
• 55 environmental projects funded across five continents

Beyond offsetting, we moved our content production studio into shared workspace and kept car pooling for office days. We also returned to Reset Connect during London Climate Action Week, collaborating with Unilever Food Solutions on how food and drink brands can communicate sustainability with integrity. Our Gen Z research backs the argument: audiences trust proof over ambition.

Customers: two studios, two newsletters

We grew to 40 clients this year, welcoming six new names alongside partnerships with Ordnance Survey, Sushi Daily and SuSo.

We also gave two of our strongest capabilities a proper home. Ignite Studio covers strategic services, audience understanding, brand positioning and growth planning. Fireworks Studio takes that thinking online across paid and organic social and wider digital. Same thinking, sharper delivery.

And we launched two monthly newsletters, one for Food & Drink, one for Charity, Non-Profit & ESG. Three curated picks per issue under Knowledge, Inspiration and Recommendations. No filler, no hard sell.

We continue to offer up to a 20% discount on our rate card for charities, not-for-profits, fellow B Corps and local businesses.

Nine goals for 2026/27

We’ve set nine goals for the year ahead. A few we’re particularly accountable for:

• Pushing towards 20% tier one revenue. We’re at 2%. Two years to go. It means being braver about the briefs we turn down.
• Publishing our AI position. We have an internal policy. Next comes a public statement on how we use AI, plus a review of our providers’ ethical and environmental credentials.
• Tightening our own brand positioning. We spend our days sharpening other brands. This year we turn the lens on ourselves.
• Evolving ACE and our agency values, built with the team rather than handed down.

Read the full report

There’s plenty more in there, including everything we said we’d do last year and how honestly we’ve scored ourselves against it.