People, Purpose, Planet
2026
Welcome…
Hold on to what really matters
When the room spins, we instinctively reach out for something stable to hold onto. When it’s the world, not the room, that’s spinning, businesses need to hold onto what’s certain.
It’s certainty that can be found in what I see as an emerging triple lock that safeguards brand authenticity, responsibility and reputation.
The first guardrail is adherence to global standards. This People, Purpose, Planet report is our public commitment to, amongst others, PRCA, B Corp and Better Business principles. We are a living model that proves working with purpose brings its own rewards, including communications creativity, client success and company profitability.
The second encompasses responsible regulation to level the playing field. The EU’s Empowering Consumers for the Green Transition directive, for example, calls time on vague environmental claims. As the CEO of a company that embeds data at the heart of its work, it’s about bloody time! Now, responsible companies can PROVE their value.
Third, globally recognised symbols of excellence provide unambiguous validation at a time when truth can appear elastic. One such symbol is The King’s Award for Enterprise ― the UK’s most prestigious business honour. Winning it this year, I can attest to the fact that it’s an extremely robust and comprehensive assessment of our sustainability performance. It’s an unspinnable gold standard.
As the UK Prime Minister writes, “This prestigious honour symbolises the outstanding achievements, ambition and commitment that underpin your organisation’s success.”
As the world spins, it’s time to hold on to what really matters.
Kirsty Leighton MBE
Milk & Honey Founder and CEO ― and Chair of the PRCA
The King’s Award for Enterprise: Sustainable Development
It’s a process that led to much head-scratching, eye-rolling and self-questioning: it’s tough but also revelatory. It has asked us to go right back to the beginning to examine our foundational goals and see not just the ‘how’ of sustainability but the fundamental ‘why’. It has reaffirmed the reasons the agency was founded in the first place, to: help our clients to be seen, be heard and be good; ensure that we build an agency that puts people first; act as a better business trailblazer; and reach out beyond our industry to champion positive purpose in every business.
Winning The King’s Award has sent a tangible thrill through the agency ― independent, exacting and rare recognition (we’re the first PR and Comms Agency to win for Sustainable Development). It tells us that what we and our clients achieve makes a difference. We’re incredibly proud ― and inspired to live up to the honour every day.
By Adam Toms
Head of Content
In 2025 we decided to really put Milk & Honey’s sustainability performance to the test. The question was how?
While there are many robust and meaningful certifications, we wanted something definitive. Something that looked at what we actually did, not what we thought we did. Something that would go into forensic detail across areas such as strategy, implementation, resources, financial performance and wider impact. Something that would take apart and crawl all over, under and through our assumptions. Something, ultimately, that would validate our B Corp framed approach to sustainability.
We found that something in The King’s Award for Enterprise: Sustainable Development. This was no ‘one and done’ certification but very much in the B Corp vein: ongoing, meaningful and data based. We pride ourselves on being an agency that sees accurate data as the foundation of every communication, but this was a whole new level. It has been the ultimate sustainability stress test, spearheaded by the UK Government’s Department for Business and Trade.
We have had to demonstrate our performance, in detail, across the full range of business operations, including:
- Vision, mission and values.
- A robust environmental, social and governance record.
- Compliance with regulation, guidance and best practice in areas including anti-slavery, better business ethics and environmental reporting.
- Responsible environmental management and reporting.
- Responsible financial management and reporting.
- The success of our business model in terms of governance, growth and profitability, including adherence to the PRCA Communications Management Standard (CMS), B Corp Certification and our programme to export the Milk & Honey better business model globally.
- A focus on building a people-first place to work, including training and bringing new opportunities to everyone who works here.
- Positive communications and sustainability outcomes for our clients, demonstrated, for example, through award wins.
- Our sustainability impact on the wider PR industry.
B Corp re-accreditation
Better Business is a dynamic space and B Corp has been working to stay ahead of changes. In 2025, Milk & Honey reaccredited to B Corp using its new and more stringent certification standards. It’s been a challenging process ― we’d expect no less from an organisation with a mission to inspire and enable people to make business a force for good.
At our last accreditation in 2022 we scored 154.2 points, while in 2025 we’ve scored 151.9. Our 2025 score is measured against much tougher criteria than 2022 and within a new maximum score of 160 points (for comparison, the business average is just 50.9 points).
Milk & Honey B Corp Score
Empowering Consumers for the Green Transition — a dynamic landscape
Purpose is never static. Commitments we made more than five years ago, therefore, need to respond to and reflect a rapidly and constantly changing environment.
The Empowering Transition for the Green Transition Directive (ECGT) is one example of this dynamism. Originally introduced in 2024, it becomes fully enforceable in September 2026. It’s a wide ranging and fundamental reset of the way that we, our clients and indeed all businesses communicate environmental and sustainability messages.
It’s intended to eradicate greenwashing, where companies make environmental claims that simply don’t add up — and also to give responsible organisations the framework they need to communicate accurately and consistently.
The ECGT’s basic premise is very simple: if a brand makes environmental and/or sustainability claims, it must now back them up with evidence. The burden of proof has shifted firmly onto brands.
True carbon neutrality
The Directive impacts responsible and not so responsible organisations alike. Businesses, for example, that use carbon credits or tree planting offsets to work towards ‘carbon neutrality’ can no longer do so. Now, only real carbon reductions count.
It’s a development that means many organisations, including Milk & Honey, will change the way they speak about carbon neutrality. As a proud partner of Ecologi for many years, we’ve planted a forest of around 16,000 trees and eliminated well over 1,000 tonnes of CO2e. While the ECGT means that we will no longer claim this makes us carbon neutral, we plan to continue the initiative as a way of mitigating our impact as we also look to pursue real carbon reductions.
Words and pictures
The ECGT also goes after less well-intentioned environmental claims. One of the drivers for the ECGT was research from the EU that found over half of all environmental claims made by companies within the Union were at best vague and often misleading. Sustainability, like beauty, must be more than skin deep.
It means that common words and phrases we’ve grown familiar with over the years will now face more scrutiny. Terms such as “eco-friendly”, “earth-kind” and “sustainable” now have to be proved.
We’ve also all become used to seeing comforting pictures and logos attached to products and services, often showing green leaves or caring hands cradling the planet, but not for much longer. Brands must now show and tell; essentially, to explain how their products and services qualify. Further, green badges that imply some form of certification must meet far more stringent criteria: the ECGT means these badges and certifications can only be granted by a government body or accredited third-party organisation.
All or nothing
The ECGT also works to deliver greater consumer clarity. It’s banning messages that may claim products are ‘green’ when the reality is they only partially qualify. As an example, this can include packaging that makes a big deal out of the fact that the product is sold in bottles made of recycled plastic — but isn’t quite so forthcoming about the damage the bottle’s contents may do to the environment. In the same vein, brands are no longer allowed to highlight something as ‘green’ when that’s already a legal requirement: think cleaning fluid with a big label claiming it’s ‘Triclosan-free’ when this is an already prohibited substance.
No hiding place
One of the problems with regional regulation is that we live in a global world. While the EU can apply regulation within Europe, it can’t enforce the ECGT beyond its own borders…or can it? Turning the potential negative of globalised trade into a positive, the EU ensures that the ECGT is applicable to any company that does business in the bloc. Now, no matter where a company is based, if it sells anything within the EU, it’s subject to the Directive.
Enforcing this scrutiny across a market of over 450 million consumers with a combined GDP of over $23 trillion could be something of a challenge. The EU, however, is effectively recruiting every business to assist in ensuring compliance by allowing them to report breaches from their competitors. It brings thousands more eyeballs to watch over corporate claims.
The ECGT means that there’s no hiding place for companies that fail to prove what they say.
A level playing field
We see the ECGT as a huge step forward. Until now, consumers may have struggled to see the difference between the companies who walk the walk in terms of environmental responsibility, and those who simply talk the talk. By levelling the playing field, it brings competitive advantage to authentic brands, which can now clearly differentiate offerings.
That said, the Directive is comprehensive and can snag well-intentioned brands as well as the cynical. Businesses will want to ensure that they are compliant, with actions that can include: communications audits of existing materials (e.g. websites); clearly mapping evidence to claims; training teams; and, importantly, finding trusted third parties to mark their homework.
The ECGT ushers in a new era of accountability and that can only ever be a good thing.
Progress highlights
Milk & Honey works to deliver ongoing progress. Highlights this year include:
855.50
volunteer hours for the last 12 months
This equates to around £220,000 in donated hours
79%
of our team are co-owners in our business
As of June 2026
0%
revenue from high carbon clients
19.9 → 0.7
tonnes
scope 3 reduced
People
“For me, the thing that makes Milk & Honey a special place is the people I work with. Collaborative, caring and kind, we are all focused on helping each other as we support our clients to make the world a better place.”
Imogen Wallis
Partner & Global Head of Digital and Social Media
Building — and testing — a great place to work
Our people’s positive experience of Milk & Honey is a foundational commitment ― created to be the kind of agency that they really want to work for. It means our approach to our people and the place where they work is always evolving to their needs. We want to show that we can and will always improve.
We’re a company that looks to gain third-party validation wherever possible (so we’re not marking our own homework) and awards are an effective way to see how we compare with the wider industry. If independent judges assess and approve our approaches, then we can have some confidence that what we’re doing works. We test ourselves against some of PR’s toughest benchmarks.
In 2025, for example, Milk & Honey won PRWeek’s People and Places prestigious Best Medium Consultancy Award — demonstrating our industry-leading commitment to training and opportunity, DEI and workplace benefits. In 2026, we have gone on to win PRWeek’s People and Places Award for Best Rewards and Benefits, with judges commenting that Milk & Honey shows, “a core commitment to creating an agency experience that people genuinely want.” We were also Highly Commended in the Sustainability category.
As well as a commitment to place, we are focused on the personal and professional growth of our people. Two of our team picked up coveted PRWeek Rising Star Awards: Lola Carter in the Under 10 Years’ Experience category; and Sanjiv Winayak in the Over 10 Years’ Experience category.
In 2026, we’ve also been recognised by industry body, the PRCA, winning its Workplace Champions Best Medium Agency Award for the fifth year running. The PRCA praised our inclusive working environments and deep commitment to a people first workplace. This year we were also named as one of Campaign’s Top Five Boutique Agencies in its Best Places to Work Awards. It’s an award with a difference as it’s based on an anonymised survey of our people, so we know that our strategy is actually making a meaningful impact for everyone who works here.
Awards, glitzy ceremonies and trophies are hugely gratifying, but it’s what they demonstrate that brings the real validation and value.
Growth, reward and co-ownership
Growth
Our people make us what and who we are. In 2025/26 our global headcount stands at 33
- Milk & Honey Group: Five
- UK: 12
- US: two
- Germany: seven
- Singapore: one
- Six consultants provide support to our global team
Reward
Our people continue to grow — earning 10 promotions in the past year, alongside three pay rises. Pay is calculated using industry benchmarks to ensure competitive salaries — and we have made changes this year to remain aligned.
- Client assistant bands start at £29,000 (in line with Living Wage Foundation rates – higher than government rates)
- Client executive level bands start at £30,000
- Profit share when targets are met
- Flexible working offer — with 21% working part time
Co-ownership
Milk & Honey ensures that our people own the business they help to build. In August 2021, we became an Employee Ownership Trust (EOT).
As of June 2026:
- 79% of our people now co-own 55% of the business
- One year of service brings automatic EOT membership
- Dividends of up to £3,600 can be paid annually, tax free for the UK team
- EOT members are invited to a biennial agency conference
Diversity, equality, inclusion and belonging
In the past year, Milk & Honey’s Diversity, Equity and Belonging (DEI&B) team has been working to strengthen our processes and practices, ensuring that we prioritise both our internal team and our external network.
A diverse workforce
As of June 2026, Milk & Honey employs and enjoys a diverse workforce – to reflect the communities we serve:
Diversity, equity, inclusion and belonging 2026
By Monique Noel Brown
Client Manager
Intro to DEI&B team at Milk & Honey – refreshed team and vision
At Milk & Honey, Diversity, Equity, Inclusion and Belonging (DEI&B) is not a box-ticking exercise; it is something we actively and thoughtfully embed into the way we work. This year we’ve decided to focus on specific initiatives, to maintain a drumbeat of effective DEI&B activities.
At a higher level, we take steps to build a culture where everyone feels seen and valued, and includes:
- Introducing cultural moments into our social calendar as we celebrate events such as Eid, Easter, Mother’s Day and more – through inclusive social posts, blogs and video content.
- Marking the International Day of Happiness with a Happiness Brunch, incorporating the team’s favourite snacks and drinks.
- Hosted an Easter egg hunt across our global team, including members who were present in the UK office and those working abroad or from home, by allowing them to choose their favourite Easter egg and celebrate in a way that works best for them.
These are just small examples of how we’re working to better connect with the team and celebrate key moments throughout the year.
We have also taken strategic steps to better understand inclusivity and wellbeing at Milk & Honey. We recently launched a DEI&B and Wellbeing Survey, giving every team member the opportunity to share how they feel about inclusion and wellbeing across the agency. The aim has been to create an open forum where our people can share their experiences and seek support from the DEI team whenever needed. Results are currently being collated and assessed — once complete we’re committed to using the feedback to shape and inform wider activities and initiatives.
As a team, we know there is always more to do and are dedicated to creating an environment where everyone, regardless of background, identity or lived experience, feels that they truly belong.
Supporting the next generation – work experience
At Milk & Honey, we’ve always believed that the best way to build the future of our industry is to invest in the people coming into it. Since 2017, we’ve welcomed 18 interns and six work experience people — with 95% of our interns becoming fully fledged employees.
Nick Schreiner— Germany
Teach ‘em young! Inspiring the next generation to pick up our favourite profession is a quality we truly value here at the German office. In February, we had the pleasure of hosting Nick for a one-week school internship, and I’d love to share some impressions from my perspective as his mentor.
During his time with us, Nick gained a solid first insight into our typical workday and daily tasks. I had him assist with smaller research assignments and shadow our team to deepen his understanding of how PR works in practice.
As his mentor, it was a highly rewarding experience. Nick was very curious, and I made sure to answer all his questions and explain our processes clearly. He was incredibly receptive and managed to learn a great deal in a very short time.
A particular highlight for him was researching influencers, a task he handled with great enthusiasm. It was also great to see his fascination with the PR tech stack we use. He quickly understood how databases, design tools and media relations platforms make our daily work much smoother and more efficient.
I was especially glad that he picked up on our strong team culture. Nick noticed how closely we collaborate and support each other to get things done, which was a great takeaway for him regarding the importance of teamwork.
Overall, it was a fantastic week having Nick with us at Milk & Honey. It was a pleasure to guide him through this fascinating first experience, and I’m proud we could provide him with so much new knowledge about our industry!
Diversity disco
We were so excited to announce the return of Diversity Discos at Milk & Honey, and they’re here to stay!
Diversity Discos are our way of celebrating what makes us different, bringing the Milk & Honey team together to acknowledge and celebrate the rich variety of identities, experiences and perspectives that exist across our agency. Rather than being a one-size-fits-all event, each Diversity Disco is tied to a specific moment in the cultural calendar, or a topic/ theme that someone from the agency feels passionate about and wants to discuss.
In recent months Diversity Discos have:
- Recognised Neurodiversity Celebration Week, where we focused on neurodiversity as a spectrum and the intersectional factors that can impact neurodiverse PRs. As our first Diversity Disco of the year, it was a great opportunity for the team to learn, connect and celebrate in equal measure.
- Marked Mental Health Awareness Week — allowing us to come together as a team, open up conversations that matter and show our support to colleagues who choose to share their experiences.
The return of Diversity Discos reflects Milk & Honey’s belief that celebration is a powerful tool for inclusion. When we take the time to share these moments together, we signal to every member of our team that their identity and their experience is valued here.
We cannot wait to see what the rest of the year brings!
Health, mental health and wellbeing
By Caroline Gruen
Partner & Global Health & Wellbeing Lead
We know that wellbeing is a highly personal topic, with every single one of us having very different needs. Wellbeing programmes that look to tick a box aren’t always helpful to team members who don’t have the time or interest in engaging with them.
This is why we start by asking the team what matters to them. We survey our team on wellbeing every year and use the results to guide our strategy, internally and externally. Perhaps unsurprisingly as a female-led agency, women’s health came out as a top concern, followed by mental health and burnout. Inclusive caregiving was another area that received attention, with the team stressing that ‘caring responsibilities’ go beyond childcare.
We’ve also seen increasing overlap between wellbeing and DE&I, showing again how a nuanced and segmented approach is needed. Our strategy for the year ahead will focus on championing and supporting the issues which matter most to our team, supported by continuing to explore the right tools and training to take care of everyone in the ways that matter to them.
It’s clear that, with half of respondents saying that they’d like to feel more empowered in helping their colleagues with their mental wellbeing, this is a team approach.
Health and wellbeing in Germany
As 10 October marks World Mental Health Day each year, the Munich team took the opportunity to attend a seminar hosted by the German Society for Burnout Prevention (Deutsche Gesellschaft für Burnout-Prävention).
It was a very insightful session that covered more than just the psychological aspects of wellbeing. The team received practical advice on physical health, including nutritional counselling and metabolism tips, which play a huge role in stress management.
One highlight was meeting two young students who, having been affected by burnout themselves, are developing a way to track health metrics and share them directly with doctors and health insurance providers. It’s a fascinating approach to proactive healthcare.
No shizzle Sherlock – our 40 (+1) leave is a huge success!
In last year’s report we spoke about our (then) new 40+1 Leave Policy, where fixed leave dates such as bank holidays are freed so that our people can take them whenever they need them. Essentially, everybody now gets a 40-day lump sum leave entitlement to take whenever it suits them, plus an additional day for their birthday.
It probably won’t surprise many to learn that it’s been a HUGE success and is now a firm favourite with our team.
Timesheet update
As a business continually measured by our clients on business impact, not outputs, we like to hold our own processes to the same account.
Timesheets are a way of life in the majority of marketing agencies and an important way of understanding how much time is spent on each client. At Milk & Honey, however, we don’t bill our clients by hours; we bill them on results.
The daily grind of filling in timesheets was putting extra pressure on the team because getting the hours right sometimes got in the way of the actual work! So, we decided to trial scrapping timesheets entirely. What we found after three months was no notable impact in our ability to service profitability and a much happier team, delivering even better work for clients.
We’ll leave our Digital Client Director Hannah, to sum it up:
“It’s often said that you don’t realise the weight of a burden until it’s gone and that’s exactly what stopping timesheets felt like. It’s allowed us to shift our focus from purely analysing data to having more meaningful conversations about our workload and how we can best support each other. Removing that administrative pressure has given me back valuable time and headspace, enabling me to better support my team where they need me most and focus on what truly matters: doing our best, most creative work.”
A supportive workplace
Milk & Honey understands that a supportive workplace is essential to the health of its people. Carrying this forward in 2025/26, we have maintained or re-committed to support a range of health issues. These include:
We are a signatory of the Menopause Charter, committing to: recognise that women need specific support; talk openly, positively and respectively about the menopause; and actively support women affected by the menopause.
We have signed to Working with Cancer Pledge — to eliminate stigma and insecurity for people with cancer ― and to build a supportive workplace for those who are living with cancer.
We have committed to the Pregnancy Loss Pledge ― to show empathy and understanding towards people and their partners experiencing pregnancy loss, have implemented a pregnancy loss policy and are mindful of the needs of partners, too.
Growing moustaches for men’s health
In 2025 we continued to work with the Movember Foundation where we proudly supported the Puck ’n Mo Tournament in November; a charity ice hockey event organised by the Ruhpolding Sharks, dedicated to raising awareness for men’s health and mental wellbeing.
The event brought together players, supporters and partners for a powerful day of sport and community, made even more meaningful by the fact that many participants have been personally affected by men’s health issues. By sharing their stories, the tournament highlighted the importance of open conversations around men’s health.
Milk & Honey contributed with official Movember merchandise and branded gear from Warrior, with special thanks to Warrior Sports for their generous donation and to Maffin Media for capturing the event.
Building on our Movember work, we organised a press panel with our Movember ambassadors, Ben Ellermann, Dr. Christian Wagner and Thomas Dziurdzia as key speakers on men’s health issues. We invited multiple media outlets, resulting in great coverage for the Movember Foundation and its goals, including an article in DER STANDARD. In addition, we sent out merch packages to the attendees to spread even more awareness of the campaign.
Nurturing careers, training and coaching
The Hive is a place to learn and a place to grow – calling on the expertise of our own people and external insight. In 2025 we continued our Hive Academy programme which focused on development training run by our team members.
In addition, Milk & Honey’s training and development offering is designed to help personal and professional growth. Our offer includes:
- Personalised training plans
- £1,000 training budget
- An industry qualification
- Mentors
- 360-degree feedback
- Training check-ins
- Structured and paid training plans for all interns
Training spotlight
Nemea Holme – working student in Germany
Just over six months ago, I started working at Milk & Honey alongside my studies, with the goal of getting a closer look at the world of PR and management.
From day one I was welcomed warmly, onboarded by Patrizia, my line manager, and the team in Germany, and got my first feel for the routines and structures of everyday working life. I already appreciated the lovely team back then, but it took me a few more months to truly understand how much the human side of things and the way people treat each other actually means.
Since the Germany team is made up of seven people, we all work very closely together, and on office days I get a real sense of what the daily workload and pace look like at more senior levels. But the real difference comes from the close collaboration with our wider team spread across the world. The personal side of working together and the benefits that come from the close exchange with colleagues in Germany are combined with an enormous swarm of bees that not only has your back and is always available for questions, but also keeps you informed about the latest developments in the PR and management industry across different countries.
My working week at Milk & Honey starts with our shared weekly Monday morning call, where we go through every client, keep each other updated on deadlines, events and appointments, distribute tasks and note down where the focus needs to be that week. Since I am only there for 15 hours a week, my role has developed in a way where I am not assigned to individual clients but instead support all of my colleagues: I do research, keep the coverage trackers up to date, help with pitch and monthly reports, or, as has been the case recently with a few new clients, create media lists and similar materials, so I contribute a little bit everywhere.
Working at Milk & Honey has given me a really good insight into the PR and marketing industry, and I never would have expected the workload to be as high as it actually is. Keeping an eye on the performance of your own clients, both domestically and globally, as well as tracking the performance of their competitors, all within an increasingly fast-moving world and a global political situation that is anything but straightforward on every level: it can make your head spin! And that is before you have even paid any attention to the topic of AI and the constantly evolving tools that come with it. Somewhere in the world it is always daytime, and somewhere there are always groundbreaking new developments, news and crises that need to be picked up and responded to.
With all the noise our world produces, and given that our job as a communications agency is to take in all of that noise and filter it, this can only work if every single bee has an attentive ear, so that out of many individual bees each bringing their own input into the company, a coherent swarm can emerge.
Only then can PR and marketing succeed in the future, and only then can we be sure that every new technological development gets properly adopted and strengthens our company as one tool among many others.
My biggest lesson at Milk & Honey is that you should never underestimate the power of a well-curated company that is open to change and genuinely enjoys learning. So no, I am not afraid of the future developments in AI and everything that comes with it in this industry. I am actually looking forward to it.
Purpose
“At Milk & Honey, we understand that purpose is the true driver of any business”
Manuel Huttl
CEO Germany
APAC’s information to inspire
By Matt de Bakker
Partner & Singapore MD
APAC is one of the most dynamic markets in the world. Singapore, where I’m based, reflects this dynamism perfectly: YoY 2026 economic growth is running at 4.6% as it harnesses life sciences, tech and AI booms. Yet Singapore isn’t all about the big global players; 99% of the companies here are SMEs, employing around 70% of the workforce.
People, purpose, planet ― and profit
It creates something of a purpose dichotomy, where: bigger companies with global audiences amplify issues such as sustainability, community engagement and people-first policies; while our smaller companies often do not. It’s frustrating because our SMEs do a lot of incredibly valuable work here; it’s just that they don’t talk about it.
The challenge in Singapore and across APAC is, therefore, a communications one. Understanding that a focus on people, purpose and planet can positively impact profitability isn’t widespread but is growing, with over 60 B Corps now operating in Singapore alone.
Information to inspire
It’s a challenge that Milk & Honey is well placed to address ― from the very beginning, we’ve worked to prove that ‘good’ business is always good business.
The growing demands of Environmental, Social and Governance (ESG) reporting helps, not hinders, as regulatory obligations bring huge communications opportunity. ESG reporting takes time and effort ― but it also uncovers verified data that supports a wealth of stories that meet the increasingly purpose driven needs of customers, investors and regulators. Data shouldn’t sit in a spreadsheet; it’s information to inspire.
I’ve been Milk & Honey MD here for less than a year but am hugely excited by the purpose potential of Singapore and APAC. It’s a unique opportunity to work with dynamic companies of all sizes and ensure that they can be seen, be heard and be good.
We’ve taken this forward through, for example, raising awareness of the business value of producing impact reports. As a B Corp and award-winning impact report creator in our own right, we help companies to navigate waters that can be treacherous for even the most well-intentioned, ensuring that every statement is validated by data.
One cloud ― three silver linings
By Georgia Cobden
Global Head of Campaigns — New York
The retreat from purpose in the US has been spectacular and widely publicised. Since early 2025, queues of companies have been eager to ditch and disavow DEI and purpose programmes.
It’s disappointing because, just a few months earlier, many of these companies were proclaiming their deeply held and unshakable commitment to purpose. It’s a reality that could push us towards cynicism: where political winds blow more strongly than Atlantic hurricanes; short-termism stifles sustainability; and the vested interests of a few outweigh equality for everyone.
Is the purpose argument lost? Not even close. I see three distinct silver linings behind the clouds.
The first: political winds shift quickly
A doctrine that prevails in one electoral cycle may fail in the next ― and some things are bigger even than politics. Essentially, the truth will out: climate change is real and must be addressed; and diverse, equal and inclusive communities are stronger than those built on narrow self-interest.
The second: people remember
People remember the companies that stay true to their values and those that dump them when it suits their business model. Values aren’t corporate interior design following the latest trend. Values are corporate foundations which, if undermined, lead to something falling down.
The third: a time for self-reflection
Pre-ditching and disavowing, the problem was that purpose may have become a little complacent. The problem with complacency was that it led to assumptions that its value brooked no argument. The problem with no argument is that there was no need for explanation or proof. The problem with no explanation or proof is that everything became opinion. And here we are!
Today, as every aspect of purpose is questioned, we have to demonstrate that it really does result in better business, social and environmental outcomes. It means explaining what initiatives are in play, how we measure results and then ― critically ― communicating why this is important.
Facts to fight the fictions
As I talk to purpose driven companies across the US, it’s clear the lasting legacy of the past two years is a purpose movement that’s stepping up to the plate: re-energised, more organised and armed with the facts to fight the fictions.
The power of purpose
By Kath Myers
Partner & UK Managing Director
The world is full of complex challenges that governments and institutions either can’t or won’t solve fast enough: from climate change and social injustice to increasingly fragmented societies.
We believe the business world can help to tackle these challenges, with deep reserves of inspirational stories that desperately need to be told.
The complication is a radically changing communications landscape. People trust less, question everything and audience attention is fractured across platforms. We live in a world where opinion blurs with news, AI reshapes how people search for answers and true influence completely beats corporate interruption.
Brands and organisations simply cannot afford to be average or artificial, and they definitely cannot afford to be absent. Yet visibility is only half the battle; brands need to be trusted and completely clear about what they stand for.
A new approach
That is exactly why our work in reputational comms has never been more critical. Simply securing media coverage doesn’t cut it anymore. Today’s comms challenge is about building credibility and moving the needle in meaningful ways. It means navigating huge global issues with authenticity and communicating ESG commitments honestly. We have to deliver measurable outcomes that drive business growth while showing up effectively in AI-driven search engines. Our job is to turn earned media into real influence.
This philosophy is exactly why we take such immense pride in delivering impact-driven campaigns. Real change happens when strong purpose meets effective communication.
Impact with purpose
We’ve worked with the European Climate Foundation, for example, to help generate well over 100,000 petition signatures to influence the European Parliament. It’s a campaign that pushed reform to the Common Agricultural Policy on behalf of progressive farmers.
In the legal sector, we supported the law firm Bindmans in launching a new 10% Social Justice Fund, marking a pioneering initiative for their industry. Additionally, we helped Future Arts Centres unite 80 distinct UK venues for the “Our Freedom: Then and Now” project. This initiative provided a powerful reflection on the concept of freedom to mark the 80th anniversary of VE and VJ days.
These are campaigns that demonstrate how, when organisations communicate their purpose effectively, the positive impact on the world is very real.
We’ve also worked with:
Luker Chocolate
Milk & Honey helps to amplify the voice of Luker ― an ethical, family-owned and sustainable Colombian chocolate producer ― in an environment where greenwashing is common. We build trust in the brand across media and digital audiences by identifying and sharing the authentic stories that set Luker apart. Media relations reach key titles, while digital marketing engages core social channels to build trust and followers. Storytelling is brave, led by human interest stories. In 2025, we supported Luker’s annual sustainability report ― a major publication that demonstrates the company’s deep commitment to build a better world.
UK for UNHCR, the UN Refugee Agency
UK for UNHCR, the UN Refugee Agency, where we to conceived, developed and delivered the Hope on Repeat campaign.
Hope on Repeat highlights the experiences of refugees around the world, with a specific focus on the millions of Afghans, Syrians and Ukrainians spending yet another winter forcibly displaced from their homes. The reality for many is that winter means surviving freezing temperatures with just a tent between them and the elements, a shortage of food and limited access to education and healthcare.
Hope on Repeat recognises that music is both a universal language and a powerful symbol of solidarity and hope.
Hope on Repeat comprised two main elements: asking people in the UK to nominate the song that inspired them the most and made them feel connected and warm ― called a Hope Hit; and a podcast series that gave a voice to current and former refugees to share their own ‘Hope Hit’ and the extraordinary stories that lay behind each song.
Using a digital campaign, more than a thousand people nominated their personal Hope Hit to stand in solidarity with refugees ― with these songs then featuring in the Hope on Repeat playlist on Spotify. At the end of the campaign, UK for UNHCR announced Simon and Garfunkel’s iconic ‘Bridge Over Troubled Water’ as the UK’s favourite Hope Hit, with the Ukrainian ‘Bell Carol’ (made famous by John Williams’ ‘Carol of the Bells’ interpretation) also featuring highly on the list.
The Hope on Repeat podcast featured a range of refugee voices, including perspectives from an Afghan ultra-runner and women’s rights campaigner, a Syrian dancer and human rights activist and a Ukrainian film director who highlights the impact of conflict to foster dialogue. Recognising its importance, UK national newspaper, The Guardian, named Hope on Repeat as its podcast of the week in November 2025.
The campaign attracted 169 pieces of distinct coverage with 49 in the UK. Together, UK for UNHCR and Milk & Honey have helped to raise awareness of the plight of refugees in winter ― and spark conversations around solidarity for people who need our help and deserve our respect.
Offa
The launch of Offa’s Home Purchase Plan (HPP) in February 2026 catalysed a remarkable surge in digital engagement, evidenced by a 500% week-on-week increase in homepage views. Offa’s HPP is an ethical, Sharia-compliant alternative to a conventional mortgage, utilising a co-ownership (Diminishing Musharaka) model where the customer and Offa buy the property together, and the customer buys out Offa's share over time. A significant majority of British Muslims (80%) have reported that their faith restricts their financial choices. Conventional mortgages involve interest (Riba), which is prohibited in Islam. By providing a 100% Sharia-compliant product, Offa allows the community to access the housing market without compromising their religious or ethical values. This consumer-friendly product in combination with shifting Offa's calls-to-action across organic social content to prioritise engagement-first messaging, has further converted this increased traffic into qualified leads. It’s effectively widened Offa’s marketing funnel, maintained higher-than-average viewership and driven brand awareness well beyond the initial announcement.
Milk & Honey Meets podcast
Milk & Honey has launched ‘Milk & Honey Meets’, a new podcast series where the storytellers become the story.
A core part of our show is asking every guest our signature question: “What story are you most proud of?” The answers we receive offer a profound look into the passion driving today’s media. Recently, we recorded an episode with Sarah George from EDIE.net, a leading trade publication dedicated to sustainability. When asked about her proudest professional moment, Sarah shared the inspiring details behind her coverage of the COP26 Climate Summit in Glasgow in 2021.
Describing it as a “real labour of love,” Sarah was on the ground as part of a small team navigating immense logistical challenges — from daily COVID testing to unreliable Wi-Fi in temporary buildings. Despite the long hours, she produced daily podcasts, ran a live blog and delivered breaking news. Her dedication to demystifying complex UN processes for a global audience perfectly captures the impactful, ethical journalism we champion at Milk & Honey.
Through this podcast, we are determined to elevate stories of environmental action and ESG responsibility, revealing the “why” behind the “what”. As Sarah eloquently describes:
“When we’re covering environmental stories quite deeply… the thing that’s missing is the risks of inaction… We’re not really talking about why it’s happening in the first place… I think we need to get better at telling the story of why.”
Listen to Sarah’s episode here, along with the entire series.
Responsible environmental messaging
By Lola Carter
Senior Client Manager
You’ll have read earlier in this report about the EU’s Empowering Consumers for the Green Transition (ECGT) Directive. It’s a valuable addition to the environmental regulatory armoury, codifying not only what brands can say is green, but what green means in the first place.
It’s welcome and long overdue, but this can present even the most well-meaning brands with a problem: is what they say about their products and services completely compliant? It may seem a simple enough question, but the answer isn’t always so straightforward. Many brands, for example, have been working authentically towards carbon neutrality through offsets and tree planting. Up until now, this has been an acceptable approach, but no longer. Further, even using words like ‘green’ or ‘sustainable’— which have become common currency in business messaging — now carry a strict burden of proof.
The ECGT has prompted Milk & Honey to create its own lexicon of acceptable words and phrases alongside a library of evidence to support any claims that are made. We’re building this into something that clients can use to ensure that everything they say is compliant and evidence based; initially called the Green Claims Matrix. Essentially, the Green claims Matrix:
- Identifies environmental phrases used in marketing.
- Collects the evidence available to support these claims (certifications, for example, such as ISO).
- Inputs legal advice.
- Establishes a risk level (green, amber, red).
- Where applicable, suggests alternative, lower risk phrases.
The Green Claims Matrix will ensure will ensure that purpose-led clients can speak with clarity and confidence, making every claim data-backed and verifiable.
Shaping PR’s AI future
By Sanjiv Winayak
Head of AI
We believe that innovation should be used to strengthen both our culture and our impact, ensuring that no one is left behind. This commitment to accessibility is our vital contribution to ensuring a more equitable future for our people as well as the organisations and communities that we serve.
AI has gone from ‘if’ to ‘when’ to ‘how’ to ‘now’ in an incredibly short time. Its speed has caught the PR industry — and indeed the world — off guard. Change often generates fear, and there’s a lot of fear in the industry right now. There’s also a lot of “it’ll turn out alright in the end” optimism too. I think the reality is that it can turn out alright in the end — but only if we take the opportunities available to us now to shape our AI future.
Take control
Milk & Honey continues its leadership in the AI space: we were one of the very first agencies to start self-legislating, for example, with the publication of our ethical AI Playbook back in 2022 (an age in AI terms). We’ve not stopped thinking and legislating since. Yet it’s something we need to do as an industry, not just at the agency level, if we are to truly take control of AI-driven change.
In 2025, Milk & Honey joined with the PRCA to establish the PRCA Innovation Working Group. It’s exploring how AI impacts our clients, our industry and, importantly, the people who work within it.
As the Group’s mission statement makes clear, its ultimate aim is to “…future-proof the public relations industry — equipping agencies of every size to lead the AI revolution through practical guidance, rigorous certification and an uncompromising commitment to professional values.”
I’m on the Innovation Working Group, chaired by Milk & Honey’s Germany CEO, Manuel Huttl, alongside an impressive line-up of industry figures. To fulfil the mission statement’s remit, we’re focused on three streams: new ways of measurement; a new PR agency model; and responsible implementation, with the group acting as a prototype lab to explore the next generation of PR tools. It’s also worth pulling out the term “practical guidance” of the mission — this is about ‘doing’ not just ‘talking’.
The first rungs on the ladder
One of the issues of most concern is AI’s impact on the PR progression ladder. The problem is that, because AI is quite good at doing the things that people do in the early stages of their careers, some agencies are using AI as a way to cut costs. Essentially, they’re taking away those first rungs on the career ladder.
It’s alarmingly short-term and self-destructive thinking. If we eliminate entry level roles, we eliminate entry to the profession, full stop. With no new talent coming in, PR will inevitably start to die. So, if AI is encroaching on new entrant job descriptions, we need to evolve those roles — not eliminate them.
Milk & Honey and the PRCA Innovation Working Group are exploring what this new role could be: it’s job spec; skills requirements; level of AI literacy; where AI leaves traditional (but still essential foundational) skills such research and copywriting; and how PR can adopt formerly adjacent skills such as design and data analysis.
It’s an incredibly exciting time as we watch the formation of a whole new world. Our job is to ensure it coalesces into one that doesn’t seek short-term but ultimately self-defeating gains, to does the bring benefits of AI to everyone.
Better Business Act
We are proud to be one of 3,000 of UK firms supporting the Better Business Act — a campaign for changes to company law to empower all directors to align the interests of people, planet and profit in their decision making.
In 2025 we hosted an event in conjunction with the Better Business Act, BLab UK and x+Why for our local MP, Marsha de Cordova, to meet with purpose-led businesses in her community and to elevate the narrative around the contribution a purpose-led business can make.
This year, Kirsty (CEO and Founder) and Kath (UK MD) attended the Better Business Day 2026 at the UK’s Houses of Parliament. The aim of the event was to lobby for fundamental boardroom reform.
Proud to be winners of the ESG and Sustainability PR Impact Report of the Year
By Petrina Marks
Senior Executive Assistant
Milk & Honey has seen its annual People, Purpose, Planet report as an essential part of its operations. We’ve been writing them since 2020 – and this is our seventh. They’ve grown in scale and ambition, and we’ve grown with them.
Their value is threefold:
- They remind us of the work we’ve done and the goals we’ve achieved over the year — celebrating success is important because it motivates what comes next.
- They keep us honest — a public commitment to better business that sees us checking in regularly throughout the year to ensure we’re making progress.
- They push us further — each year’s report is the baseline for the next wave of initiatives, and they show us where we can and must do better.
Looking back, we can see that the early reports are very different to today’s but there’s a common thread: optimism for the future and a genuine desire to use the power of business to make the world a better place.
We honestly don’t do this for any recognition other than to hopefully inspire other businesses to follow our lead. That said, we were so proud to receive Gold for Best PR Agency Impact Report of the Year at the prestigious Sustainability and Purpose Awards in 2025. As the judges said, People, Purpose, Planet showcases, “Clear, action-based reporting that links back to overarching ambitious objectives. Clear vision that’s making a difference.”
The Report takes a lot of work — data collection, story identification, writing, design and web development (thanks to Olly at Llama and Em at Eb and Flo) and project management. While led by a core team, these reports really are a joint effort that bring everyone together around our wider purpose and it’s ALWAYS worth it.
It’s a record of the work we do, the stories of the clients and communities we engage with and the power of PR to make a meaningful, demonstrable difference. As People, Purpose Planet number seven is published, we’re already starting work on report number eight!
CSR and volunteering
By Havana Frakes
Senior Client Executive
I’ve loved helping the team get hands on volunteering experience. We offer two volunteer days each year to all our employees, to be used as they choose. We also plan volunteering activities to encourage everyone to join where able.
Recently, we have partnered with the local charity Be Enriched, which supports communities by providing healthy, vegetarian meals once a week at a variety of locations for anyone looking to join. Whether they need a meal, companionship, or both, everyone is welcome.
So far, groups of us have volunteered at their Clapham Canteen four times, designing the menu based on donated ingredients, cooking the meal and serving it to visitors. We’ve also raised funds for Be Enriched with a walking challenge — from London to Munich and back again — that everyone in our global offices has taken part in.
We also recently volunteered at Little Village, another London-based charity that provides families in need with essential items for babies and children. Here, we sorted through pallet loads of shoes, clothes, toys and bedding to be distributed.
In addition, we have partnered with the charity Link Up, which connects corporations to charities in need of upskilling. They host twelve sessions a year, with our UK Managing Director, Kath, for example, hosting a session on PR.
At Milk & Honey, the desire to give back comes from our employees, in addition to company-wide initiatives. For instance, at Christmas, our own Lucy Lee worked towards an initiative close to her heart, providing homeless children with gifts for the holidays. She secured a total of 46 gifts from our and neighbouring offices. This wasn’t a suggestion or mandate, but rather an enterprise driven by her own desire to “Be Seen, be heard, be good.” You can read more about this extraordinary support below.
I’m so proud to hold this role at a company like Milk & Honey that genuinely cares about social impact and giving back to local communities. I look forward to seeing how we can continue to grow our CSR efforts, improving the lives of people and communities around us.
Giving back to our industry
By Sarah Waddington
CEO PRCA, CBE
“The role of a trade association is an important one – to drive up standards, champion the sector and look ahead to ensure professionals are future ready. This requires high level industry support from senior players who understand the marketplace and can provide time and direction. The team at Milk & Honey provides this to the PRCA in spades. At any one time, you’ll find senior members of its team volunteering with us, including its founder Kirsty Leighton who occupies the critical role of management board chair. At a pivotal moment for the industry, their objective and qualified advice is ensuring we are held accountable and delivering what members need in the right way, at the right time.”
Making a difference globally
Singapore volunteering
By Matt de Bakker
Partner & Singapore MD
In my free time, I volunteer for Coastal Natives, a community of ocean lovers that creates and supports education, art and cleanup initiatives to drive awareness and impact.
As a founder of a high-end watch business that focuses on dive watches, we were highly motivated to ensure our work also made an impact on our ocean. Instead of funding large non-profit organisations, we preferred to support highly talented and caring individuals running fantastic ocean conservation projects around Southeast Asia. This not only allowed us to know where our money was going but also jump in personally to help with the work itself.
To date we have supported ghost net and fishing line removal projects in Singapore, Hong Kong and the Philippines. We have also supported with exploration projects to discover suitable diving locations for protection and tourism.
Munich volunteering
By Patzy Heun
Senior Client Director
Humedica is an international aid organisation based in Kaufbeuren that provides rapid emergency and disaster relief, working in development cooperation and carrying out charitable projects since 1979. Neutral and independent, it works with partners to provide good healthcare and living conditions — with the aim for people in need to not only survive, but to take control of their own lives.
On December 3rd, our Munich team visited Humedica and spent the day packing Christmas gift boxes for children who otherwise wouldn’t receive any presents this year.
It was such a rewarding experience!
A snapshot of UK volunteering
In the UK, 94% of the team have used their Milk & Honey volunteering hours (and more besides) to support causes that are dear to their hearts. It’s engagement with local and national charities, which includes:
Becky's Button
Becky’s Button works to prevent gender-based violence through youth leadership and education. The charity holds talks and workshops with young people, gives free personal safety alarms, runs violence prevention programmes for communities and has launched the Rebecca Dykes Changemaker Challenge 2026, which aims to support young people in becoming informed, ethical and confident digital citizens. Becky’s Button is a graduate of Milk & Honey’s Purpose Academy ― receiving pro bono PR advice and upskilling for internal teams and UK MD, Kath Myers, is a Trustee of the charity.
Friends of Churchfield's Rec
Local charity Friends of Churchfields Rec raises funds for improvements to a local playground to benefit children and families. The group raised more than £100,000 and the new playground was installed in Autumn 2025 to the delight of the children (and their grown-ups).
Girls Day School Trust
Little Village
Little Village makes a big difference to families with babies and young children living in poverty across London. Through its network of baby banks, Little Village distributes great quality items from one family to another ― including clothes, toys and equipment. It means that communities share essentials so that babies and young children have the equipment they need to thrive. Our team spent the day sorting and sizing donations, so they are ready to pass on to those who need them.
Clapham Canteen
Clapham Canteen is part of the Be Enriched has project, operating three Community Canteens which served over 11,000 meals in 2024 alone. It is a true collaborative effort supported by around 1,000 volunteers, including those from Milk & Honey. Our people have supported the charity to provide food to those in need, including planning, cooking and delivering meals at the centre.
Centrepoint – a Christmas gift
By Lucy Lee
Client Executive
Over 118,000 young people faced homelessness in 2025, and every year Christmas marks one of the most difficult days on the calendar. It leaves many young people wondering, “where do I belong?”
Having used youth homeless services myself, I know first-hand how important youth homeless charities like Centrepoint are. That’s why, every year in the run-up to Christmas, I run a Christmas gift drive for vulnerable young people. In 2025, I chose to support Centrepoint’s Christmas Wishlist, made possible with the amazing support from my colleagues at Milk & Honey and others at x+why’s Arding and Hobbs building in Clapham.
People’s generosity was incredible. We collected 46 gifts for young parents with children up to five years old living with homelessness. They were distributed across Lambeth, Camden, Greenwich and Wandsworth in London, and Bradford in West Yorkshire. As Centrepoint told us, many of those supported were experiencing their first Christmas as parents and, “being able to give their child a gift has more of an impact than words can describe.”
It’s something that shows so many people that they aren’t alone, are seen and are truly cared for; lifting up those that need it at a time of year when so many go without.
Planet
“We believe that business must be the solution — not the problem — when it comes to tackling climate change and other environmental challenges. From ever more effective environmental operations to reduce Scope emissions, to innovative products and services that help people across the globe to limit their impact.”
Becca Baker
Partner & Group CFO
Working sustainably
Our focus on the planet has led us to make many commercial and operational decisions over the past year.
New offices, lighter footprint
We’ve moved our UK HQ into a certified B Corp workspace – Arding and Hobbs by X+Why — chosen for its commitment to renewable energy, waste reduction and responsible building management. Based on landlord-reported data, our UK move is estimated to have reduced scope 3 emissions by around 41% per square metre.
~41%
estimated reduction in scope 3 emissions per sq m (UK)
Suppliers that share our values
We’ve introduced a new global procurement process, vetting all new suppliers against our code of conduct, company values, and B Corp principles, with a clear preference for B Corp and purpose-driven partners where viable. Our IT hardware now comes from Raylo — a fellow B Corp whose circular subscription model, independently reviewed by S&P, is estimated to deliver around 40–50% lower lifecycle emissions per device versus traditional ownership. Seven of our 20 UK devices are currently leased through Raylo, with an aim to reach 100% sustainable leasing by the end of 2028 as existing kit reaches end of life. Devices are refurbished and rehomed, helping keep tech in circulation rather than going to landfill.
35%
of UK devices currently refurbished and leased
Driving change, literally
Our new salary sacrifice scheme makes electric vehicles accessible to the team — and in year one of the trial, around 5,000 miles were driven in an EV instead of a fossil-fuel alternative. Based on standard UK emissions factors, that switch is estimated to have avoided in the region of one tonne of CO₂ compared with a similar petrol SUV. Following the pilot, we’re rolling the scheme out as a benefit to the full UK team from mid-2026, giving more people a route to lower-emission driving and contributing to a steady reduction in our collective footprint.
~1tonne
of CO₂
estimated saving (5,000 EV miles vs comparable petrol SUV)
Scope emissions progress
Our scope emissions, year on year
Our total measured emissions have fallen significantly year on year, from 20.5 tonnes CO₂e last year to 0.7 tonnes this year. Scope 1 remains at zero, scope 2 has reduced from 0.6 tonnes to zero, and scope 3 from 19.9 tonnes to 0.7 tonnes. The most significant driver is a reduction in business travel — we didn’t hold our global offsite in Marrakech this year, which materially lowered our flight emissions. Our move to B Corp office space, supplier shift to circular partners like Raylo, and the EV salary sacrifice trial are also expected to contribute to a structurally lower footprint going forward.
20.5 → 0.7
tonnes CO₂e
(year-on-year, all scopes)
Methodology note
Emissions calculated across scopes 1, 2 and 3 in line with the GHG Protocol. Year-on-year reduction primarily driven by lower business travel emissions following the decision not to hold a global team offsite this year. Operational changes — office moves, supplier shifts and the EV scheme — are expected to contribute to structurally lower emissions in future years as their effects compound.
Tracking what matters: a new ESG methodology for 2026
In 2026 we’re introducing a new ESG tracking methodology that brings our emissions, supplier ownership and ESG credentials into a single quarterly review. Rather than measuring our footprint retrospectively at year-end, we’ll have a live view of how operational and procurement decisions translate into ESG outcomes — quarter by quarter. The aim is to make more proactive, more thoughtful choices in real time, so that sustainability isn’t a once-a-year reporting exercise but a routine input into how we run the business.
Quarterly ESG tracking launching 2026
Emissions, supplier ownership and ESG credentials in one view
Carbon disclosure
We will never work with organisations that harm people or the planet. To ensure we keep to this commitment, our Board monitors high-carbon clients. While we maintain a 0% high-carbon client portfolio, we would be willing to work with organisations genuinely committed to sustainable transition.
Revenue by sector
Clients by sector
The global goals
We work to further the UN’s Sustainable Development Goals — designed to support people across the planet. We have a specific focus on:
GOAL 3
Good health and wellbeing
ACTION:
We have now trained 10 team members as Mental Health First Aiders to watch for early warning signs, listen to our team’s concerns and act as a gateway to specialised support. We’ve also introduced a library of useful resources, including comprehensive, free healthcare provision.
GOAL 5
Gender equality
ACTION:
Globally, we have a 100% female board in the UK and US and majority women boards in Germany and Singapore, while the average salary for women is higher than the average salary for men.
GOAL 8
Decent work and economic growth
ACTION:
Milk & Honey provides exciting, rewarding and rewarded work to our team. We ensure comprehensive training provision so that our people can grow both professionally and personally ― and build their careers.
GOAL 10
Reduced inequalities
ACTION:
Our focus on diversity and inclusion works to eliminate inequality. Internally, we have a range of initiatives such as our Diversity Discos. We are now developing an ambitious programme to take us to 2030 as part of a wider review of our DEI work.
GOAL 12 & 13
Responsible consumption and production and climate action
ACTION:
We work to mitigate our impact on the planet. To date, we have eliminated over 1,000 tonnes of CO2e and planted a forest of around 16,000 trees, while significantly reducing Scopes 1, 2 and 3 emissions.
