Tag: 3BL

This interview is part of Takeda’s Access to Medicine Report. Read the full interview here.

In February 2024, Takeda entered into a partnership with CARE, a global leader in the fight against poverty, providing financial support for the She Heals the World initiative in the Philippines.

This partnership aims to equip 1,500 frontline community health workers in the Philippines with a comprehensive digital professional development platform by the end of 2026. By blending CARE’s local expertise, data and community relationships with Takeda’s resources and experience, together we are enabling community health workers to have access to the resources they need to deliver the care that is needed.

Takeda sat down with Joyce Sepenoo, senior director of health, equity and rights, and Emily Janoch, associate vice president for thought leadership and design from CARE, to explore how CARE aligns priorities and mobilizes partners, like Takeda, to create societal value.

CARE’s health strategy aims to impact 50 million people by 2030. From a health equity perspective, what does “impact” mean for CARE, and how do you translate that into action on the ground?

For us, impact means more than just reaching people with information or services, it’s about ensuring sustainable life-changing outcomes, especially for women and families. We take a localized approach, drawing on data and multi-stakeholder partnerships, including like the one we have with Takeda in the Philippines, to address the specific access challenges that health care systems and individuals face. Central to this is engaging with and listening to communities.

Through engaging with women’s groups, youth-led groups, community leaders, government officials, and of course health workers, we are able to understand the health needs and health behaviors of different groups in local settings. This allows our programs not only to reach them, but to drive impact. Take, for example, pregnant women looking for antenatal care, we want to ensure they not only know how to access health facilities or professionals, but that they are taking the steps to do so to support a safe and supportive delivery environment.

_

Takeda

This interview/article is part of Takeda’s ATM report published on Takeda’s website, and the copyrights belong to Takeda.© 2025 Takeda Pharmaceuticals International AG. All rights reserved.

Takeda and the Takeda logo are registered trademarks of Takeda Pharmaceutical Company Limited. The publication of this interview/article on the CARE website does not constitute any representation, warranty, obligation, or liability on the part of Takeda.

CARE

Founded in 1945 with the creation of the CARE PACKAGE® box, CARE is a leading humanitarian organization fighting global poverty. CARE places special focus on working alongside women and girls. Equipped with the proper resources, women and girls have the power to lift whole families and entire communities out of poverty. In 2025, CARE worked in 121 countries, reaching 58.7 million people through 1,467 projects. To learn more, visit www.care.org.

DP World has reached a significant milestone in sustainable port design with the completion of the first phase of its Living Seawalls installation at Jebel Ali Port in Dubai, UAE. The company deployed 1,000 eco-engineered panels that transform traditional flat seawall surfaces into vibrant marine habitats where biodiversity can flourish.

Developed in partnership with Living Seawalls, a science-led program of the Sydney Institute of Marine Science, each panel features varied shapes and textures that mimic natural rock formations – creating new opportunities for marine species to attach, grow, and thrive in coastal areas historically limited in habitat value.

Once fully scaled to 6,000 panels by 2028, the project will form the region’s longest continuous waterfront structure dedicated to supporting functioning ecosystems while maintaining operational efficiency.

“Ports play a critical role in coastal resilience,” said Abdulla Bin Damithan, CEO and Managing Director, DP World in the GCC region. “This program shows how infrastructure can support trade while restoring natural habitats.”

Biodiversity monitoring is scheduled to begin in 2026 to contribute to global knowledge on how ports can support ecological resilience – an important step in DP World’s Ocean Strategy and support of global biodiversity targets under the Kunming-Montreal Global Biodiversity Framework.

Building on Global Success, Including in the Americas

The Jebel Ali initiative builds on DP World’s global Living Seawalls portfolio, which includes impactful projects across the Americas.

In Ecuador’s deep-water terminal at Posorja, DP World has begun installing eco-engineered pilings as part of its deep-water port expansion. These Living Seawalls panels are designed to mimic natural marine environments such as rock pools and mangrove roots, providing new habitats for marine species and advancing ecological restoration alongside economic development.

By the end of 2025, a total of 21 pilings at Posorja will be equipped with Living Seawalls panels, complemented by robust biological monitoring to generate scientific data on the relationship between hydraulic infrastructure and marine biodiversity.

“The installation of the Living Seawalls at Posorja represents a significant advancement in our sustainability journey,” said Carlos Merino, CEO of DP World in Colombia, Ecuador, and Perú. “It’s helping to set new standards for responsible port development that support both marine life and global trade.”

DP World’s Living Seawalls work in the Americas builds on earlier successes in Peru – where a pilot at the Port of Callao recorded dozens of marine species within a year – and reinforces how nature-inspired engineering can drive measurable environmental benefits while enhancing long-term coastal resilience.

Leading Sustainable Port Innovation

At DP World, sustainability and trade go hand-in-hand. Through initiatives like Living Seawalls, the company is demonstrating how modern port infrastructure can simultaneously support global commerce and restore ocean health. From the UAE to Latin America, DP World continues to pioneer nature-positive solutions that help ports become part of the solution to ecological challenges.

Learn more about DP World’s global sustainability work here.

Entering a tight-knit community as an outside healthcare provider is like being invited to sit at another family’s dinner table. Culturally responsive, respectful and personalized care is key to building trust and resonating with community members — and to positively shaping their long-term perceptions of the healthcare system.

When DaVita visited the Haitian American Art Network (HAAN) to host an event for its annual community health initiative, the teams entered the heart of Orlando’s Haitian community. This Central Florida nonprofit provides social services and art for residents while serving as a trusted hub, rich in Haitian American culture.

Nattacha Wyllie, executive director of the Haitian American Art Network (HAAN) and a respected Haitian public figure, shared insight into the community’s health habits:

“Generally speaking, we don’t like to go to the doctor. Many of us prefer to keep our health matters private. There are several reasons behind this: our deep cultural roots, language barriers, and the challenges of being uninsured all play a role. Within the Haitian community, rates of high blood pressure, diabetes, and kidney failure are alarmingly high. I want our community to be aware of what’s happening and to understand the importance of seeking care.”

That is exactly the goal of DaVita’s Community Health Experience: to drive health awareness and education so that community members engage in their health earlier, before health needs lead them to find out about chronic conditions like kidney disease or diabetes. DaVita brings medical professionals directly to community members to help break down barriers to accessing this important preventive care.

William Paxton, MD, PhD, group medical director for DaVita, visited HAAN where he discussed health results directly with community members and helped educate and empower them to be more engaged in their health.

“Many communities are skeptical of the medical community. Giving them a positive medical experience can help break down some of those barriers,” said Dr. Paxton. “Many people are afraid to ask the question of what to do. We need to connect them with non-threatening ways to get that information out there.”

Wyllie went through a screening herself and shared that it was an “eye-opener.” Based on the results, she learned she had risk factors for chronic conditions like diabetes — which affected her father.

Wyllie shared that the findings were empowering, though, as they provided her with the right insights to take proactive steps to protect her health.

In addition to the motivation Wyllie feels in her own health, she is passionate about building on DaVita’s work to reach her community sooner with health education and resources.

Wyllie inspired community members during a radio segment after her screening, “Don’t be afraid to ask questions. I sat down with Dr. Bill [William Paxton] for 45 minutes to talk about my health and ask questions.”

Community members began showing up in growing numbers, placing their trust in Wyllie’s word — a powerful example of how personalized care and genuine connection can inspire people to engage in their health journeys.

Dr. Paxton likened individualizing proactive care to coaching his little league baseball team: Every player is motivated differently. For some, it’s a pat on the back; for others, a gentle push forward. “The key is recognizing what inspires each person to take healthier steps, not just for themselves, but also for their families and communities.”

“This is exactly what I thought it would be: confidential screenings, respecting people, respecting our culture,” said Wyllie.

Giving one community member a positive medical experience can change generational beliefs about the healthcare system and encourage earlier engagement, allowing individuals to manage health conditions before they progress and live healthier, more fulfilling lives.

Learn more: CommunityHealth.Davita.com

Originally posted by the ASPCA

For 18 years, the ASPCA has partnered with Subaru of America for the Subaru Share the Love^® Event to help raise funds, spread awareness and encourage community involvement for our nation’s most vulnerable animals. This year, you can share the love with the ASPCA, too!

For every new Subaru vehicle purchased or leased from November 20, through January 2, 2026, Subaru will donate $250 to the customer’s choice among four national charity partners, including the ASPCA, or a local hometown charity(ies) supported by participating retailers.*

Thanks to the commitment Subaru and its retailers have made to support animals in need, we’re able to:

• Make more happy endings possible
• Provide more services to animals in need
• Fight back against cruelty and abuse

Since 2008, the ASPCA has received over $41 million through our partnership with Subaru, including the Subaru Share the Love Event, which has helped support the rescue, transport and adoption of more than 142,000 animals nationwide. In 2024 alone, the ASPCA received an incredible donation of over $2.7 million, all thanks to Subaru customers and committed supporters who chose the ASPCA as a donation beneficiary when purchasing or leasing a new vehicle during the event. These critical funds continue to help support our lifesaving efforts in rescue, placement and protection for countless animals in need nationwide.
 

^{*Subaru of America, Inc. (“SOA”) will donate $250 for every new Subaru vehicle sold or leased from November 20, 2025, through January 2, 2026, to four national charities designated by the purchaser or lessee. Pre-approved hometown charities may also be selected for donation depending on retailer participation. Purchasers/lessees must make their charity designations by January 9, 2026. The four national charities will receive a guaranteed minimum donation of $250,000 each. See your local Subaru retailer for details or visit subaru.com/share. All donations made by SOA.}

Thanks to the generosity of the local community and Southwire’s Project GIFT volunteers, the holidays will be a little bit brighter for kids across Carroll County.

For the 21st consecutive year, Southwire’s Project GIFT hosted a toy collection to benefit Carroll County Toys for Tots, an organization dedicated to helping children in west Georgia. During the two-day drive, team members, community partners and local residents donated more than 7,250 toys.

Toys for Tots is a 501(c)(3) nonprofit public charity created in 1991 by the U.S. Marine Corps with the mission of bringing joy to America’s less fortunate children.

“There is no way [Toys for Tots] could be a success without Southwire,” said Lindy Lukert, Toys for Tots coordinator for Carroll and Randolph counties. “We would be lost without Southwire’s help. It’s amazing how many people show up to give back to the community, and we are so grateful to partner with Southwire.”

During the drive, Southwire stationed Project GIFT tractor trailers outside the Carrollton, Ga Walmart, where thousands of donated items were collected and placed into boxes. Some of the items collected included bikes, dolls, puzzles, action figures and much more.

“This is our 21st annual toy drive. Year after year, we have a goal to collect thousands of toys to give out to our communities,” said Stefanie Anderson, senior giving back specialist. “I love seeing everyone come together – our team members, volunteers and the community. Seeing the outpouring of support and the connections that still exist in this world -that we all have a common goal to make sure that we all love and support each other – is my favorite aspect of this event.”

As part of Southwire’s commitment to Giving Back, the company contributed $20,000 to Toys for Tots, which was allocated for purchasing toys. Students participating in Southwire’s 12 for Life program volunteered to pick out toys at local stores and assist with their delivery to the Project GIFT trucks.

“We are proud to see our 12 for Life students embracing the spirit of giving by participating in Toys for Tots,” said Cameron Searcy, 12 for Life site leader. “Their involvement not only brings joy to children in need but also reflects the values of compassion and community that define our program. This experience empowers these students to make a meaningful impact beyond the classroom.”

Several sponsors donated to the event including CDT Construction, MedImpact, RaLin, the University of West Georgia, West Georgia Technical College, Heart Wood Products, LLC, Phoenix Wood Products, Cintas, Jason Templeton State Farm, Tisinger Vance, 3:16 Healthcare, New Leaf Marketing and Gradick Communications.

Other sites participating in Toys for Tots efforts include Youngsville, Huntersville and Kent. Team members across multiple locations also spread holiday cheer through a variety of Giving Back efforts. Florence and Bremen supported the Salvation Army by participating in Red Kettle Bell Ringing, while DFW, York and Florence collected gifts for the Angel Tree program.

Pleasant Prairie contributed through Salvation Army collections while Lafayette gave back by collecting food for a local homeless shelter. Heflin assembled stockings for children through Hearts of Cleburne County and Fontana adopted a family to provide their holiday meal.

For more Southwire news, visit www.southwire.com/newsroom. To learn more about Southwire’s commitment to Giving Back, visit www.southwire.com/sustainability.

In the landscape of kidney disease management, from chronic kidney disease (CKD) to end stage kidney disease (ESKD), dietitians stand as essential figures. While their work often occurs behind the scenes, their impact on clinical outcomes, patient adherence, and reducing costly complications is profound. These specialized professionals play a pivotal role that goes far beyond simply providing meal plans, especially for those facing the challenges of ESKD.

The Clinical Cornerstone: Personalized Nutrition for Complex Needs

Dietitians are highly trained clinicians who craft individualized nutrition plans — what some might call “nutrition prescriptions” — for each patient, whether they are managing early-stage CKD or navigating the complexities of ESKD. They carefully analyze lab data, medication schedules, existing health conditions, and lifestyle factors to create dynamic plans. These plans address the unique mineral and fluid imbalances at each stage of kidney disease and are adjusted based on ongoing lab results and patient feedback.

• Slowing Kidney Disease Progression

  Nutrition management has been shown to help slow the advancement of CKD, potentially delaying the need for dialysis. For those who progress to ESKD, a kidney-friendly diet remains crucial in managing the complications of dialysis and improving quality of life. Since CKD is progressive, the nutrition recommendations can exist on a sliding scale and a dietitian can help make tailored recommendations depending on the stage and other health conditions.

• Improving Key Lab Values

  Dietitians help play a vital role in managing lab values, such as phosphorus and potassium levels, which, if uncontrolled, can lead to heart problems and increased risk of death, particularly in ESKD patients. By creating personalized dietary plans, dietitians help stabilize these crucial lab values. They also focus on incorporating adequate protein intake to maintain healthy albumin levels, a key predictor of survival for dialysis patients.

• Reducing the Impact of Comorbidities

  Dietary intervention is also crucial for managing conditions like diabetes and hypertension, major contributors to CKD and significant challenges in ESKD. By helping patients better manage their blood sugar and blood pressure, dietitians support reduction in the overall burden on both the patient and the healthcare system. This is particularly important in preventing complications and hospitalizations in ESKD patients and delaying CKD progression in earlier stages.

These positive impacts of a dietitian’s guidance is felt across the healthcare journey. By empowering patients to maintain stability and better manage their health needs — especially when managing ESKD — dietitians can help reduce the frequency of serious and costly complications that affect quality of life. Fluid overload, for example, is a common and serious challenge for people who need dialysis as well as a leading cause of hospitalization that can be reduced through dedicated dietary support.

Comprehensive Support: DaVita’s Care Model in Action

“Proactive nutritional management is one of the cornerstones of holistic care,” says Amanda Wetherington, a dietitian for DaVita Integrated Kidney Care (IKC). “By working with the rest of the care team, we work to empower individuals in avoiding physical and emotional setbacks in their kidney health journey.”

This focus on prevention and maintenance reinforces a care model centered on long-term patient well-being and a higher quality of life. A core care team for every patient offers an interdisciplinary approach – including nephrologists, nurses, social workers and patient care technicians — to provide comprehensive care centered on individualized needs throughout the kidney care journey.

Through personalized, high-touch support, DaVita dietitians offer one-on-one counseling for patients and participate in monthly reviews of lab trends with the entire care team. They’re also able to leverage DaVita® resources, including DaVita Diet Helper and a comprehensive library of recipes and cookbooks, to help patients stay on track and find foods that support not only their health needs but their lifestyles and preferences, too.

By prioritizing the role of dietitians within an integrated care team, healthcare organizations can optimize results and deliver early intervention to help manage CKD — as well as common comorbid conditions including diabetes and high blood pressure — through early education and behavior changes.

“Food plays such an important role in our lives, and understanding nutrition needs can make a significant difference,” Wetherington shares. “The most common sentiment I hear from the people I work with living with CKD is that having access to a dietitian was the missing piece in their CKD healthcare.”

In the landscape of kidney disease management, from chronic kidney disease (CKD) to end stage kidney disease (ESKD), dietitians stand as essential figures. While their work often occurs behind the scenes, their impact on clinical outcomes, patient adherence, and reducing costly complications is profound. These specialized professionals play a pivotal role that goes far beyond simply providing meal plans, especially for those facing the challenges of ESKD.

The Clinical Cornerstone: Personalized Nutrition for Complex Needs

Dietitians are highly trained clinicians who craft individualized nutrition plans — what some might call “nutrition prescriptions” — for each patient, whether they are managing early-stage CKD or navigating the complexities of ESKD. They carefully analyze lab data, medication schedules, existing health conditions, and lifestyle factors to create dynamic plans. These plans address the unique mineral and fluid imbalances at each stage of kidney disease and are adjusted based on ongoing lab results and patient feedback.

• Slowing Kidney Disease Progression

  Nutrition management has been shown to help slow the advancement of CKD, potentially delaying the need for dialysis. For those who progress to ESKD, a kidney-friendly diet remains crucial in managing the complications of dialysis and improving quality of life. Since CKD is progressive, the nutrition recommendations can exist on a sliding scale and a dietitian can help make tailored recommendations depending on the stage and other health conditions.

• Improving Key Lab Values

  Dietitians help play a vital role in managing lab values, such as phosphorus and potassium levels, which, if uncontrolled, can lead to heart problems and increased risk of death, particularly in ESKD patients. By creating personalized dietary plans, dietitians help stabilize these crucial lab values. They also focus on incorporating adequate protein intake to maintain healthy albumin levels, a key predictor of survival for dialysis patients.

• Reducing the Impact of Comorbidities

  Dietary intervention is also crucial for managing conditions like diabetes and hypertension, major contributors to CKD and significant challenges in ESKD. By helping patients better manage their blood sugar and blood pressure, dietitians support reduction in the overall burden on both the patient and the healthcare system. This is particularly important in preventing complications and hospitalizations in ESKD patients and delaying CKD progression in earlier stages.

These positive impacts of a dietitian’s guidance is felt across the healthcare journey. By empowering patients to maintain stability and better manage their health needs — especially when managing ESKD — dietitians can help reduce the frequency of serious and costly complications that affect quality of life. Fluid overload, for example, is a common and serious challenge for people who need dialysis as well as a leading cause of hospitalization that can be reduced through dedicated dietary support.

Comprehensive Support: DaVita’s Care Model in Action

“Proactive nutritional management is one of the cornerstones of holistic care,” says Amanda Wetherington, a dietitian for DaVita Integrated Kidney Care (IKC). “By working with the rest of the care team, we work to empower individuals in avoiding physical and emotional setbacks in their kidney health journey.”

This focus on prevention and maintenance reinforces a care model centered on long-term patient well-being and a higher quality of life. A core care team for every patient offers an interdisciplinary approach – including nephrologists, nurses, social workers and patient care technicians — to provide comprehensive care centered on individualized needs throughout the kidney care journey.

Through personalized, high-touch support, DaVita dietitians offer one-on-one counseling for patients and participate in monthly reviews of lab trends with the entire care team. They’re also able to leverage DaVita® resources, including DaVita Diet Helper and a comprehensive library of recipes and cookbooks, to help patients stay on track and find foods that support not only their health needs but their lifestyles and preferences, too.

By prioritizing the role of dietitians within an integrated care team, healthcare organizations can optimize results and deliver early intervention to help manage CKD — as well as common comorbid conditions including diabetes and high blood pressure — through early education and behavior changes.

“Food plays such an important role in our lives, and understanding nutrition needs can make a significant difference,” Wetherington shares. “The most common sentiment I hear from the people I work with living with CKD is that having access to a dietitian was the missing piece in their CKD healthcare.”

The landscape of corporate citizenship is undergoing its most profound transition in a decade. It is no longer enough for companies to simply have a social impact program; they must demonstrate that these corporate social responsibility (CSR) initiatives are strategically aligned, clearly supporting business objectives, outcomes-oriented and authentically woven into the fabric of the business.

In the Benevity Impact Labs 2025 State of Corporate Purpose Report, leveraging proprietary data from the collective giving, volunteering and granting activities of over 1,000 leading global brands, we reported that nearly two-thirds of companies significantly shifted their corporate purpose strategies in the past year. This transition — driven by rising stakeholder scrutiny, polarized social issues, a changing regulatory landscape and a tightening focus on talent — defines the challenge and opportunity for 2026 CSR and ESG planning.

There are several critical lessons from the 2025 data for corporate leaders and impact professionals to consider and potentially integrate into next year’s strategy.

‍The new risk frontier: Balancing caution and courage

As corporate purpose strategies mature, and regulatory complexities continue to evolve, a fundamental tension is emerging: the gap between cautious executive messaging and an activist workforce.

The 2025 State of Corporate Purpose Report data reveals this tightrope walk: while 52% of leaders expect their CEOs to be less vocal on contentious issues, 76% anticipate increased employee activism in the coming year. This corporate silence, while likely intended to mitigate external political risk, paradoxically creates internal brand risk. Benevity data suggests that when companies stay silent, their people will often fill the void through employee-led grassroots action, sometimes without the benefit of formal corporate support or compliance guidance.

The focus must shift from what is said publicly to how the work is done internally and shows up externally. The Benevity data shows that CSR teams are connecting with more departments than ever before, from the executive teams to legal, to HR with the biggest rise in work with communications. It’s become essential that CSR teams must be integrated with both HR and corporate communications to craft transparent, authentic narratives about impact metrics and company values, rather than just react to socio-political events. This is critical for both internal and external communications, as consumer actions have also proven to be quite reactive over the past year.‍

“Some CEOs may underestimate stakeholder expectations. They may assume that silence is golden when it comes to hot-button issues. But actually many employees, younger consumers, even investors, may interpret silence as avoiding issues that are particularly important to them.”

– Andrew Jones, Principal Researcher, Governance & Sustainability Center, The Conference Board, on the Speaking of Purpose podcast‍

Employee-directed imperatives: Resilience through engagement

The 2025 Talent Trends report from the U.S. Society for Human Resource Management (SHRM) reports that the recruitment challenges persist, with 69% of organizations reporting significant difficulties filling full-time, regular positions. Purpose programs have solidified their role as a critical contributor to business resilience and talent retention. Benevity data provides quantitative proof that employee participation is directly linked to enhanced retention, particularly among newer hires.

• Retention: Newer employees who participate in corporate purpose programs are 52% less likely to leave their company.
• Trust and inclusion: 91% of employees and leaders view Employee Resource Groups (ERGs) as an important part of their employer value proposition, and 87% say they are a trusted source of information amid peak DEI polarization.

The volunteering renaissance: Driving engagement and resilience 

Volunteerism is proving to be a key driver of business resilience — and 94% of companies agree. In fact, volunteerism is proven to be the only workplace intervention among 90 that were measured to suggest a positive impact on well-being and belonging.

With 2026 designated as International Volunteer Year by the UN, there is a big opportunity for companies that lean in. In fact, Benevity data shows that volunteering has been rising sharply within CSR programs since the world reopened after COVID-19 pandemic, with growth expected to be around 11% in 2025. There are shifts towards more structured, high-impact activities such as skills-based volunteering, teams-based volunteering, and virtual volunteering, which continues to draw attention from program administrators in the wake of the increased presence of hybrid work.‍

Sharpening grantmaking focus: Prioritizing capacity and trust

Grantmaking is also evolving in response to the changing environment. Visible efforts are seen across the granting ecosystem to support capacity, trust and flexibility.

• Shifting priorities: Grants to critical areas like BIPOC-led nonprofits and climate justice saw a relative slowdown in growth acceleration compared to previous years, as companies reframed their granting in favor of broader themes like STEM training, disaster response and local communities.
• Building capacity: Community improvement and nonprofit capacity building jumped from ninth to fourth position among granting focus areas. Companies are recognizing that strengthening the nonprofit sector’s infrastructure is a fundamental act of support.
• Filling the funding gap: With significant shifts in government funding creating widening gaps in the social safety net, flexible grant programs are critical. Unrestricted grants allow nonprofits to be more nimble in times of need, and increase confidence in grantmakers that their programs are having the desired positive impact.‍
• Closing the confidence gap: The Benevity Grants Confidence Gap Report shows that 74% of grantmakers execute on best practices, while only 51% feel they are doing it well. Closing the confidence gap requires the integration of trust-based practices, improved communication strategies and aligning granting with stakeholder expectations.

Planning for 2026: A Benevity checklist

To navigate the current transition successfully, corporate citizenship leaders should adopt a data-driven approach centered on accountability and engagement.

Strategic Imperative	2026 Action Plan	Data Rationale
Embed Purpose in Talent Strategy	Fully integrate purpose program participation data into HR metrics (e.g., performance reviews, retention analysis). Empower ERGs with dedicated budgets and influence over granting decisions.	Employees who participate in purpose programs are 52% less likely to leave; 87% of leaders say their ERGs are a trusted source of information.
Prioritize High-Impact Volunteering	Formally launch or expand structured skills-based and pro bono volunteering opportunities. Capitalize on the UN Year of Volunteering to create additional momentum. Ensure these programs are built for remote and hybrid participation.	94% of companies link volunteering to business resilience. Volunteering is the only workplace intervention among 90 studied that improved employee well-being.
Close the Grants Confidence Gap	Implement trust-based granting practices (e.g., offering general operating support, multi-year funding) to reduce administrative burden on nonprofits. Invest in tools to accurately measure and communicate grant outcomes.	Only 51% of companies are confident in their granting effectiveness, despite adopting best practices.
Leverage Communica­tions as a Strategic Lever	Partner with corporate communications early to articulate why the company is committed to specific issues and how employees are driving that impact, focusing on outcomes over statements.	Corporate caution heightens brand risk; cross-functional alignment is necessary to manage internal and external expectations. CSR professionals are reporting an increase in their consultation with other departments in the past 24 months: +67% consult with corporate communications +55% consult with legal +59% consult with HR +55% consult with CEO
Commit to Sustained Support	Use recurring donation and payroll deduction campaigns year-round, not just during traditional Giving Seasons. Increase peer-to-peer matching funds to amplify employee giving.	Nonprofits often rely on sustained funding to fill increasing government/societal funding gaps.

The evolution of corporate citizenship as an enterprise-wide strategy is complete. In 2026, the businesses that will lead the way are those that use real-time data to deliver purpose at work. Those that implement authentic, employee-powered programs that are true to their values, build community, engage stakeholders and contribute to their business’ bottom line will be the most successful and will have future-proofed their organizations beyond 2026.

The landscape of corporate citizenship is undergoing its most profound transition in a decade. It is no longer enough for companies to simply have a social impact program; they must demonstrate that these corporate social responsibility (CSR) initiatives are strategically aligned, clearly supporting business objectives, outcomes-oriented and authentically woven into the fabric of the business.

In the Benevity Impact Labs 2025 State of Corporate Purpose Report, leveraging proprietary data from the collective giving, volunteering and granting activities of over 1,000 leading global brands, we reported that nearly two-thirds of companies significantly shifted their corporate purpose strategies in the past year. This transition — driven by rising stakeholder scrutiny, polarized social issues, a changing regulatory landscape and a tightening focus on talent — defines the challenge and opportunity for 2026 CSR and ESG planning.

There are several critical lessons from the 2025 data for corporate leaders and impact professionals to consider and potentially integrate into next year’s strategy.

‍The new risk frontier: Balancing caution and courage

As corporate purpose strategies mature, and regulatory complexities continue to evolve, a fundamental tension is emerging: the gap between cautious executive messaging and an activist workforce.

The 2025 State of Corporate Purpose Report data reveals this tightrope walk: while 52% of leaders expect their CEOs to be less vocal on contentious issues, 76% anticipate increased employee activism in the coming year. This corporate silence, while likely intended to mitigate external political risk, paradoxically creates internal brand risk. Benevity data suggests that when companies stay silent, their people will often fill the void through employee-led grassroots action, sometimes without the benefit of formal corporate support or compliance guidance.

The focus must shift from what is said publicly to how the work is done internally and shows up externally. The Benevity data shows that CSR teams are connecting with more departments than ever before, from the executive teams to legal, to HR with the biggest rise in work with communications. It’s become essential that CSR teams must be integrated with both HR and corporate communications to craft transparent, authentic narratives about impact metrics and company values, rather than just react to socio-political events. This is critical for both internal and external communications, as consumer actions have also proven to be quite reactive over the past year.‍

“Some CEOs may underestimate stakeholder expectations. They may assume that silence is golden when it comes to hot-button issues. But actually many employees, younger consumers, even investors, may interpret silence as avoiding issues that are particularly important to them.”

– Andrew Jones, Principal Researcher, Governance & Sustainability Center, The Conference Board, on the Speaking of Purpose podcast‍

Employee-directed imperatives: Resilience through engagement

The 2025 Talent Trends report from the U.S. Society for Human Resource Management (SHRM) reports that the recruitment challenges persist, with 69% of organizations reporting significant difficulties filling full-time, regular positions. Purpose programs have solidified their role as a critical contributor to business resilience and talent retention. Benevity data provides quantitative proof that employee participation is directly linked to enhanced retention, particularly among newer hires.

• Retention: Newer employees who participate in corporate purpose programs are 52% less likely to leave their company.
• Trust and inclusion: 91% of employees and leaders view Employee Resource Groups (ERGs) as an important part of their employer value proposition, and 87% say they are a trusted source of information amid peak DEI polarization.

The volunteering renaissance: Driving engagement and resilience 

Volunteerism is proving to be a key driver of business resilience — and 94% of companies agree. In fact, volunteerism is proven to be the only workplace intervention among 90 that were measured to suggest a positive impact on well-being and belonging.

With 2026 designated as International Volunteer Year by the UN, there is a big opportunity for companies that lean in. In fact, Benevity data shows that volunteering has been rising sharply within CSR programs since the world reopened after COVID-19 pandemic, with growth expected to be around 11% in 2025. There are shifts towards more structured, high-impact activities such as skills-based volunteering, teams-based volunteering, and virtual volunteering, which continues to draw attention from program administrators in the wake of the increased presence of hybrid work.‍

Sharpening grantmaking focus: Prioritizing capacity and trust

Grantmaking is also evolving in response to the changing environment. Visible efforts are seen across the granting ecosystem to support capacity, trust and flexibility.

• Shifting priorities: Grants to critical areas like BIPOC-led nonprofits and climate justice saw a relative slowdown in growth acceleration compared to previous years, as companies reframed their granting in favor of broader themes like STEM training, disaster response and local communities.
• Building capacity: Community improvement and nonprofit capacity building jumped from ninth to fourth position among granting focus areas. Companies are recognizing that strengthening the nonprofit sector’s infrastructure is a fundamental act of support.
• Filling the funding gap: With significant shifts in government funding creating widening gaps in the social safety net, flexible grant programs are critical. Unrestricted grants allow nonprofits to be more nimble in times of need, and increase confidence in grantmakers that their programs are having the desired positive impact.‍
• Closing the confidence gap: The Benevity Grants Confidence Gap Report shows that 74% of grantmakers execute on best practices, while only 51% feel they are doing it well. Closing the confidence gap requires the integration of trust-based practices, improved communication strategies and aligning granting with stakeholder expectations.

Planning for 2026: A Benevity checklist

To navigate the current transition successfully, corporate citizenship leaders should adopt a data-driven approach centered on accountability and engagement.

Strategic Imperative	2026 Action Plan	Data Rationale
Embed Purpose in Talent Strategy	Fully integrate purpose program participation data into HR metrics (e.g., performance reviews, retention analysis). Empower ERGs with dedicated budgets and influence over granting decisions.	Employees who participate in purpose programs are 52% less likely to leave; 87% of leaders say their ERGs are a trusted source of information.
Prioritize High-Impact Volunteering	Formally launch or expand structured skills-based and pro bono volunteering opportunities. Capitalize on the UN Year of Volunteering to create additional momentum. Ensure these programs are built for remote and hybrid participation.	94% of companies link volunteering to business resilience. Volunteering is the only workplace intervention among 90 studied that improved employee well-being.
Close the Grants Confidence Gap	Implement trust-based granting practices (e.g., offering general operating support, multi-year funding) to reduce administrative burden on nonprofits. Invest in tools to accurately measure and communicate grant outcomes.	Only 51% of companies are confident in their granting effectiveness, despite adopting best practices.
Leverage Communica­tions as a Strategic Lever	Partner with corporate communications early to articulate why the company is committed to specific issues and how employees are driving that impact, focusing on outcomes over statements.	Corporate caution heightens brand risk; cross-functional alignment is necessary to manage internal and external expectations. CSR professionals are reporting an increase in their consultation with other departments in the past 24 months: +67% consult with corporate communications +55% consult with legal +59% consult with HR +55% consult with CEO
Commit to Sustained Support	Use recurring donation and payroll deduction campaigns year-round, not just during traditional Giving Seasons. Increase peer-to-peer matching funds to amplify employee giving.	Nonprofits often rely on sustained funding to fill increasing government/societal funding gaps.

The evolution of corporate citizenship as an enterprise-wide strategy is complete. In 2026, the businesses that will lead the way are those that use real-time data to deliver purpose at work. Those that implement authentic, employee-powered programs that are true to their values, build community, engage stakeholders and contribute to their business’ bottom line will be the most successful and will have future-proofed their organizations beyond 2026.

Originally published by the ASPCA

For the eighteenth year in a row, the ASPCA^® (The American Society for the Prevention of Cruelty to Animals^®) has been selected as a national charity partner in the 2025 Subaru Share the Love® Event to help support thousands of animals in need across the country. From November 20, 2025, through January 2, 2026, Subaru will donate $250 for every new Subaru vehicle, purchased or leased, to the customer’s choice of participating local and national charities, including the ASPCA*.

Since the partnership’s inception in 2008, Subaru has donated more than $41 million to the ASPCA, which has helped support the rescue, care, and adoption of more than 142,000 animals nationwide. Subaru and the ASPCA are committed to helping as many animals as possible again this year.

“We’re grateful to Subaru for their longstanding support of the ASPCA and their dedication to the wellbeing of shelter pets across the country. With their help, we’re able to reach more animals in need and strengthen the lifesaving work of shelters nationwide,” said Matt Bershadker, president & CEO of the ASPCA. “Together, our work has positively impacted nearly 250,000 animals to date and demonstrates what’s possible when corporate compassion meets local action. I’m deeply proud of what we’ve accomplished together—and excited for the road ahead.”

The funding received from last year’s Subaru Share the Love Event helped support the ASPCA’s lifesaving work across the country, including its efforts to rehabilitate severely fearful, under-socialized dogs, such as those rescued from puppy mills and hoarding situations, as well as its cruelty and disaster response efforts to rescue animals in crisis from natural disasters and animal abuse. In addition, Subaru’s funding supports the ASPCA’s work to provide basic and preventative veterinary services to underserved pet owners, helping to make veterinary care more affordable and accessible nationwide and improving the health and welfare of dogs and cats.

For more information about the ASPCA’s participation in the Subaru Share the Love Event, please visit aspca.org/sharethelove. 

*Subaru of America, Inc. (“SOA”) will donate $250 for every new Subaru vehicle sold or leased from November 20, 2025, through January 2, 2026, to four national charities designated by the purchaser or lessee. Pre-approved hometown charities may also be selected for donation depending on retailer participation. Purchasers/lessees must make their charity designations by January 9, 2026. The four national charities will receive a guaranteed minimum donation of $250,000 each. See your local Subaru retailer for details or visit subaru.com/share. All donations made by SOA.

###

About the ASPCA^®
The ASPCA^® (The American Society for the Prevention of Cruelty to Animals^®) believes every animal deserves to live free from suffering. For more than 150 years, we’ve been on the frontlines to save, transform and protect millions of lives in the fight against animal cruelty. As the nation’s first and leading animal welfare organization, we assist animals in need through on-the-ground disaster and cruelty interventions, behavioral rehabilitation, animal relocation and placement, legal and legislative advocacy, and the advancement of the sheltering and veterinary communities through research, training and resources. As a 501(c)(3) not-for-profit corporation with more than 2 million supporters nationwide, our commitment to eliminating animal cruelty is unwavering. For more information, visit aspca.org, and follow the ASPCA on Facebook, X, Instagram, and TikTok.