Greenheart Impact Report 2024 : simplebooklet.com

GREENHEART : IMPACT REPORT 20242ContentsLetter from our Chief Ecosystem Ofﬁcer ......................................... 4Summary of Performance and Impact ................................................. 5 Our 2024 highlights .............................................................................................. 6 The things we didn’t quite get right .............................................. 7 Progress on 2023 impact report commitments .......... 8Inner Focus .................................................................................................................................... 11 4 key themes of 2024 ...................................................................................... 12 General 2024 reﬂections ......................................................................... 15Outer Focus ................................................................................................................................ 16 Driving Client Impact ..................................................................................... 17 Our work ......................................................................................................................... 18Our Wider Community ............................................................................................... 20Our Impact in Numbers ............................................................................................. 23 Our 2024 Impact Scorecard ................................................................. 24 Our 2024 footprint .............................................................................................27Looking Ahead to 2025 .............................................................................................. 30 Objectives and focus areas for 2025 ............................................31Outro Note ..................................................................................................................................... 32

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GREENHEART : IMPACT REPORT 20244Letter from our Chief Ecosystem Ofﬁcer Neither is it obliged to see revenue or proﬁt (important though they are) as the sole measures of success. What formed in my mind was a vision of Greenheart’s growth - in keeping with its name - like an oak tree. “Success” (if that’s even the right word) will come in the form of resilience, the quantity and diversity of other species being supported and the fact that its presence in the world is felt (for all the right reasons). Greenheart will grow at the speed and to the size that its habitat allows - and no more.Hopefully, as the seasons come and go, it will become a mature and elegant ecosystem supporting many diﬀerent species and seeding its own oﬀspring before entering the inevitable decline of old age. Restoring Greenheart’s growth in this way released from me a huge amount of tension I didn’t even know I was carrying. It allowed me to look at another globally unsettled year from a place of calm, trust and belief in what we’re doing. Our little business is a sapling: well established, nicely formed and largely self-suﬃcient but still somewhat vulnerable to parasites and predators. We need to put a bit more active stewardship into ensuring it’s a properly resilient young tree, protected from external threats and truly becoming the living system it was born to be. We’re so close, and we’re doing it all without artiﬁcial inputs! The game-changer here is not in using that viewpoint to do anything diﬀerent; in fact, quite the opposite. It’s in using it to do less. To be still, trust the process and have a quiet conﬁdence that the natural ﬂow of our journey would bring us the “success” I know we deserve. So we choose to optimise, not maximise, seeking a maturity and reﬁnement in our work and ourselves, rather than endlessly chasing novelty or increasing volume.2024 wasn’t about striving for more, but about becoming better and I feel we achieved that in spades. This ethos extended to our own wellbeing. We gave ourselves the permission to stabilise, to ﬁnd a more regulated rhythm and reduce the extremes of energy and temperature that could so often leave us feeling depleted. It was a conscious move away from the frantic and towards a more sustainable way of being and working together.By the time we came together for our Autumn Gathering in (where else?) a Bedouin tent in Central London, we had a clear focus on achieving resilience through optimal service oﬀering, pipeline development and ways of working. This set us up well for the end of 2024 and the start of 2025. Each year, when I come to write this section of our impact report, I reﬂect on how proud I am of our intention and commitment to following a slightly diﬀerent path. It is not always the easy path, and certainly far from smooth or well trodden, but it’s the right path for us all the same.Thomas Bourne Chief Ecosystem Oﬃcer

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GREENHEART : IMPACT REPORT 202462024 offered the opportunity to expand both our areas of work and our team footprint. Some notable highlights from the year are: Our Team Expanded the ecosystem, both in our Core Team and Extended (Associate) Team - widening and deepening the expertise we can oﬀer Held an incredible Summer Gathering at Cabilla Undertook a comprehensive salary review Further evolved our Living Progression Plan model, creating a ﬂexible approach to personal development for our teamOur Services Submitted a comprehensive and well-considered response to the B Corp New Standards Consultations to help ensure they are both ambitious in terms of the bar they set, whilst being practical and realistic for businesses to achieve. Developed a range of service innovations in response to a rapidly changing sector. This included: Double Materiality Assessment, Climate Transition Plans and Compliance Horizon Scanning Our Business Explored some traditionally informed business growth strategy options but decided to focus on remaining true to our values through another year of market turbulenceOur 2024 highlightsSummary of performance and impact

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GREENHEART : IMPACT REPORT 20247The things we didn’t quite get right Not prioritising our own theory of change and impact metrics. As one of our 2024 commitments, it was disappointing that immediate business priorities and service development overtook this as a strategic priority. Because of this, our own impact and outcome measures are not at the level of quality we would like. Unable to implement the full range of team-related beneﬁts and policy improvements requested by our Wellbeing circle due to commercial considerations and operational impacts. There were a few areas where we were either unable to deliver what we set out to, or we didn’t quite get things right:Summary of performance and impact

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GREENHEART : IMPACT REPORT 20249Summary of performance and impact Progress on 2023 impact report commitments1. Expertise in Planetary Health:2023 commitment 2024 progressTo continue to widen the focus of our environmental advisory services to incorporate biodiversity and other planetary interactions. Educating our clients on the planetary boundaries and their impacts on them.Began incorporating Biodiversity Baseline Assessments or Reviews into existing projects where appropriate, for example, with long-term client Manolo Blahnik. The consideration of Biodiversity and planetary boundaries was also incorporated into our Double Materiality Assessment processes, which we signiﬁcantly evolved in 2024.2. Ecosystemic Change:2023 commitment 2024 progressBuild out and refresh our own theory of change with a more deliberate focus on how we measure and track real impact achieved both for ourselves and our clients. Not achieved. Our original theory of change (developed in 2022) is still relevant; however, it should be a dynamic and living document with frequent reviews and this has not been the case. Agree on a robust approach for a pro-bono/charitable partnership that works for all.Not achieved. Our desire to develop a truly impactful strategy as opposed to a tactical intervention has inadvertently halted our progress here.3. B Corp and Impact Services:2023 commitment 2024 progressSupport our clients to be as prepared as they can be for the new B Corp Standards. Help them navigate what is likely to be a confusing and potentially stressful time as we all learn to adapt to the more stringent requirements. An extensive focus for us in 2024 and continues into 2025. We contributed to B Lab’s consultation process and also used our knowledge to help clients approach the new standards with positivity and clarity, including working with clients such as Giﬀgaﬀ, Joelson, Opencast and Noble Foods to start the process of identifying what the new standards mean for their organisations.

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GREENHEART : IMPACT REPORT 2024105. Carbon emissions reduction ambitions: 2023 commitment 2024 progressCreate a carbon reduction strategy and explore setting science-based targets.Finalise and begin implementing our climate action planBy the end of 2024, we started creating a Climate Action Plan in line with B Corp V7 requirements. This continued into 2025 and some actions are already being implemented. We will be able to provide more information on this later in the year, along with conﬁrmation of our reduction targets.Continually strive to improve our calculation methodologyWork with our suppliers to gather more accurate data and improve the quantiﬁcation of our carbon footprintWe improve our calculation methodology for ourselves and our clients each year based on data and emission factor availability and methodology best practice. For example, in 2024 we used supplier-speciﬁc emission factors to estimate purchased goods and service emissions where possible.Summary of performance and impact 4. Resilience through our diversity:2023 commitment 2024 progressContinue our work in diversity, speciﬁcally increasing our understanding of neurodiversity in the workplace and how we at Greenheart can adapt our own working practices and culture to accommodate neurodiverse individuals, however that manifests for them.We evolved our hiring process to incorporate best practice, including a speciﬁc focus on neurodiversity. We also commissioned a comprehensive engagement and diversity survey, including follow-up discussions as a team, to co-create a long list of ideal changes to improve accessibility and engagement.Progress on 2023 impact report commitments

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GREENHEART : IMPACT REPORT 2024121. Submit a considered and thorough response to the consultation and encourage as many clients and friends as possible to do the same It was important to us that our response reﬂected not only our views as a small B Corp, but also the voices and interests of our diverse range of clients, so we spent a signiﬁcant amount of time crafting this. To encourage our clients and friends to submit their own responses, we published a brieﬁng note and organised a webinar on 7th March to discuss themes, implications and potential challenges in the draft standards. We also hosted three ‘Consultation Cafes’ - informal online events - to unpack the draft standards further. 2. Understand the direction of the standards and likely future requirements, and anticipate what this means for our present and future advisory services Having a great level of detail about the draft standards meant we were able to begin evolving our B Corp advisory services to help our clients be as prepared as possible. We began highlighting v7 alignment in our v6 gap analysis projects, and prioritising actions with the greatest v7 alignment in our recommendations. We also began completing gap analyses against the draft new standards for our clients who were keen to begin the process sooner rather than later. The structure and themes of the draft standards also gave us conﬁdence that the areas we’d been growing our services and expertise were indeed the right ones to focus on to maintain our ability to support companies with all aspects of B Corp certiﬁcation. By the time B Lab published the outcomes of the second consultation in September, we were conﬁdent in the depth of our expertise on the new standards. So, we organised an open public webinar in November 2024, which summarised the evolution of the standards to date, including the outcomes of the second public consultation. It broke our records for signups and replays on our freshly revamped YouTube channel, (Note: At the time of writing (July 2025), the new standards have since been published. For our most recent updates, please see this blog).Inner focus - governanceKey themes of 2024B Corp New Standards Consultation In 2024 B Lab conducted a second and ﬁnal consultation on the draft new B Corp standards - a key moment for the revision of the standards. With a very detailed draft available for public consultation between mid-January and end of March, we had two priorities:

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GREENHEART : IMPACT REPORT 202413Inner focus - governance Five new hires were made across the ecosystem, with three other team members starting a period of family leave. We held our summer gathering at Cabilla, a nature-focused retreat venue in a temperate rainforest in Cornwall. This reinforced our culture of connecting with nature and the importance of a long-term approach to business, much like the long-term approach places like Cabilla take to biodiversity restoration. We evolved and implemented our ‘Living Progression Plan’ process – an approach developed in-house that oﬀers a ﬂexible path to career development, balancing business needs with individual and unique career aspirations. We held an all-team training session on psychological safety, which revealed that our culture has a very high level of psychological safety. We gained important insight into the routines and rituals we can apply to keep that going. We conducted both an engagement survey and a separate diversity, inclusion, and belonging survey to assess our current standing in these areas. These helped us better understand the makeup of our team and generated ideas for how we can adapt our culture and ways of working to foster greater inclusiveness and belonging.Team resilienceOur people are key to our ecosystemic ability to deliver impact, and they remain our best custodians and executors of our impact aims. 2024 was a pivotal year in strengthening our team foundations:

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GREENHEART : IMPACT REPORT 202414Regulation and Compliance focus We recognised that the increased volume and complexity of compliance and legislation was challenging for our clients; however, we don’t believe that complying with regulation should be a driver for action in and of itself. So, we developed a compliance scanning and hotspotting service to identify the legislation an organisation should be aware of, the potential impacts it might have, and also how it links to other business strategies or voluntary impact eﬀorts such as B Corp. Through focusing on impact creation rather than solely compliance, we don’t just identify legal requirements. We also highlight strategic changes that can be made to facilitate compliance whilst improving the social and environmental performance of the company.Inner focus - governanceUsing our voice With an increased level of pressure being applied to sustainability and impact functions within organisations, we felt it was important that we provided a strong voice in support of the business case for building responsible and sustainable organisations. This led us to being more vocal and visible with our opinions and expertise, both via our own channels and through our wider networks. A particular highlight of 2024 in this area was having two team members, Lucie Montel and Fern Spencer, selected to lead sessions at the Louder than Words Festival, organised by B Lab UK. Both sessions were intentionally designed to provoke questions and challenge the status quo. Lucie’s session ‘Who’s afraid of Degrowth?’ was especially successful in sparking new conversations, and its long-lasting impact is shown through frequent invitations to discuss and contribute her insights on this topic.Lucie MontelFern Spencer

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GREENHEART : IMPACT REPORT 202415General 2024 reﬂections 2024 was another tough year for many small businesses, particularly those in the impact and sustainability space. However, we saw a growing determination among our clients and wider network to face these challenges with positivity and determination, an approach we have embraced at Greenheart, too. One thing that is clear is that when your resolve is tested, it is important to return to your ‘why’. For us, that means returning to the positive impact we want to create – there are several ways that manifested during 2024 and it no doubt will continue into 2025. Inner focus - governance

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GREENHEART : IMPACT REPORT 202417Beyond supporting the delivery of speciﬁc projects, we are able to empower and equip the people we collaborate with. Our goal is to leave them with the tools, knowledge and conﬁdence to continue making progress – whether we’re involved or not. Notably, in 2024, many of our clients invested in building or growing their internal sustainability capabilities, highlighting just how much importance they are placing on this work. During 2024, there was heightened awareness and importance placed on Biodiversity and Supply Chain impacts. In our opinion, these are both areas that have always deserved more attention due to their ability to accelerate meaningful change. This increased awareness meant we were able to support several organisations to understand their true supply chain impacts, often including biodiversity baseline assessments across their whole value chain. This level of knowledge and insight allows these companies to make informed long-term business decisions for example a fashion brand with operations in the UK, Europe and North America, engaging with their supply chain to make changes to materials procurement and the creation of various actions to avoid, reduce, restore and regenerate to create better outcomes for nature and biodiversity.Driving client impact Outer focusWe have always aimed to work as integrated impact partners with our clients, as our experience shows this leads to a deeper, more sustained focus on impact.

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GREENHEART : IMPACT REPORT 202418Our work Outer focus B CorpAlongside our consultation response and service evolution to include requirements from the new standards, in 2024, we enhanced our ability to not only advise on B Corp requirements, but to provide expertise and support in the implementation of the requirements with our clients. Through a committed eﬀort to invest in diverse skills across B Corp, general impact and technical sustainability, we have expanded our capabilities and are proud to say that we are conﬁdent in our ability to support clients across all impact topics of the new standards, drawing on expertise of our core team, associates, and trusted partners. We now have deep expertise in every B Corp impact area. Materiality AssessmentWe already had developed strong expertise in supporting clients with Materiality Assessments, but demand grew in 2024 due to the upcoming European Sustainability Reporting Standards (ESRS) requirements. While only a few of our clients are directly aﬀected by ESRS, we believe it’s essential that our guidance helps future-proof them by aligning with best practice. To that end, we used EFRAG’s implementation guidance as a key reference in shaping a robust double materiality process aligned with ESRS requirements.

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GREENHEART : IMPACT REPORT 202419 Sustainability Strategy A solid sustainability strategy must be rooted in the organisation’s individual context and circumstances, meaning it will be unique to every client. We supported multiple clients with their strategies over the course of 2024, including working with a large agricultural business to develop a solid impact strategy as an integrated part of their broader business strategy. Within this project, we collaboratively developed a set of clear and tangible 2050 targets with interim milestones and action plans. Our ongoing role involves ensuring the strategy is designed to deliver real impact, and that its implementation is realistic and relevant for their operations. We’re extremely proud of the progress this client has made since the project began. While our support has included both strategic and operational elements to help implement and embed the strategy, what truly stands out is their determination and ambition to build strong foundations and continuously improve over time. Carbon, Net Zero and Transition PlansIn 2024, we saw a distinct shift in our support to clients around Greenhouse Gas (GHG) emissions and net-zero. We wanted to challenge what we were seeing more widely and help our clients break through the reporting barrier. So, with our growing Planetary Health team, we enhanced our systems and processes to focus on climate action as well as GHG reporting. This meant working with our clients on a deeper level to integrate their net-zero plans into their broader business strategy, covering everything from governance to action.An increasing number of our clients now have comprehensive and holistic net zero strategies, and are moving towards Climate Transition Plans. We anticipate this trend will continue into 2025 as pressure around 2030 targets intensiﬁes – but perhaps more importantly, as businesses realise they cannot meet these goals alone or continue operating with “carbon tunnel vision”. We’re excited to support more clients to develop and implement their Climate Transition Plans, particularly through a more holistic lens that ensures the transition to net zero is both equitable and aligned with our Greenheart values. Outer focus

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GREENHEART : IMPACT REPORT 202421Alongside our project and partnership work with clients, we are committed to introducing and amplifying regenerative leadership as a route for creating long-term resilience in business. During 2024, several of our clients have begun or continue to explore regenerative leadership by attending sessions with Giles Hutchins, a long-standing friend and mentor to Greenheart. Our wider communitySimilarly, members of the Greenheart team were asked to sit on or moderate several industry panels to share insights and experiences on regenerative business. These included…

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GREENHEART : IMPACT REPORT 202422Our wider community1. A panel event in partnership with Work.Life as part of B Corp month celebrations The topic was ‘What’s Ahead in Sustainability’ and representatives of Greenheart alongside business leaders from impact-led organisations discussed how they are making sustainability happen and the challenges they are navigating. 3. Business Leader reception at Downing Street with the Prime Minister Contributing to the conversation about what small and developing businesses need from Government to thrive. 2. A Supplier Engagement event at The Garlic Farm Discussing shared challenges and experiences with a group of committed and passionate suppliers.

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GREENHEART : IMPACT REPORT 202424However, we have felt for some time that our current scorecard metrics are not the best way to reﬂect our impact and progress. We would like to link an evolution of these metrics to a refreshed Theory of Change and Materiality Assessment, which, unfortunately, we were not able to prioritise in 2024. So, for now, we have continued with our current scorecard, with a plan to revise the metrics in 2025.Our operational progress has been steady this year, and we’re proud to have maintained strong performance on important areas such as engagement, diversity and wellbeing. These are areas that are important to us and feature strongly in the Mother Tree at Greenheart, which has been particularly important in a year of considerable change and ﬂux. Our 2024 Impact ScorecardSince 2022, we have reported on our impact scorecard to provide a consistent view of our progress over time. Our impact in numbersWe believe it’s important to report against the same measures each year in order to maintain the integrity of our data. We are committed to reviewing how we measure, monitor, and report our impact. We want to take the time to get this right and look forward to sharing more as our new approach takes shape.

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GREENHEART : IMPACT REPORT 202425Our impact in numbers2024 ScorecardMother TreeImpact BranchIndicator Description 2021 2022 2023 Our target 20242024 Result (RAG = Performance against 2023 or last data available)Natural balanceEngagement % of employees who stated said that they are proud to work at Greenheart96% 82.50% N/ATarget TBC as we intend to evolve our scorecard and the indicators we track for the 2024 FY93%Natural Balance and Wellbeing Average ‘balance’ score from our monthly wellbeing survey N/A N/A 5.4Average well being score for the team above 6 out of 105.8Opportunities% of employees who stated agreed that there were good careeropportunities at GreenheartNew for 202267% N/ACarry out Inclusion & Engagement survey in 202475%Resilience through our diversityInclusion% of team responding positively to the 5 inclusion questions in annual survey93% 82% N/ACarry out Inclusion & Engagement survey in 202490%Ecosystemic changeWider Ecosystem (Clients)Number of individual client companies served during the year51 56 51Target TBC as we intend to evolve our scorecard and the indicators we track for the 2024 FY41Time spent of pro-bono or volunteer work% of available working time spent on either pro-bono or volunteer work during work time1.84% 2.03% 0.70%Target TBC as we intend to evolve our scorecard and the indicators we track for the 2024 FY0.18%% of revenue donated to charity% of total revenue donated to charity during the year 0.10% 0.13% 0.05%Target TBC as we intend to evolve our scorecard and the indicators we track for the 2024 FY0%B Corp and impact servicesCompanies certiﬁed as B CorpsNumber of companies we supported on their B Corp process who were veriﬁed as a certiﬁed B Corp either for the ﬁrst time or in recertiﬁcation.3 5 14Launch a new approach and metrics to measure client impact beyond B Corp certiﬁcation and score10Average scoreThe average veriﬁed score for all companies we supported during the year who were veriﬁed as a B Corporation either for the ﬁrst time or as part of a recertiﬁcation process84.46 85.68 102.9Launch a new approach and metrics to measure client impact beyond B Corp certiﬁcation and score102.9Planetary health# of clients with carbon footprints carried out by GreenheartNumber of GHG Inventory calculations (Carbon Footprints) carried out for individual clients during the year1 10 8 Demonstrate increase 9

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GREENHEART : IMPACT REPORT 202426Mother TreeImpact BranchIndicator Description 2021 2022 2023 Our target 20242024 Result (RAG = Performance against 2023 or last data available)Planetary healthNumber of carbon footprints that include scope 3 emissionsNumber of GHG Inventory calculations carried out during the year that included scope 3 emissions 1 7 6 Demonstrate increase 8# of realistic and ambitious Net Zero strategies developed with clientsNumber of clients that we supported to create robust Net Zero strategies, road maps or plans0 2 3 Demonstrate increase 4# of times planetary boundary content is part of content delivered to clients-0 3 8 Demonstrate increase 8# of times 'principles that enable life to thrive' content is part of content delivered to client -0 2 9 Demonstrate increase 5# EMS deliveredNumber of environmental management systems (EMSs) we have built for clients2 3 3 Demonstrate increase 2Total GHG emissions (tCO2e) Market BasedIncludes all relevant scope 1, 2 and 3 emissions12.15 12.25 24.71In 2024, we are aiming to set a veriﬁed short-term science-based target22.52Total GHG emissions (tCO2e) Location BasedIncludes all relevant scope 1, 2 and 3 emissions 12.2712.25 24.71In 2024, we are aiming to set a veriﬁed short-term science-based target22.52TrunkEcosystem (Employees)Number of Core Team employees on the last working day of the year 6 12.30 24.87-12Ecosystem (Freelance)Number of associates in place on the last working day of the year78 3 - 2Bonus% of proﬁt paid out as proﬁt share to core team employees25 25 0Share 25% of proﬁts with core team employees 0Client Satisfaction % of respondents to our end of project client satisfaction survey that selected 5/5 for overall satisfaction 100% 100% 100%Target TBC as we intend to evolve our scorecard and the indicators we track for the 2024 FY88%

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GREENHEART : IMPACT REPORT 202427For the ﬁrst time since we started quantifying our GHG emissions, our total absolute emissions have decreased compared to the previous year (9% between 2023 and 2024). For the ﬁrst time since we started quantifying our GHG emissions, our total absolute emissions have decreased 9% between 2023 and 2024. This was primarily driven by a large decrease (29%) in purchased goods & services emissions, driven by a mix of decreased spending and improved data quality. Purchased goods and services is still our most signiﬁcant emissions category, accounting for 50% of our 2024 footprint.Our 2024 footprintOur impact in numbersPurchased good and servicesIntensity (emissions per FTE)Capital goodsFuel and energy related activitesWaste generated in operationsEmployee commuting and homeworkingBusiness travel2021 2022 2023 2024Emissions (tC02e)0.000.001.002.003.004.005.005.0010.0015.0020.0025.00Emissions per employee (tC02e/FTE)Purchased good and servicesIntensity (emissions per FTE)Capital goodsFuel and energy related activitesWaste generated in operationsEmployee commuting and homeworkingBusiness travel2021 2022 2023 2024Emissions (tC02e)0.000.001.002.003.004.005.005.0010.0015.0020.0025.00Emissions per employee (tC02e/FTE)

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GREENHEART : IMPACT REPORT 202428In 2024 we began incorporating supplier-speciﬁc emissions into our footprint, which allowed us to improve the accuracy of our footprint. Our impact in numbersThe reduction in our absolute emissions, coupled with an increase in employee numbers, has meant that our emissions intensity (tCO2e/FTE) has also decreased compared to 2023 from 3 to 2.5. We also quantiﬁed our emissions associated with employee pensions for the ﬁrst time this year. Though this is optional under the GHG Protocol, we feel it is important to include them.As we continue to grow and invest in our business, our spend is likely to increase. As part of our net-zero strategy, we are exploring ways to support our key contractors and partners to quantify and reduce their own GHG footprints.This will also help us achieve our ambition to improve the quality of data in our own footprint. As a fully remote company, emissions from homeworking account for a signiﬁcant share of our emissions. There are currently limited actions we can take to reduce these emissions, but in 2025, we plan to explore any additional data we can collect from employees to reﬁne our calculations.Understanding actual heating usage of our employees, for example, will support us in further identifying where savings can be made.In 2024, we considered setting veriﬁed emissions reduction targets. On reﬂection, as our scope 1 and 2 emissions are negligible, it is more impactful for us to focus on our scope 3 emissions hotspots and conﬁrming our scope 1, 2 and 3 targets in 2025.

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GREENHEART : IMPACT REPORT 202429Due to this methodological update, we have updated our previous calculations to facilitate a fairer comparison of emissions across comparison years.GHG Emissions Intensity* 2021 2022 2023 2024GHG Emissions Intensity (per unit revenue)Total location-based GHG emissions per £1M revenue (tons of CO2e/revenue) Not quantiﬁed 38.64 32.51GHG Emissions Intensity (per unit FTE)Scope 1 & 2 (location-based) GHG emissions per FTE (tons of CO2e/FTE) 0.05 0.01 0.02 0.00Total scope 1, 2 and 3 (location-based) GHG emissions per FTE (tons of CO2e/FTE) 4.91 2.05 3.05 2.47Our impact in numbersIn 2024, our software partner Carbon+Alt+Delete updated its calculation engine to incorporate updates in best practice from the Greenhouse Gas Protocol. * Rounded to 2 decimal places.

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GREENHEART : IMPACT REPORT 202431These areas reﬂect where we believe we can have the greatest impact, shaped by the evolving needs of both our clients and our team.1. Service development: Strengthen our position as a strategic implementation partner across all areas of social and environmental impact - aligned with the new B Corp standards, but not limited to them. This includes evolving our service oﬀering and adapting our delivery models, both in how we engage with clients and how we structure project teams internally, to continue leading the way in supporting companies on their B Corp journeys and beyond.2. Climate Action Plan: Conclude our own Climate Action Plan in line with best practice. Create a decarbonisation plan that addresses our emission hotspots and plots a trajectory to a decarbonised business model with growth decoupled from emissions increases.3. Impact of AI: Work closely with our stakeholders to explore and apply AI in ways that drive meaningful impact, while understanding and critically reviewing ethical and sustainable practices in this area. Objectives and focus areas for 20252025 promises to bring continued change and challenge, requiring adaptability and resilience. Alongside delivering high-impact work for our clients, we’ve identiﬁed three strategic priorities for the year.Looking ahead to 2025

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GREENHEART : IMPACT REPORT 202433We are conscious that our precious planet is under extreme stress and people are suﬀering incredibly. During these, times it can feel hopeless – and we can despair and give up, or we can maintain our resolve to be part of the change we want to see in the world. I keep reminding myself that every thought, action and interaction allows us to pause and think whether we are acting on old inbuilt beliefs or embracing the open-mindedness that could take us on a diﬀerent trajectory. It is through this lens that we have an opportunity to consider the way we do things here at Greenheart and to refresh our materiality assessment and theory of change with a renewed perspective. We also aim to bring this intention to life in more informal ways throughout the year by creating more opportunities for feedback and dialogue.Being led by a materiality process is critical for any business moving forward. Through this process, we are able to better gather and integrate feedback, ensuring we measure success through the outcomes that truly matter.In the same spirit, we can aim to spark fresh, innovative thinking, grounded in nature’s wisdom, to help address systemic problems and build resilience for ourselves and all those we have the pleasure of working alongside.Emma Aberg Lead Planetary Health ConsultantLooking to the year ahead, I truly hope that we all have a more settled year to come. As we nestle into our core service focus and deepen our expertise in the new B Corp standards, it feels good to have a clear path to journey on with our valued clients.