Building Purposeful Businesses
Reflections on 2024
The biggest focus for Pulse during 2024 was to be more clear and vocal about what we stand for, and why that matters. This resulted in the development of a refreshed corporate identity, along with a new website and a major report on the state of purpose in an uncertain world.
From the founding of Pulse 24 years ago, we recognised that humanity lies at the heart of the purpose equation; and that building a more equitable world and accelerating the energy transition can only happen from the ground up, by realising workforce potential to create real change and by deeply listening to those in community about the world they want to build.
The launch of our second report on purpose took place in mid-2024 amidst growing concerns about the many changes taking place across our world. Capitalism and liberal democracy had helped to drive enormous prosperity, but they were also leading to rising inequality and frustrations among many people feeling left behind and ignored.
One of the consequences for this has been that concerns about climate change have dropped from the top of the agenda; another is that other areas of real progress in the modern corporation like DIversity, Equity and Inclusion (DEI) and Enviroment, Social and Governance (ESG) have come under attack.
Rather than sit and watch as business retracted from its climate, ESG and DEI ambitions, Pulse went the other way. This resulted in the launch of our second purpose report, entitled ‘The Purpose of business in an uncertain world’
In this, two of our team explored the role of purposeful leadership in unleashing the workforce. We looked at how our work around safety in the workplace was helping to identify several important issues for leadership to build a culture of care where people can flourish. We also invited various figures from the worlds of government and academia to contribute to the report.
Later in the year, we supported the fourth MovingBeyond event in East London alongside several partners. This initiative aims to help the UK achieve Net Zero in a far more ambitious time frame (2035) than officially set, and it addresses rising inequity and ways for the UK to compete globally.
MovingBeyond, in many ways, is an expression of our belief in addressing climate change and rising inequity. We work with corporate contacts built up over the past two decades to kick off this initiative and create a space for continual learning and developing.
The initiative is aligned to our belief that those working in business need to learn new ways to convene change both within and externally, how to be deeply connected and be in service to community. We know it is no longer enough to have a powerful purpose. Without customer demand, the right policies in place and the backing of longer-term investors, businesses are having to operate with one arm tied behind their back.
The 2024 event held in Newham brought together around 60 organisations to explore and understand the climate and inequity issues for those operating on the ground.
It was a revelation for many who attended. We learnt that irrespective of whether you work in the local authority, a major corporation, a local community group or major investor, the one thing connecting us is a shared humanity.
This is why Pulse was set up 24 years ago and it continues to drive us now.
Simon Milton Founder
Our impact model
Central to the way Pulse works is our purposeful impact model. Along with our values and the five SDGs that we are committed to, it acts as a navigation tool to help guide us in our work and the way we run our business. It is based on similar impact areas to the B Corp impact assessment and ensures that we pay attention to key areas in which we believe we can make a difference.
As a B Corp since 2019, this model helps us think about our role in society and our impact on the environment as well as the challenges of balancing purpose and profit. And, it guides us in supporting our clients to build highperforming purposeful businesses.
These are the SDGs we’ve identified to work towards.
It is important that we maintain high standards in communications. As a member of the PRCA we have been assessed against their Continuous Measurement Standard (CMS) and have been awarded gold which is considered a hallmark of PR excellence. We are also committed to the UN Global Compact corporate responsibility initiative and its principles in the areas of human rights, labour, the environment and anticorruption.
2024 Highlights
We published and launched the 2 nd edition of our Purpose Report
The focus was on Purpose in an Uncertain World and featured interviews with Alessio Terzi, Jane Davidson and Lord Deben.
We ran a comprehensive diversity and inclusion programme
We supported
MovingBeyond Newham
Bringing together government, corporates and civil society to accelerate action towards the energy transition and sustainable ways of living.
We refreshed our brand and launched a new website. We went litter picking on the Thames.
We reduced our carbon emissions by more than 50%.
Including visits to Queer Britain and the Wellcome Foundation.
We donated 1% of our fees to charities in London and Iraq
Main beneficiaries were: The Connection, Luminary and the Meshwar Foundation.
We measured our Scopes 1, 2 and 3 emissions and offset residual emissions.
We supported a safety communications campaign
Delivered to a 7,000 workforce at an oilfield in Iraq.
We were shortlisted for PRCA Workplace Champions Awards.
Our staff enjoyed 108 days of coaching, training and development opportunities
Through away days and in-house and external training courses.
We looked after our staff’s health
with Vitality health insurance, mental health support and monthly massages.
We introduced flexitime so staff can finish early on Fridays.
We did 130 days of pro bono work
Main beneficiaries were Children’s Literacy Charity, MovingBeyond and the Soil Association.
We donated £100 per employee to an environmental charity of their choice.
We spent 56 days volunteering – 7.28% of our time
Main beneficiaries were Luminary, The Connection and Fair Shot.
Goals Not Met
Flat growth – We didn’t meet our income and productivity targets.
But that meant that we put our time to good use on pro bono work!
We didn’t host any interns or work experience placements
Partly due to cost, partly down to lack of opportunities.
We didn’t quite meet our coaching, training and development target
We did 3.94 % of total hours worked against our target of 4.5%
2025 Goals
Continue to donate 1% of our fees to charity
Host a purposeful leadership workshop in the autumn
Support another MovingBeyond event
Target of 4.5% of total hours worked on volunteering
Target of 4.5% of total hours worked on staff training and development
Host more students on work experience or a paid internship
Continue to support our pro bono clients Develop our diversity and inclusion programme
Grow our client base
Achieve a recycling target of 90%
Driving Purpose Focus on: Purpose of Business report
What we’re doing
In the summer of 2024, Pulse launched its second Purpose Report – The Purpose of Business in an Uncertain World. The first report had been published in 2020 and this second edition aimed to build on that to reflect the changing nature of purpose in a rapidly changing world - after COVID, the invasion of Ukraine and conflict in the Middle East, the continuing ramifications of Brexit and the wider political landscape.
Why it’s important
Purpose is a foundational belief and specialism for Pulse, having been at the heart of the company’s ethos since when it launched over 20 years ago. We believe that business can play a big role in creating a better, fairer society - by embedding purpose, allowing its people to flourish and by working with others to stimulate change at scale.
Culture is behaviour repeated at scale. It’s not improved through a tick-box exercise, rather it is something to be continuously worked towards in alignment with your purpose.
Simon Milton
Over that period we have developed a rich bank of insights on how businesses can use purpose actively to shape their futures. We have helped organisations at all stages of their development – from defining corporate purpose to embedding it throughout the organisation and measuring the results. We have also hosted events and workshops, authored media opinion pieces and developed proprietary models and tools. The most important thing is that we have encountered countless challenges and hurdles to try and overcome.
Yet we have faced a challenge in recent years, with purpose becoming an omnipresent, much-talked about part of business and communications life. It became a fad, and like ESG, DEI etc it started to lack traction. Profit, survival and short-term thinking replaced longterm thinking. We asked the question: How can we ensure purpose remains a core asset, and not simply a fashionable and temporary buzzword?
How we’re doing it:
Having defined and explained the role of purpose in the first edition, for this second edition we wanted to broaden its appeal to those who by now already knew (or thought they knew) what purpose was – and ask them to consider how it could remain relevant in the newly emerging and changing world.
We wanted to: open the discussion up to look at how to truly embed purpose in corporate culture; understand how to avoid accusations of ‘purposewash’; explore how to reap the opportunities that a compelling purpose can bring; highlight the importance of courage; and see how organisations can work together to bring about systemic change.
To do this we called upon the help of some eminent figures from the worlds of academia, government, business and social businesses – as well as from Pulse itself – to share their thinking and wisdom. Their thoughts were captured in a series of interviews and Q&As, all of which knitted together to form the backbone of the report. Contributors included: Jane Davidson, former Minister for Environment, Sustainability & Housing in the Welsh government; author, economist and lecturer, Alessio Terzi; and Lord Deben (John Gummer) former chair of the UK Climate Change Committee.
Our impact:
The 60-page report was launched at a special event in central London, attended by guests from the areas of business, sustainability, education as well as colleagues and guest speakers. And, by widely sharing the report through social media, our website and our network, there was considerable engagement.
Plans are now in place to create a third edition over the coming months.
Click here to read our Purpose report 2024.
Creating Impact for Our Clients
Focus on: Safety Communications
What we did
Rumaila, in southern Iraq, is one of the largest oilfields in the world and is the largest producing field in Iraq, producing around a third of the country’s oil. The Rumaila field is operated by the Rumaila Operating Organisation (ROO). ROO’s workforce is 93% Iraqi. It strives to modernise every aspect of its operation. Safety is at the core of ROO’s strategy, and the organisation is constantly striving to improve working conditions and practices to keep the workforce safe.
In 2024, ROO decided it would transition from using its Rumaila Golden Safety Rules to the industry standard Life-Saving Rules on 1 January 2025. We supported the HSE department in communicating this change to ensure a seamless transition to a new way of working on 1 January 2025.
Why it was important
As well as the regular workforce, a significant number of outside contractors work at the oilfield and often work closest to potential hazards at Rumaila. They may work at Rumaila one week and another operator the next. Most of ROO’s contractors were already using the Life-Saving Rules but were still required to abide by the Rumaila Golden Safety Rules when working at Rumaila. Continually having to adapt to different sets of safety rules could be confusing. Having a consistent set of safety rules that everyone understands – regardless of employer – would make working together safer.
On 1 January 2025, it was crucial for everyone –contractors and regular workforce – to understand that the Life-Saving Rules were now the official safety rules to follow. This would minimise confusion and disruption and ensure consistency in planning and executing tasks across the operation from Day 1.
How we did it
We used a phased communication strategy over several months, employing diverse channels such as an employee newspaper, GM videos, intranet, screensavers, email signatures, as well as posters and leaflets for field sites without digital access. Materials were created in Rumaila’s two official languages: Arabic and English. This ensured clear and consistent messaging across Rumaila’s large and dispersed workforce.
At Rumaila, respect for hierarchy is strong and there is an ambition to have a world-class safety culture. Therefore, it was important to reassure the workforce that:
• the Rumaila Golden Safety Rules that they had been using for many years were not unsafe
• this change is important to their leadership team
• the changes between the two sets of rules, while important, were small
• support will be available to help them to learn and apply the new rules.
Our impact:
Considerable attention was paid to communicating the switchover prior to 1 January 2025, ensuring that the workforce was prepared for the change, which happened smoothly and without disruption on 1 January 2025.
Supporting our clients on their journey towards a world-class safety culture.
Ensuring we are a sustainable business Focus on: our screening process
What we’re doing:
Our work at Pulse centres around helping to build purposeful businesses that can take on the great and complex challenges of the world. We believe that business can play a big role in creating a better, fairer society and we want to do our part by working with the businesses that can be a force for good.
Sometimes this means that we step into areas of great complexity and nuance, often working with misunderstood companies and sectors, and those who are under pressure to change. To help us assess appropriate opportunities, we have developed a client screening framework as well as a fossil fuel policy.
Why it’s important:
For our own sustainability, we have a responsibility to our staff, and indeed to wider society, to ensure that we have the right measures in place that help our decision making. To give us confidence that as a company and as individuals, we are doing the right thing, by only working with appropriately screened organisations who meet an agreed set of criteria.
The process allows us to take a more informed decision on new clients and better evaluate the unintended consequences of our work. It also sends signals to our clients about what motivates us to do our work.
How we’re doing it:
We apply our client screening framework to all new business prospects and use it to review existing clients. This framework prompts us to ask questions around the scope of the prospective work and whether it is aimed at moving that organisation on to a significantly improved position, to review the client’s business practices and to consider the impact our work has not only on the client but also on our own company and staff.
Using this process has helped us to avoid making quick judgements, instead coming to rational conclusions that recognise a complex, interdependent world. This framework has also resulted in a more open internal dialogue – our staff are involved in the screening process and therefore can shape how their company evolves.
Much of our current client work is focused on the energy sector and includes companies in the oil and gas industry. To reinforce our screening framework, we have also developed a fossil fuel policy. The policy sets out our own position vis a vis fossil fuels and outlines the types of organisation for whom we would consider working – taking into account parameters such as alignment with Net Zero, emissions abatement, and supporting a just transition in developing countries.
Our impact:
Few issues in today’s world are black and white. The initiatives we have introduced are deepening our understanding of the complexities involved and helping us to make informed, rational and unbiased decisions around who we will and will not work for. It is an iterative process, and we continue to be curious and courageous, welcoming challenge from those around us that can push us to do and be better.
We are working hard to ensure that we do the right thing by our employees and society and hope that our expertise coupled with our deep care for people and the planet can encourage our clients to stimulate positive change at scale.
Attending a Pulse SDG workshop.
Environment Focus on: MovingBeyond
What we’re doing:
Environmental challenges like climate change, resource depletion, and ecosystem collapse are complex, system-level problems that require equally systemic responses. MovingBeyond (MB), co-founded by Pulse’s founder Simon Milton, Jamie Anley (Jam Design) and Maria O’Connor, and supported by Pulse, was created to accelerate UK Net Zero and the Just Transition by building bridges across sectors, empowering communities and igniting actionable partnerships. It is a social initiative rooted in the belief that sustainable change happens when businesses, communities and institutions come together with shared purpose. Members of the Pulse team support different aspects of the MB initiative.
Why it’s important:
The path to a low-carbon future is complex, full of uncertainty, trade-offs and more equal and tough choices. MB exists to meet this reality of the lived experiences of communities. What makes MB essential is its human approach. It’s about stepping into other people’s worlds – with curiosity, humility, and care – and building trust across divides. It is our belief that real change happens when diverse people come together to listen, reflect, and act. That’s how we start to shift the narrative – from crisis and cost to opportunity and connection.
How we’re doing it:
Pulse supports MB by bringing together a network of clients and contacts in the energy industry and business with local government and community leaders. Since 2021, we’ve played a central role in shaping and delivering MB’s annual three-day events—gatherings that create space for diverse sectors and communities to come together in meaningful dialogue.
We approach this work with a systems lens—recognising that social, economic, and environmental challenges are deeply interconnected. At the 2024 event in Newham, attendees explored these challenges and built unexpected connections that have broadened their imagination and strengthened our collective will to take action.
Our impact:
MB has grown steadily over five years, and the focus remains purposeful change/impact. Along the journey so far, the impact can be seen across various sectors such as, finance, education, nature, green skills, energy, policy and communication. From ethical finance partnerships with NatWest and HSBC to student empowerment through the Changemakers Lab. MB aims to reach towards the depth of community and purpose.
For our team, involvement in MB continues to shape our thinking in how we support clients as well as our overall leadership and facilitation skills.
Real change takes place when people come together to listen to and learn from each other.
Encouraging our people to thrive Focus on: Inclusion
What we’re doing
At Pulse, we’re building a more inclusive and equitable workplace. One of the ways we are doing it is through our Pulse Inclusion Programme, launched in 2023. We organise team visits to exhibitions and events that explore diversity and regularly share resources to broaden perspectives. In March 2024, Pulse hosted its first International Women’s Day roundtable. This event brought together over 15 women from various industries and generations to share workplace experiences and discuss what’s needed for women to thrive. These initiatives are part of our ongoing commitment to foster belonging and meaningful dialogue across our team.
Why it’s important
This programme is essential because creating a welcoming, inclusive environment is central to our values and the work we do. Supporting others to tackle today’s biggest challenges starts with meaningful change from within. By deepening our understanding of equity, diversity, and inclusion (EDI), we aim at shaping a fairer society and a safer, more respectful workplace. This programme helps us build stronger relationships, learn from others and better serve our clients. We see EDI as an ongoing commitment, not a one-off initiative, which is why all staff are encouraged to participate. It reflects who we are and underpins everything we aim to achieve together.
How we’re doing it:
In 2024 we delivered this learning through a range of visits and activities (e.g. visit to the Queer Britain museum for LGBTQ+ history month), team meetings, email blasts and recommendations (e.g. accounts to follow on LinkedIn, suggestions for using our volunteer day), and external events bringing in outside expertise (IWD event) and allowing people to come together.
The Pulse Inclusion Programme is essential because creating a welcoming, inclusive environment is central to our values and the work we do. Supporting others to tackle today’s biggest challenges starts with meaningful change from within.
Our impact:
Through engaging, inclusive activities, we’re encouraging the exchange of diverse perspectives and increasing awareness of the different lived experiences that shape our workplace. By making EDI topics more approachable and building a shared vocabulary, we’re helping staff feel more confident in having these important conversations. Our efforts are breaking down barriers, supporting a culture where everyone feels safe, respected and welcome. We are also beginning to use some of the learnings from this in our client-facing work.
I found it fascinating to hear women from different backgrounds and stages of life share their unique stories about their experiences in the workplace. My key takeaway from this event is how important it is for women to support one another, both in the workplace and beyond, to flourish, succeed and make meaningful contributions to society.
Laura Fogar
International Women’s Day Roundtable: Bringing together women from different industries.
Supporting Our Community Focus on initiatives in London and Basra
What we’re doing
We are committed to supporting communities and the vulnerable through donations, volunteering and pro bono work. We have pledged to give 1% of our fees to charitable causes and to commit 4.5% of our time through volunteering and pro bono support.
In 2024 we focused on two initiatives: we volunteered at The Connection in London and donated funds to the Meshwar Foundation to renovate a school near Basrah, Iraq.
Why it’s important
We feel that business has a responsibility for delivering meaningful change through its influences and resources. For us, this commitment begins at our doorstep and our wish to support the homeless in London (home to our office) and schoolchildren in Basrah (where one of our clients is based). We also value this experience personally as it helps broaden our perspectives and allows us to learn about different communities.
We have pledged to give 1% of our fees to charitable causes and to commit 4.5% of our time through volunteering and probono support.
How we’re doing it:
In London, we’re supporting The Connection and its mission to end homelessness in Westminster - which has the highest levels of homelessness in the UK. It provides essential services—hot meals, laundry, access to computers and medical care—but there’s always a need for more hands to volunteer. That’s where we come in.
By volunteering regularly at lunch services, we’re not just offering help—we’re building real connections. Serving warm meals and listening to stories has shown us the human side of homelessness, beyond the statistics.
In Iraq, the Meshwar Foundation, through its Better Education initiative, had an ambition to renovate schools in and around the Basrah area. Their team of volunteers was able to provide time and skills but they lacked funding, and this is where we were able to help.
The Foundation, with the approval of the local authorities, identified two primary schools which share a building – for 700 boys and 400 girls. The school was in a very poor state of repair and the goal was to renovate and repair all 12 classrooms, repair broken blinds, fans, desks and chairs. They also wished to provide additional desks and chairs and renovate the bathrooms.
The team at The Connection would like to say a heartfelt thank you to Pulse for everything you’ve done as part of our charity partnership for the past five years. Throughout 2024 your incredible support has made a lasting impact to our work, from financial support to hands-on volunteering, your enthusiasm has brought real joy to our clients and lifted our team, especially during a time of growing need in London. It means so much to work with a company like Pulse that shares our commitment to creating a better city for everyone.
Richard Guion, Partnership Officer at The Connection
Our impact:
Each of us contributes our time, energy, and resources to support our community and we measure our impact in two meaningful ways: through tangible contributions—such as time and donations—and through the growth of new, deeper perspectives that drive lasting change.
In Basrah, we were able to support Meshwar to transform the school into a fresh and cheerful environment for over 1000 pupils. And, in London, we helped support The Connection’s staff in meeting the needs of their clients by serving them warm and nourishing meals.
The fantastic Meshwar volunteers who transformed a school in Basra.
Staff training and development – hours
Training: 281
Learning Edge: 284 Away Days: 155
720 4.86% of total hours worked
Volunteering – hours 2021
Training: 290
Learning Edge: 129 Away Days: 260
258 1.74% of total hours worked The Connection Luminary Social Business Trust and others The Connection Luminary And others
Explanation: Each year’s % figures relate to the % of hours worked in that year.
Training: 295
Learning Edge: 171 Away Days: 345
Training: 373
Learning Edge: 70 Away Days: 282
Connection Luminary And others The Connection Luminary FairShot And others
Pro bono hours worked
MovingBeyond Social Business Trust
3.77% of total hours worked
MovingBeyond Children’s Literacy Charity Soil Association
MovingBeyond Children’s Literacy Charity Soil Association
Charitable donations – target 1% of fees
£10,850 Target Met
£2,287 Target NOT Met
£12,320 Target Met
£12,500 Target Met
£18,865 Target exceeded
MovingBeyond Children’s Literacy Charity Soil Association Changemakers
£11,072 Target met
10.650 Total
5.146
