Author: sHq_LoGiNz

Coinciding with Climate Week NYC 2025, Forbes recently named FedEx chief sustainability officer and vice president of Environmental Affairs, Karen Blanks Ellis, to the 2025 Forbes Sustainability Leaders list, recognizing her leadership of the sustainability strategy for the world’s largest express transportation company.

Blanks Ellis is one of fifty individuals recognized by Forbes on this year’s list, which includes environmental ministers, climate tech entrepreneurs, globally recognized activists, and non-profit and private sector leaders. According to Forbes, the list celebrates leaders who are “defining what climate leadership looks like today” and whose “recent achievements prove that meaningful climate progress is happening now.”

In recognizing Blanks Ellis and FedEx, Forbes highlighted the company’s goal of carbon neutral operations by 2040, as well as the company’s 6.1% year-over-year reduction in direct (Scope 1) emissions. Blanks Ellis attributed this decrease in emissions in large part to aircraft modernization and fuel conservation efforts—initiatives that also enabled the company to save $400 million in jet fuel costs in FY 2024.

Advancing an “all of the above” approach to aviation sustainability

Blanks Ellis’ Forbes recognition coincided with FedEx participation in other events at Climate Week NYC, where FedEx convened discussions with customers, civil society, and scientific experts aimed at scaling solutions and identifying shared barriers to progress.

FedEx convened a roundtable with Foreign Policy that brought together experts from science, policy, finance, and business to explore how to scale existing—yet still emerging—natural carbon removal techniques. Additionally, Blanks Ellis joined Foreign Policy and aviation leaders on stage to advocate for a full suite of solutions to help the global aviation industry reach its sustainability goals: increased production of sustainable aviation fuels (SAF), air traffic control improvements, more energy-efficient aviation technology, and the adoption of a global framework for international aviation emissions management.

Learn more about the FedEx sustainability strategy here and read on for a Q&A with Chief Sustainability Officer, Karen Blanks Ellis.

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Climate Week NYC Q&A with Karen Blanks Ellis, Chief Sustainability Officer and VP of Environmental Affairs, FedEx

Q: Karen, this was your first time attending Climate Week NYC—and you kicked it off by being named to the 2025 Forbes Sustainability Leaders list. What are your takeaways having met with some of your fellow honorees during the week?

Karen Blanks Ellis: It’s certainly an honor, and I’m grateful, but the truth is everything we do in this space is collaborative. I have the privilege of working alongside teams at FedEx who are focused on finding practical solutions across our business—like our air operations team members identifying creative fuel conservation opportunities, or our procurement and finance teams helping us execute our sustainability strategy in line with the needs of the business. More than anything, I am coming away from this week energized from learning from my CSO peers, our customers, and FedEx nonprofit partners who are all committed to advancing this important work.

Q: How are you assessing the next steps in the company’s sustainability strategy, especially in a time of transformation for the company and the industry? How do you see the sustainability strategy and the business strategy reinforcing each other at FedEx?

KBE: It is a pivotal time for FedEx and for corporate sustainability. Since 2022, we have been undergoing the largest transformation in our company’s history. We are working to improve network efficiency, modernize our systems, and harness the insights from the rich amount of data we have from operating our extensive global network. Sustainability is a natural complement and further ensures that we are building for the long term.

FedEx is relatively unique in the transportation industry in that we own many of the assets in our network, so addressing our direct emissions is a core focus of our sustainability strategy. The progress we make in that area is meaningful—both for our own business as well as for our customers. What we do within our network is ultimately in service to our customers; our Scope 1 direct emissions show up in their own carbon accounting as their Scope 3 value chain emissions.

Q: Carbon removal was a prominent theme of your Climate Week–what role do nature-based carbon capture solutions play in the long-term strategy for FedEx?

KBE: The scientific consensus is clear: achieving climate objectives requires carbon removals. While decarbonizing our operations remains the priority as we work towards our goal of carbon neutral global operations by 2040, residual emissions will persist—especially in aviation.

Through the vision of our late founder, Fred Smith, the $100M investment by FedEx to help establish the Yale Center for Natural Carbon Capture has already advanced the scientific body of work on carbon capture methods like enhanced weathering—a geological technique accelerates the chemistry of the Earth’s natural carbon cycle by placing basalt rock on agricultural fields. But beyond that, I get most excited by the fact that enhanced weathering can benefit farmers by improving soil health, increasing crop yields, and providing them with a new revenue stream.

But there will not be sufficient quality carbon removals available to meet the needs of hard-to-abate industries like ours if we don’t work collectively to scale up the market. That’s why FedEx convened a group of potential corporate buyers, project developers, financial institutions, policy influencers, and standard-setters during Climate Week for an honest discussion about what needs to happen next. We know that science will continue to evolve. But we already know enough about these techniques to build greater public understanding and to scale up the amount of excess carbon removed using them.

Click here to learn about FedEx Cares, our global community engagement program.

Farming in Syria’s Crumbled Food System

Ibrahim, a 45-year-old farmer and livestock keeper, is a father of four living in a village in Aleppo Governorate. Like many others in his community, he has faced huge challenges due to the prolonged conflict in Syria.

Syria once had a strong agricultural sector and was a net agricultural exporter, but over the course of 14 years of conflict, its food systems have crumbled. The cost of war-related damages was already estimated to be $16 billion by the Food and Agriculture Organization after just 6 years of conflict. Now, farmers are struggling to meet their own families’ nutritional needs, let alone provide enough food for the country or beyond.

“After several years of conflict in Syria, we have lost many of the assets we once relied on for our livelihood,” says Ibrahim. “We are also struggling to afford the agricultural inputs needed to resume our activities as before, such as fertilizers, seeds, and fodder [animal feed]. This has forced us to sell some of our sheep and leave a large portion of our farmland uncultivated.”

Those challenges have led to thousands of farmers leaving their lands, either to escape the conflict itself or because maintenance costs have become too much to bear. With less farmers, food availability has shrunk and the price of what is available has skyrocketed, leaving families struggling to access basic food items. The Food Security Cluster projects that 9.1 million people in Syria will face food insecurity this year, the sixth most food-insecure country globally.

Altogether, the agricultural sector has suffered immensely in the last 14 years. Left without the tools, resources, or networks that they once relied on, farmers — and everyone who is part of Syria’s food system — face a daunting future.

The Silent Spread of Giant Reed

While farmers have been forced away from their fields or too resource-constrained to adequately respond, an invasive species called Giant reed has been able to spread like wildfire. Scientists say that invasive species are one of the greatest threats to biodiversity, and Giant reed could have long-term impacts on harvests in the region. It grows extremely quickly, and native plant species have difficulty competing. The subsequent damage to pollinator populations and the local ecosystem has badly impacted growing conditions.

“Additionally, the spread of invasive plants has blocked agricultural drainage and increased soil salinity, rendering the land unusable,” Ibrahim shared. Giant reed grows best near water and has damaged essential irrigation infrastructure on many Syrian farmers’ lands. Unable to control the flow of water in their lands, farmers have suffered severe impacts on soil health, leading to weaker crop yields and worsening food insecurity.

The spread of invasive Giant reed in Syria shows how one shock, like conflict, creates a ripple effect of problems that fuel hunger. Food systems are fragile. They rely on a complex set of factors that enable food to get from farm to fork. Once that system is damaged, it is difficult to rebuild.

A Pathway Toward Renewal

Action Against Hunger launched a program to support farmers in Ibrahim’s village. Three main goals were identified for the intervention:

1. Fix the broken irrigation system
2. Decrease agricultural input costs
3. Build a sustainable, community-owned approach to addressing long-term challenges

The first goal was straightforward. Action Against Hunger staff worked alongside community members to clear agricultural drainage channels that had been clogged by an overgrowth of Giant reed. That way, water could start flowing again, and salinized soil could be replenished.

Decreasing agricultural input costs required a creative solution. Surprisingly, that solution was found in the Giant reed plant. Instead of throwing away uprooted Giant reed, Action Against Hunger realized it could be repurposed into essential inputs like silage, compost, and fodder cubes. Since Giant reed grows freely and abundantly, it offers a consistent, low-cost supply of resources. The solution controls the growth of Giant reed and transforms it into a valuable asset for farmers.

Action Against Hunger established Farm Field Schools (FFS) with funding from the Syria Humanitarian Fund to teach local farmers about innovative, sustainable approaches to their agricultural challenges. “My home became a learning hub where our FFS sessions were conducted,” Ibrahim recounted.

Farmers were provided with specialized equipment like grinders and presses to help process the Giant reed plants efficiently. “These tools will enable us to reduce fodder and fertilizer costs while ensuring access to organic, clean products,” explains Ibrahim. “With the grinder, we shredded about 12 tons of Giant reed, producing more than 4 tons of silage and over 6 cubic meters of compost.”

Ibrahim was invigorated to keep learning after the success of his first FFS course. He participated in four additional schools held near his village, gaining additional skills in agroecology.

By equipping farmers with tools and knowledge, Action Against Hunger ensured that solutions were not just immediate, but sustainable. The community-led nature of FFS means farmers like Ibrahim are taking the lead on their recovery. They have reduced dependency on external aid and can continue income-generation independently. In this way, our third goal was realized, and the foundation for a long-term, community-owned approach was firmly established.

Farmers are now sharing skills, implementing agroecological methods, and envisioning new opportunities. For example, Ibrahim and several other local farmers are considering launching a large-scale project to produce and sell silage.

Ripple Effects of Recovery in Syria’s Food System

Building sustainable food systems after conflict is laborious, slow work. According to the United Nations Development Programme’s impact report, Syria’s economy will take 55 years to restore pre-conflict GDP levels at current growth rates — but with support, it can go much faster. Because in the same way that conflict can create a ripple effect of damage, a supportive intervention like a Farm Field School can launch a chain reaction of improvement. Ambitious farmers like Ibrahim are up for the challenge.

“We are deeply grateful for the knowledge and equipment provided to us. This project has given us a renewed sense of hope and stability, and we are excited to turn these challenges into opportunities,” Ibrahim said.

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Action Against Hunger leads the global movement to end hunger. We innovate solutions, advocate for change, and reach 26.5 million people every year with proven hunger prevention and treatment programs. As a nonprofit that works across over 55 countries, our 8,500+ dedicated staff members partner with communities to address the root causes of hunger, including climate change, conflict, inequity, and emergencies. We strive to create a world free from hunger, for everyone, for good.

October 10, 2025 /3BL/ – Dow received distinction in the 2025 BIG Sustainability Awards, securing wins in four different categories as well as four Dow products being named as finalists. BIG Sustainability Awards recognize entries from both for-profit and non-profit organizations, showcasing global dedication to environmental responsibility and innovation. Dow leads in this global sustainability recognition, with more wins and finalists than any other organization since the program’s inception.

Dow leaders honored with BIG Sustainability Awards:

Sustainability Starter (Early in career – less than 5 years) was awarded to Pratibha Mahale, associate research scientist, Dow Coating Materials. Juan Callejas, senior R&D TS&D leader, Dow Coating Materials commented on Pratibha’s contributions, “Pratibha distinguishes herself in the coatings industry through her exceptional ability to integrate cutting-edge science with purpose-driven innovation. In just a few years, she has made significant contributions to the development of high-performance, bio-based binder technologies made without fluoro-containing substances – overcoming long-standing technical barriers and reshaping industry standards. Her work not only advances environmental goals but also brings tangible benefits to communities through real-world application and outreach.”

Sustainability Champion (Non-executive) was awarded to Isabel Arroyo, senior research scientist, P&SP TS&D. Eduardo Alvarez, associate R&D/TS&D director, Flexible Packaging Envelope, EMEA P&SP TS&D remarked on Isabel’s successes, “What sets Isabel apart in the packaging industry is her unique ability to fuse scientific excellence with innovative solutions, all while maintaining a steadfast commitment to sustainability. With three decades of experience, she has been at the forefront of developing high-performance recycled materials, notably leading the creation of REVOLOOP™ recycled plastic resins. Isabel has adeptly addressed challenging issues like contamination and gel control, implementing practical solutions that have substantially impacted the market.”

Dow technologies honored with BIG Sustainability Awards:

PORTO X Athlete Recovery Sandal powered by REVOLOOP™ recycled plastics resins was recognized as a Sustainability Product of the Year. In 2024, Dow announced an exciting collaboration with Porto Indonesia Sejahtera, a leading Indonesian consumer brand specializing in recovery footwear. Porto was the first in Asia to incorporate REVOLOOP™ post-consumer recycled (PCR) polyethylene resins by Dow into their premium sandal and flip-flop lines. These resins reduce reliance on virgin plastics and give used plastics a second life—supporting both circularity and carbon reduction goals. Learn more here.

Dow’s Track and Trace Digital Platform was recognized as a Sustainability Service of the Year. Unveiled at Chinaplas 2025, Dow’s Track and Trace Digital platform revolutionizes plastics recycling with AI and smart labelling. Developed with recycling company Lovere and auto-care brand Delian, it enables full traceability of Dow REVOLOOP™ post-consumer recycled resins—from consumer drop-off to brand owner packaging. The system captures data at every stage: smart bin collection, QR-coded waste transport, automated sorting, pellet production, and final product labelling. This transparency empowers consumers and businesses, reduces virgin plastic use, and supports circular economy goals. The platform addresses critical industry gaps in data sharing and consumer awareness, making recycling more accountable and impactful.

Several Dow technologies were also recognized as finalists, including: DOWSIL™ 213S Additive, Dow Formulation-Level PCF Calculator for Coatings: Empowering Data-Driven Sustainability in Coatings, PARALOID™ EXL-2691J Impact Modifier, and UCARSOL™ Solvents.

About the BIG Sustainability Awards

The Business Intelligence Group (BIG) Sustainability Awards celebrate the companies, products, and people proving that purpose driven strategy can deliver measurable business results—and a healthier planet. Learn more about the BIG Sustainability Awards and the other winners here.

About DOW

Dow (NYSE: DOW) is one of the world’s leading materials science companies, serving customers in high-growth markets such as packaging, infrastructure, mobility and consumer applications. Our global breadth, asset integration and scale, focused innovation, leading business positions and commitment to sustainability enable us to achieve profitable growth and help deliver a sustainable future. We operate manufacturing sites in 30 countries and employ approximately 36,000 people. Dow delivered sales of approximately $43 billion in 2024. References to Dow or the Company mean Dow Inc. and its subsidiaries. ​​​​Learn more about us and our ambition to be the most innovative, customer-centric, inclusive and sustainable materials science company in the world by visiting www.dow.com.

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Originally published on GoDaddy Resource Library

Tell us a little bit about yourself and your career journey to date.

My name is Otaro Alaka. I am a Nigerian American who grew up in Houston, Texas. Before joining GoDaddy, I was a professional athlete, playing for both the Baltimore Ravens and the Arlington Renegades. My time in the NFL was riddled with injuries so I had to make the difficult decision to close that chapter and begin exploring opportunities beyond football.

What attracted you to join GoDaddy?

The opportunity to work for a company like GoDaddy felt like a no brainer. A global tech company with 20 million customers worldwide seemed like a great landing spot for me. Getting to learn from and interact with the people here aligned with my goals to expand my technical knowledge while exploring a career that I have become passionate about.

While going through the interview process and asking current employees about their experiences, everybody shared a common answer: “The people here are amazing.”

That is what excited me the most about joining GoDaddy.

Are there any unexpected ways in which your sports background helps you in Customer Care?

Many of the skills and habits that I developed through my sports background have proven highly transferable in my professional life. It can be pretty easy to get overwhelmed and discouraged with the amount of information and tools that are needed to do this job effectively. However, my attitude and approach helped keep me on track and gave me the edge I needed to succeed. That attitude and approach came from 20 years of playing football.

How do you stay motivated and disciplined in your learning journey?

For me, its all about patience and consistency. Staying committed to your goals is crucial, even when you’re not seeing instant results. It’s all a part of the process. What’s most important is that you show up everyday with a positive mindset, an eagerness to learn, and a hunger to get better every day.

What advice would you give to athletes considering a career beyond sports?

I would tell them they already have everything they need. Learning something new takes time and there will be growing pains. The intangibles that were required to play your sport will be the keys to success in the career you choose.

What do you enjoy doing outside of work?

Outside of work, I love spending time with friends and family. I like to travel, listen to music, and work out. But most importantly, I love to eat!

Are you enjoying this series and want to know more about life at GoDaddy? Check out our GoDaddy Life social pages! Follow us to meet our team, learn more about our culture (Teams, ERGs, Locations), careers, and so much more. You’re more than just your day job, so come propel your career with us.

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See where entrepreneurship is thriving alongside America’s favorite sport. Visit getstarted.godaddy/otaro.

Originally published on Aflac Newsroom

The Aflac Global Investments team is proving that meaningful change often starts with a single step. For the third year in a row, a small group of volunteers from this New York City team has organized a group walk every day as part of Miles for Miracles, raising funds and awareness for pediatric cancer and blood disorders treatment and research — this year, walking a total of 9,474 miles and claiming the top spot for amount raised.

What began as a simple idea has quickly turned into a powerful movement of compassion and action. The walk reflects Aflac’s long-standing commitment to children and families affected by cancer and blood disorders. Inspired by the company’s 30-year partnership with the Aflac Cancer and Blood Disorders Center of Children’s Healthcare of Atlanta, the Global Investments team wanted to find their own way to contribute.

“We manage financial assets every day, but this effort is about investing in something far more important — help for children with cancer and blood disorders,” said Brad Dyslin, executive vice president, global chief investments officer and president of Aflac Global Investments. “Every mile we walk and every dollar we raise through Miles for Miracles brings us closer to a world where no child has to face cancer or a blood disorder.”

The group raised a total of $28,581 during this year’s Miles for Miracles event, bringing their three-year total to more than $61,000 with all proceeds benefiting childhood cancer and blood disorders programs. Beyond the fundraising impact, colleagues have been able to connect in new ways — sharing stories, cheering one another on, and uniting behind a cause bigger than themselves. During his recent visit to their Wall Street office, President of Aflac Incorporated and Aflac U.S. Virgil Miller joined their walk. This daily activity has strengthened bonds across the team and has been a great way to reinforce Aflac’s commitment to wellness.

“I am so proud of Global Investments for their initiative and passion, and I commend the entire team, under Brad Dyslin’s leadership, for putting The Aflac Way into action,” said Virgil. “With each step in Miles for Miracles, the Aflac Global Investments team is proving that small actions, fueled by heart and purpose, can add up to a giant leap toward curing pediatric cancer and blood disorders. Examples like this are what make every day ‘A Great Day at Aflac!’”

“It is inspiring to see how the Global Investments team rallied around this cause,” added Max Brodén, senior executive vice president and chief financial officer. “As CFO, I’m focused on numbers every day, but this effort is about more than numbers. This effort shows how we can use our collective energy and resources to make an impact on the lives of others.”

The Aflac Global Investments team hopes their efforts will inspire others across Aflac and beyond to get involved. Learn more about Aflac’s 30-year, $191 million commitment to those with pediatric cancer and blood disorders by visiting https://www.aflacchildhoodcancer.org/.

Aflac WWHQ |1932 Wynnton Road | Columbus, GA 31999

Z2500946 
EXP 10/26

At Viatris, we believe that mental health is an essential part of overall wellbeing. This World Mental Health Day, we reflect on the many ways our teams and partners around the world are helping to raise awareness, expand access, and create spaces of understanding for those living with mental health conditions.

Our work in 2024 included initiatives collectively aimed at promoting awareness, educating and training healthcare providers, conducting research and developing treatments with governments and institutions.

Promoting Awareness

• Supported “Tear Away the Silence” live podcasts by ‘mentl,’ a United Arab Emirates mental health advocacy platform. The campaign reached approximately 5.5 million people, contributing to reducing stigma and empowering people’s mental health and wellbeing journeys.
• Collaborated in Türkiye with the Association of Psychiatric Sciences and Research (PiBAD) on the “Hayata Varım” Mental Health Disease Awareness Campaign to break down barriers to mental health care access.
• Continued to support the Yellow September Campaign, “Love Me, Love Myself,” in partnership with the Brazilian Association of Family, Friends and People with Affective Disorders (ABRATA).
• Supported the “Words Matter” project in Mexico to educate the media on how to speak and write about mental health conditions and treatments.

Education and Training

• Supported the development of a line of care guidelines in Brazil to improve access to care, reduce stigma and optimize diagnosis and treatment in primary care. The guidelines include clinical flowcharts, evidence-based treatment protocols, training for primary care doctors, continuous patient follow-up and integration with specialized mental health networks.

Government and Institutional Partnerships

• Signed a Memorandum of Understanding (MoU) with the Egyptian Ministry of Health to provide funding for the “Your Health is Happiness” program, part of the government’s broader 100 Million Health program. The program aims to include mental health screening for 2 million people and addresses issues such as depression, anxiety, autism, and addictions to substances, gaming and the internet in addition to supporting public awareness campaigns and capacity.

Research and Treatment Development

• Filed applications to the Ministry of Health, Labor and Welfare in Japan for approval of Effexor® to treat adults with generalized anxiety disorder, an indication for which no other treatment option is currently approved in Japan. Viatris in 2024 published Phase 3 study results into the treatment’s efficacy and safety.

Exploring Art in Spain to Understand and Address Mental Health 

Also in 2024, the Viatris Foundation in Spain brought together psychiatrists and art experts for a unique event at the Museo Nacional Centro de Arte Reina Sofía to explore new ways to understand and talk about mental health. Participants at the “La Mente sobre el Lienzo” – or “Mind on Canvas” – event included a guided tour of some of the museum’s most iconic works and discussion about how art can offer comfort, support and provide an outlet for expression to people living with mental health conditions.

During the tour, various works were examined in depth, each linked to a psychiatric analysis. Each work served as a starting point for reflecting on how art can symbolize deep emotions, life experiences and internal struggles often faced by those living with mental health conditions.

Authored by Baker Tilly’s Norris James

Not-for-profit (NFP) leaders and boards are confronting a growing and often unseen threat, cyber and fraud risk. No longer confined to the information technology (IT) department, cybersecurity and fraudulent incidents now erode organizational trust, disrupt essential operations, drain financial resources and jeopardize the very mission not-for-profits serve. Ransomware can paralyze donor databases, phishing schemes reroute critical funds and data breaches can expose supporter information, putting relationships and reputations at risk.

The lesson is clear: cyber and fraud risk is not just about systems, it is about stewardship. For not-for-profit management and board members, the real test lies not in how firewalls are configured, but in how governance is exercised. Cyber resilience must be treated as an essential facet of fiduciary; mission continuity depends on it.

The expanding cyber risk landscape

Today’s cyber risks are more sophisticated, interconnected and consequential than ever. Key challenges for NFPs include:

• External threats: Advanced phishing and ransomware campaigns that target unsuspected users and fundraising platforms
• Internal threats: Fraud tied to vendor payments, treasury operations or credit card misuse often enabled by weak oversight
• Converging risks: Cyber incidents that seamlessly evolve into financial crimes, combining technical disruption with regulatory penalties, legal liabilities and reputational fallout
• Emerging vulnerabilities: AI-driven phishing campaigns, third-party vendor exposures and cloud misconfigurations extending risk beyond the organization’s perimeter

The implications are profound: cyber risk has evolved beyond a technical hazard managed by IT departments. It is now a governance priority, requiring an integrated oversight model that aligns asset protection, layered defenses, threat detection and response, financial controls and mission resilience under the board’s stewardship.

Smarter strategic questions

Leadership elevates oversight, clarifies strategic priorities and ensures resilience is built into organizational decision-making. Smarter strategic questions can be grouped into four key domains:

Assets and access

• What are our most critical digital and financial assets, and who can access them?

Resilience and response

• If our first line of defense failed, what safeguards would remain?
• How quickly would we detect and contain a breach or fraudulent transaction?

Reputation and confidence

• What aspects of our reputation are most vulnerable during a cyber incident?
• Are our cybersecurity investments proportionate to our actual risk exposure or driven by vendor marketing?

Governance and culture

• How actively is our board engaged in scenario planning for a live cyber or fraud event?
• What cultural signals do leaders send daily, reinforcing vigilance or tolerating complacency?

These are not technical questions, they are governance questions that determine whether cyber resilience siloed within IT or becomes part of the organization’s long-term strategic foundation.

Governance as the linchpin

Times and again, fraud risk exposure in not-for-profits traces back not to outdated technology, but to lapses in governance. Common gaps include:

• Inconsistent or absent policies for vendor approvals, treasury authority, bank signatories and expense disbursements
• Weak access controls across donor, payroll, vendor and payment platforms
• Lack of segregation of duties leaves organizations vulnerable to insider misuse or unintentional error

Without disciplined governance, even the most advanced cybersecurity tools can fail to protect an organization. With effective governance, technology becomes part of a broader culture of structural resilience that protects trust and mission.

A cyber resilience agenda: Four imperatives

To strengthen defenses and sustain trust, not-for-profit leaders should embrace a targeted resilience agenda, elevating cyber oversight as a strategic priority at the board level:

1. See through assumptions (assess vulnerabilities): Commission impendent reviews that test not only systems but also controls, policies and oversight processes. Never assume defense are sufficient until proven.
2. Close governance blind spots (strengthen governance): Codify and enforce financial and operational policies that eliminate structural weaknesses. Ensure that accountability frameworks connect fraud prevention, cyber oversight and fiduciary responsibility.
3. Invest with strategy, not hype (invest wisely in technology): Deploy advanced tools, such as endpoint detection, behavioral monitoring or incident response automation, where evidence shows actual risk exposure. Always integrate new tools within a layered defense strategy rather than relying on silver-bullet fixes.
4. Build a culture of vigilance (instill awareness): Cyber resilience is not episodic. It requires daily reinforcement through tone at the top, staff education and accountability mechanisms that normalize vigilance rather than treating it as an exception.

The leadership imperative

1. The reality is simple: cyber risk is not an IT problem; it is a leadership and board governance problem. It directly challenges donor confidence, financial integrity and mission continuity, making cyber resilience inseparable from fiduciary duty.
2. The defining question for every not-for-profit leader is: In safeguarding our digital and financial systems, are we truly protecting our mission?
3. Leaders who can answer “yes” will do more than defend infrastructure, they embed vigilance into governance, align investments with real risk and build resilience into strategy. Ultimately, these leaders won’t be defined by the cyber threats they faced, but by the trust they upheld and mission impact they sustained.

Baker Tilly can help

Our NFP-specialized cyber risk team can help your organization proactively protect and address its cybersecurity and IT risks. We can evaluate your current controls, deliver recommended improvements and provide assurance that your cybersecurity controls are working. Beyond cybersecurity, our board governance services facilitate enhanced decision-making and reinforce effective risk management practices.

Contact our team to learn more about how we can help drive your mission forward.