PRIME was born as a movement in the earliest stages of the first COVID-19 lockdown, as three businesses operating in the super-prime residential construction sector got together to look at ways in which we could usefully use the time afforded by the travel restrictions to work on our own businesses. 

It began as a response to a few of us wanting to ‘do better business’ (ie, be more sustainable, both environmentally and culturally), but not really knowing where to start.

From there, it mushroomed.  We reviewed the Corporate Social Responsibility reports of all of the FTSE 100 companies and clustered together everything they were doing to build out the 6 PRIME Principles (effectively, ‘headlines’ for everything that their highly paid, time-rich CSR departments had been working on).

We then developed ‘indicative behaviours’, to help explain those Principles and, finally, to keep us all honest, the method of PRIME Scoring.  It was a once-in-a-lifetime opportunity to have enough time to make this possible.

The global vision is that by bringing together big players, with big parts to play in big projects, and encouraging each other along the way to be kinder to the environment; more supportive of our society and supply chains; and to engage in great corporate governance, gamifying it a little (through the PRIME Score), we can make the world a better place through continuous little improvements and changes in everything we do.