1. NON-CONFIDENTIAL AND NON-PROPRIETARY, ENTIRELY SHAREABLE
Purpose+, Amstel 95, Amsterdam, The Netherlands
Purpose in Organisations
Internal research project, Purpose+

2. Having a sense of purpose at work seems linked to long term business
success...
90% 91% 89%
79%
94%
65%
61%
38%
19%
63%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Over the past
year, my
company has
performed well
financially'
My company has
a dinstinct brand
that stands out
among
competitors'
My company has
a clearly defined
culture and
values/beliefs
system'
My company has
strong employee
satisfaction'
My company has
strong customer
satisfaction'
My company has a strong
sense of purpose'
My company has a weak
sense of purpose'
Source: Deloitte Global Human Capital Trends, 2014

3. ...and is definitely linked to the well-being of employees, as one of the
central pillars of well-being in global measurements
Positive emotions
Meaning Relations
EngagementAccomplishment
Source: Flourish (2011), Seligman; Building Positive Organisations (2015)

4. Many HR executives believe that their companies struggle to instill
passion and purpose in their people...
38%
38%
40%
50%
47%
50%
12%
14%
10%
0% 20% 40% 60% 80% 100% 120%
Aligning our employees; personal goals with
corporate purpose
Integrating social, community, and corporate
programs
Helping employees balance personal and
professional life/work demands
Weak
Adequate
Excellent
HR executives’ assessment of retention and engagement capability levels, N = 2532
Source: Deloitte Global Human Capital Trends, 2014

5. Organisational engagement scores reflect this - with only 13% of
employees being engaged with the work they do
Source: Gallup, 2013
29
24 21
14 12 11 10 10 10 6
54 60
60
66 73
63
55
61 57 68
18 16 19 20 14
26
35
29 33
26
0
10
20
30
40
50
60
70
80
90
100
Actively Disengaged
Not Engaged
Engaged
Percentage of people engaged (working with passion/purpose/contribution) on the planet, average worldwide score is 13%

6. Executives and employees feel the same way: they don’t do enough to
create purposeful impact for their stakeholders
Source: Deloitte, Culture of purpose: a business imperative, 2013 core beliefs and culture survey
68%
35%
66%
32%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Strong/somewhat agree Strong/somewhat disagree/not
sure
Executives
Employees
‘Businesses do not do enough to create a sense of purpose and deliver meaningful impact’, N = 1310

7. ...and there are purposeful activities for companies that contribute to a
better sense of purpose in employees...
75%
69%
66%
60%
34%
46% 44%
69% 70%
64% 63%
43%
47% 49%
0%
10%
20%
30%
40%
50%
60%
70%
80%
Offering
employee
development
programs that
offer education,
training and/or
mentorship
Provide
business
services and
products that
make a
meaningful
impact for
clients/
customers
Providing
business
services and
products that
benefit society
Encouraging
community
outreach and
volunteerism
Engaging in
pro bono work
and skills
based
volunteerism
Adopting
sustainable/
'greening'
business
practices
Giving
monetary
donations to
non-profits
Employees
Executives
‘Which of the following, if any, do you consider to be helpful in achieving a sense of important purpose at a company?’
Source: Deloitte Global Human Capital Trends, 2014

8. ...but most companies fail to integrate purpose into their core business;
although executives seem to believe differently
‘To what degree are each of the following integrated into your company’s business and brand strategy (completely/very)?’
48%
68%
59%
46%
42%
39%
26%
70%
78%
73%
57%
50%
52%
44%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Offering employee
development
programmes that offer
education, training,
and/or mentorship
Providing business
services and products
that make a
meaningful impact for
clients/customers
Providing business
services and products
that benefit society
Encouraging
community outreach
and volunteerism
Adopting
sustainable/'greening'
business practices
Giving monetary
donations to non-
profits
Engaging in pro bono
work and skills based
volunteerism
Employees
Executives
Source: Deloitte Global Human Capital Trends, 2014

9. Most organisations engage in philantropy rather than business-model
transformation, although there are examples in all categories
48% 39% 13%
0% 20% 40% 60% 80% 100% 120%
Number of CSR programs under way in
respondents' firm
Philantropy
Operational improvements
Business-model transformation
• Bloomberg Philantropy
• Gates Foundation
• 10% Rule Patagonia
• Patagonia
• Nike
• Houdini cradle2cradle
• Unilever Lifebuoy
• Humana
• All social enterprises (!)
• Most new startups with
triple bottom lines