Tag: 3BL

by Monica Molesag

Sustainability rarely took center stage at Davos this year. Instead, it quietly delivered by playing an implicit and influential role in most conversations throughout the week.

The major topics of geopolitical risk, artificial intelligence, and economic uncertainty consistently circled back to environmental exposure and long-term resilience, pointing to a broader shift: sustainability is becoming less of a separate agenda item and more an underlying consideration in enterprise risk and strategy.

For leaders looking to shape the next phase of business, two major and consequential themes emerged.

1. AI is a sustainability enabler with responsibilities

Artificial intelligence was central to many Davos discussions this year, including those touching on sustainability. The focus was less on experimentation and more on how AI is already influencing operational and strategic decisions.

In several sessions, leaders pointed to practical applications where AI, combined with sustainability and operational data, is helping organizations to reduce waste, improve resource efficiency, and better anticipate environmental risks.

At the same time, there was no lack of recognition that AI brings new challenges. Its growing energy and water requirements, along with questions around governance, transparency, and equity, featured prominently in discussions. Leaders emphasized the fact that AI’s sustainability value depends heavily on how well it is integrated into existing business systems and decision-making processes, rather than deployed as a standalone technology. This was also underscored by broader analysis showing that emerging regulatory frameworks are struggling to keep pace with AI’s environmental footprint and governance needs.

For many organizations, the focus shifted towards how responsible AI can support sustainability objectives while remaining aligned with enterprise governance and financial oversight.

2. Water is key to societal and economic stability

One of the most prominent sustainability topics at Davos 2026 was water. Across both formal and informal sessions, leaders discussed water and ocean health as a foundational element to stable societies, economies, and business continuity.

Much of the conversation focused on the growing gap between economic dependence on water and the level of investment dedicated to protecting and managing water systems. With a significant share of global GDP expected to be exposed to high water stress in the coming decades, participants highlighted the operational and financial implications for supply chains, production facilities, and communities. According to the World Economic Forum, 31% of global GDP could be located in regions of high water stress by 2050, underscoring the urgency of rethinking water investment and risk.

To this end, new collaborative initiatives were announced during the week, including efforts aimed at integrating water considerations more directly into corporate strategies and strengthening ocean stewardship across industries. For example:

• Early-stage innovators were selected at Davos to boost water resilience across infrastructure, industry, and agriculture systems.
• Public-private collaboration initiatives were launched to accelerate water finance and investment ahead of the 2026 UN Water Conference.
• Research and alliance work was directed at bridging the €6.5 trillion global water infrastructure gap, and commitments were made to mobilize private capital and improve water resilience strategies.

These discussions signaled a move away from viewing water solely through a sustainability reporting lens and toward understanding it as a material risk and resilience issue for businesses.

What can business leaders take away?

While AI and water dominated the headlines at this annual meeting, sustainability quietly permeated most strategy meetings, with three takeaways arising as directional signals for leaders looking to build resilience into their business:

Sustainability is increasingly understood as financial risk

One of the clearest signals from Davos was the extent to which sustainability risks are now discussed in financial terms.

The World Economic Forum’s Global Risks Report 2026, released shortly before the meeting, reinforced this view by ranking environmental risks (including extreme weather and biodiversity loss) and critical changes to Earth systems among the most severe long-term global threats. The same report also highlighted that adverse outcomes from artificial intelligence are rising sharply in long-horizon risk rankings, reflecting growing concern about both technological and environmental disruption.

While geopolitical and economic issues dominated short-term attention at the annual meeting, environmental risks were consistently framed as persistent factors shaping long-term planning and resilience strategies.

Furthermore, the role of the CFO is also evolving to meet sustainability requirements, including reporting non-financial KPIs, managing plastic and carbon taxes, steering the business, and aligning business decisions with carbon and environmental cost trade-offs. SAP’s carbon accounting and management solutions can provide the capabilities needed to address CFO sustainability priorities.

As SAP Chief Sustainability & Commercial Officer Sophia Mendelsohn noted during the week, “Sustainability remains firmly planted in both the Davos agenda and the minds of the CEO and CFO. The reality of climate change persists—both its risks and opportunities, and they are already showing up on the balance sheet.“

For many executives, this framing reflects how sustainability considerations are increasingly influencing investment decisions, insurance strategies, and assessments of long-term enterprise value.

The focus is shifting from ambition to execution

Davos discussions also underscored a growing emphasis on execution. While sustainability remains firmly planted in the C-suite agenda, many leaders acknowledged a gap between ambition and implementation.

Despite years of commitments and target-setting, fewer than one in five companies have implemented climate adaptation and mitigation measures at scale. This is a persistent action gap that helps explain why sustainability strategies are now evaluated more closely through the lens of financial feasibility, operational readiness, and data credibility.

In an environment where sustainability investments compete with other priorities, including AI and digital infrastructure, leaders emphasized the need for clear business cases and measurable outcomes. Sustainability initiatives that can demonstrate value creation and risk reduction are more likely to secure long-term support.

Integration decides whether sustainability insights lead to action

Data availability is no longer the primary challenge for most organizations. The tools to measure emissions, water use, climate exposure, and supplier impacts are widely accessible. What remains difficult is turning that information into decisions.

Across Davos, there was broad agreement that sustainability data needs to be integrated into core business systems for planning, procurement, asset management, and finance. When sustainability information sits outside these systems, it tends to inform reporting rather than operational or strategic action. When it is embedded, it can support more forward-looking decisions around resilience, investment, and supply chain design.

This shift toward integration reflects a broader understanding that sustainability efforts are most effective when they are aligned with how the business already operates.

SAP’s ERP-centric, AI-enabled approach connects business and sustainability data to help give full visibility across a company’s value chain, enabling it to align business objectives with sustainability priorities across areas like material choice, efficient transport and distribution, improved asset performance, and reduced carbon impact.

Davos 2026 clearly reflected a maturing phase of the sustainability conversation, one that is less about visibility and increasingly about how organizations can confidently prepare for the decade ahead.

For business leaders shaping sustainability strategies, there is a pressing need to make plans financially grounded, operationally integrated, and supported by reliable data.

Enterprise systems play an important role in this transition. When sustainability information is connected across business functions, leaders gain clearer insight into risk and opportunity, supporting more resilient and informed decision-making.

Monica Molesag is global head of Sustainability Communications at SAP.

International Olympic Committee news

“You’re going to make these Games so special for millions of people,” said International Olympic Committee (IOC) President Kirsty Coventry, as she greeted volunteers in the Main Press Centre (MPC) in Milan today. “Thank you, thank you, thank you for everything that you have done and that you will be doing throughout the Games,” she said, wrapping up her motivational speech.

Key facts

• IOC President celebrates Milano Cortina 2026 volunteers
• Volunteers play a key role in welcoming the athletes to the Games
• Milano Cortina President Giovanni Malagò praises volunteers

Famed for their smiles, willingness to help and their Olympic spirit, Olympic volunteers help to make special Games memories for the athletes, fans and officials that they encounter in their different roles. More of those special memories were created, as President Coventry, Milano Cortina 2026 President Giovanni Malagò and 100 volunteers met. Gathering together for a group photo, the volunteers showed their Olympic spirit in a celebratory image that underlined their high spirits before the Games get underway.

President Coventry emphasised to the volunteers the key role that they play in welcoming the world to their Games. “I’ve been to five Olympic Games and the volunteers during the Games were like the special secret source of magic. So, it is really exciting to be here with all of you. I can’t emphasise enough how the atmosphere is created around the Games by all of you, and all of the thousands of volunteers around Italy, because, a lot of the time, you are the first people that athletes, that their families, and that the fans come into contact with.”

She continued with her own experience from London 2012. “I remember in London, you would get on the train and there were volunteers in all the train stations. And all the way from the train station to the Olympic Park, the volunteers were sitting on big chairs with microphones and they were calling out: ‘Zimbabwe! How are you doing? South Africa! Italy!’ Everyone was just like: ‘wow’. It was so cool and that excitement was just incredible for us as athletes because you felt the excitement and the passion of everyone around.”

She continued, “What those volunteers did for the spectators and the crowds that were coming to watch, was to get them excited about being there and what they were going to get to experience, and they became the best spectators to swim in front of, because they were loud and they were excited. The atmosphere that you’re going to help create is so important. So again, from all of us at the Olympic Movement, thank you so much for everything that you’re going to be doing.”

Milano Cortina 2026 President Malagò spoke about his pride in the diversity of the volunteers, “I think there’s about 100 volunteers representing more than 18,000.” He continued, “I’m sure that all of you will have a unique experience.”

“I know very well that you are from all parts of Italy and further afield. I know that you have contributed a lot and that you have made great sacrifices to be here. Some have taken holidays, some have missed special occasions in order to live this experience, and we are very grateful. There are three, maybe four generations here, male and female, and there’s no difference between the social classes. This is a fantastic world that you represent. I think you are the best example of Italy.”

After the meeting with the volunteers, President Coventry answered a few questions about the volunteers in an interview. Her answers can be found here:

How is it going? How is the feel of the Games?

It’s been great. It’s been so nice to finally get here and to have a feel of the ground in Milan. I think the last couple of weeks we started having more teams arrive in Milan, and I was feeling a little left out. So, I’m very happy to be here now with everybody.

Things are moving really well. The organising committee and all of our stakeholders… I think everyone is at the realisation that it’s so close, that things are really moving in the right direction. And it’s so exciting. All the excitement is starting to come. We’re just really happy to be here.

And this was a good start—meeting the volunteers. How would you best describe the volunteers?

The volunteers… I shared with them a story that I remember from the volunteers in London and how they changed the Games. They were the heartbeat of the Games. for all spectators, and they got the crowds excited about going in, watching, filling the venues, and allowing all the athletes to have the best experience ever.

I was telling them they’re sort of like the secret sauce to the spirit and the magic of the Olympic Games. What they’re doing every day is so important for the entire Movement. It was a really nice opportunity to spend time with them, say hello and thank them. We took a few pictures, and they came and said, “We’re so excited.” So, I think that was good.

 

What do they represent for the Olympic family and the Olympic Games?

I think the volunteers showcase the true spirit of Olympism. They’ve given up their time to come because they believe in something and they want to be a part of it. I don’t think even they realise that they’re a part of making the Games an even bigger success, because they help create this environment and the spirit of the Olympic Games.

Especially for spectators—they are sometimes the first point of contact that visitors, families of athletes, spectators, fans, everyone will meet. If they’re happy and proud to be doing this, that will shine through and change the experience for all stakeholders, which is invaluable.

What message would you send out to the athletes and the others who are ready?

I’d say to them: have fun. Enjoy the moment. Like in everything, it’s not always going to be the easiest ride. You’re going to come across sometimes, like we do everywhere, people who may be having a bad day, and the challenge is to try to turn their day into a good one. Embrace everyone and get everyone excited about the Olympic Games and the movement—about what they’re about to go and watch.

The volunteers at the airport are welcoming everybody to Italy and to the Italian spirit. The Italians—they love sport. We’re going to see incredible venues in the most iconic, beautiful areas of Italy. Be proud of that. Be proud that you’re helping shape what these Games will be remembered for in the future.

Thank you so much. Enjoy the rest of your stay and the Games.

I look forward to it. I’m very excited. Thank you so much.

Image credits: © IOC/Sara Cavallini

NEW YORK, February 6, 2026 /3BL/ – For the third year in a row, Idealist surveyed their communities of hiring managers and job seekers to better understand the state of work and job seeking in the U.S. nonprofit sector. Over 5,800 total individuals participated in two surveys in October through November 2025. The results uncovered a social-impact sector that is reeling from external pressure, bringing instability to the way nonprofits hire and the professionals in pursuit of mission-driven careers.

Idealist, founded in 1996, serves millions of people looking for ways to build a better world, through full-time jobs, internships, volunteerism, and connecting with neighbors to address local problems.

Some high level findings of the 2026 Idealist Employer Report include:

• The percentage of individuals who are employed full time dropped 10% this year, to 32%.
• 84% of all individuals are currently job seeking, whether they’re employed full time, unemployed, or retired.
• Job seekers are more likely to be frequently or constantly applying for jobs (81%) when compared with last year.
• 57% of those surveyed are primarily or exclusively looking for social-impact jobs, but the percentage of those that are “open to jobs of any type” has risen to 37%. This could be interpreted as a solution in a tough job seeking market, with an upside for companies looking to hire dedicated, mission-driven talent.
• When compared with a pulse survey from April, Idealist found that
  • Less nonprofits are hiring (53% vs. 47%).
  • More nonprofits are in a hiring freeze (8% vs. 10%).
• For organizations that are planning on hiring, recruitment has picked up and they’re hiring for more roles than what was projected in April.

“What these voices from the social-impact sector reveal is a climate of heightened caution for nonprofits, and difficulty and instability for job seekers,” said Kevin Kennedy, Idealist’s head of client and audience success. “But our sector has weathered difficult times before. Our resilience comes from our belief in a better world that we’ll build together.”

Read the 2026 Idealist Employer Report here.

About Idealist

For 30 years, Idealist has worked to bridge the gap between intention and action by connecting organizations and people who want to do good. With the 2025 merger with VolunteerMatch, Idealist has connected 200,000+ organizations with tens of millions of people. Over the years, the combined organizations facilitated posting of over a million jobs and over a million volunteer opportunities. Additionally, Idealist empowers businesses to make a difference through volunteering via API technology and other means. Find out more at idealist.org and on LinkedIn and Instagram.

Media Contact

Emily Hashimoto: media@idealist.org

SLB has been recognized for its sustainability leadership in the 2026 SEAL Business Sustainability Awards, which spotlight leadership, innovation and commitment to sustainable business practices.

This year, SLB has been honored in the Environmental Initiative category for our Sustainability Impact Awards program.

Tell me more

The Sustainability Impact Awards (SIA) program is a grassroots initiative that provides funding for SLB employees across the globe to facilitate sustainability projects that positively impact people’s lives, climate and nature.

Through the program, employees are empowered to design and lead projects locally, embedding sustainability into day-to-day operations.

Why it matters

The program, which began as a small initiative four years ago, has now become a key vehicle for SLB to cut emissions, strengthen water stewardship, embed circularity, and create value in the communities where we operate.

In 2025, we continued expanding SIA’s reach and impact, awarding capital funding for the following:

• 15 projects focused on climate action;
• 13 community initiatives focused on STEM education and access to essential resources;
• 6 nature-based projects promoting water efficiency, circularity and biodiversity.

A history of recognition

This marks the fourth consecutive year that SLB initiatives have been honored by SEAL. Last year, we received awards in two categories: Sustainable Service and Environmental Initiative. In the Sustainable Service category, we were recognized for our efforts to reduce the environmental impact of lithium production, and in the Environmental Initiative category, we were recognized for our ‘Record, Reduce, Replace’ strategy, which focuses on transforming SLB’s facilities into more sustainable workspaces.

What we’re saying

“Not only does sustainability happen at the corporate level but it also happens in the business, where our people work and where they live,” said Gwen Boyault, vice president of sustainability, SLB. “We are thrilled SEAL has recognized the impact our employees are making through this program — supporting their communities, reducing emissions, and conserving vital natural resources to drive progress toward a more balanced planet.”

Learn more about SLB sustainability initiatives here.

View original content here.

Green spaces are the heart of our communities. They provide a place to rest, play, and grow together. 

Since 2020, the Martin Luther King Jr. Corridor Grants with Keep America Beautiful have transformed underserved urban areas into vibrant hubs of art, nature and connection through mural installations, litter pickups, tree plantings and community gardens. We’re honored to support this work through The Scotts Miracle-Gro Foundation. 

The 2026 grant applications are now open through February 16 to Keep America Beautiful affiliates, local governments and other nonprofits.

However, you don’t need a grant to make a difference. We invite everyone to join us in the Greatest American Cleanup as we work toward removing 25 billion pieces of litter from our shared spaces: https://kab.org/greatest-american-cleanup/
 

View original content here.

About ScottsMiracle-Gro
With approximately $3.4  billion in sales, the Company is the leading marketer of branded consumer lawn and garden products in North America.  The Company’s brands are among the most recognized in the industry. The Company’s Scotts®, Miracle-Gro®, Ortho® and Tomcat®  brands are market-leading in their categories. For additional information, visit us at www.scottsmiraclegro.com.

Many of us remember the iconic scene from Disney’s The Lion King where Mufasa teaches Simba about the “circle of life:” a powerful metaphor illustrating the interconnectedness of all living beings and the delicate balance of nature.

Protecting that ecosystem and supporting the local communities who live there is the core mission of the Connected Conservation Foundation, which, in partnership with Cisco, is training and empowering individuals worldwide to safeguard protected areas and species, with the support of Cisco Networking Academy.

A decade of partnership: Cisco and the Connected Conservation Foundation

For over ten years, Cisco has partnered with the Connected Conservation Foundation (CCF) to harness technology in safeguarding biodiversity hotspots across Africa and beyond. This collaboration has evolved from focusing on protecting rhinos to deploying advanced digital tools for ecosystem management across 46 conservancies in 13 countries.

Together, they tackle critical challenges such as poaching, human-wildlife conflict, habitat loss, and supporting community-wildlife coexistence by integrating IoT sensors, AI analytics, satellite tracking, and real-time data platforms.

However, technology alone is not enough; there’s a growing need for skilled conservation technology professions that understand how to install, maintain, and manage these systems to keep critical data flowing.

Introducing the Protected Area Technician (PAT) Training Program

To help solve this, Cisco Networking Academy and CCF launched the Protected Area Technician (PAT) Training Program in summer 2025. The launch was also made possible by the Open University, who provided guidance, content, and significant logistical support. This initiative equips local communities with the skills to operate and maintain the sophisticated and vital conservation technologies deployed in protected areas.

As part of the PAT Program, 10 expert-led, free online courses are offered covering essential topics such as sensor deployment, networking, off-grid infrastructure, cybersecurity, data management, and system integration. Course content was developed by industry leaders and leading professionals in conservation technology, including Sabi San Nature Reserve and African Parks — and it’s already changing lives and careers.

“As a student in Ecology and Conservation at the University of Fianarantsoa, Madagascar, I strengthened my understanding of environmental monitoring, conservation strategies, and field data collection methods,” shared PAT participant, Razafinandrasana Gerard. “The knowledge and skills I gained are directly applicable to my fieldwork, research activities, and my future career in biodiversity conservation.”

Recently, CCF delivered its first in-field PAT training in Kenya, bringing its online curriculum directly to conservancies and government teams on the ground. During that time, staff from the local government Kenya Wildlife Service were trained to independently deploy, manage, and troubleshoot their own IoT digital infrastructure for conservation.

The results were immediate. Shortly after the training, the Masai Mara Triangle successfully re-deployed their gateways onto the new soverign Konza server — entirely in-house.

Impact and outcomes: Building local capacity for conservation

Since its inception just over six months ago, the PAT Training Program has grown rapidly to meet an urgent need. With 529 learners enrolled and 530 certificates issued, this growing cadre of skilled technicians enables conservation teams to:

• Maintain critical sensor networks independently, reducing reliance on costly external experts.
• Integrate real-time environmental and wildlife data into platforms like EarthRanger, facilitating rapid and informed decision-making.
• Understand how to scale network infrastructure confidently across protected areas, expanding the reach and effectiveness of conservation efforts.

“My park has challenges with communication,” shared Martin Ndego Abodiba, a PAT participant and part of the Wildlife Division Forestry Commission in Ghana. “This course has made me aware of how communication should flow from field rangers to the control room. It has helped my thinking and enhanced operations activities, including how to brief my rangers before and after patrols.”

By fostering local expertise, the program not only strengthens wildlife protection but also creates new career pathways, supporting community-led stewardship of natural resources.

Technology and training: A holistic approach to conservation

The partnership between Cisco Networking Academy and CCF exemplifies how technology and education can combine to create lasting conservation impact. Keeping advanced digital tools online provides the means to monitor ecosystems, improve the detection of threats, and reduce the downtime of critical infrastructure, while the PAT program ensures that these tools are effectively managed by skilled professionals on the ground. Furthermore, the PAT program creates new career opportunities and pathways in rural communities, enabling graduates to return to their communities with skills that support conservation and environmental stewardship across Africa, home to a quarter of the world’s biodiversity. Collaborative initiatives that bring together technology, training, and community engagement help further conservation efforts.

Continuing the legacy of the Circle of Life

Just as Mufasa’s lesson reminds us of our responsibility to maintain the balance of life, the Cisco-CCF partnership and the PAT Training Program embody this in action. By supporting local communities with technology and skills, they nurture a future where wildlife and people coexist.

Together, these efforts are not only protecting endangered species and vital ecosystems – but building more resilient communities and inclusive opportunities. This is how the circle of life continues: through respect, responsibility, and the power of collaboration.

View original content here.

Many of us remember the iconic scene from Disney’s The Lion King where Mufasa teaches Simba about the “circle of life:” a powerful metaphor illustrating the interconnectedness of all living beings and the delicate balance of nature.

Protecting that ecosystem and supporting the local communities who live there is the core mission of the Connected Conservation Foundation, which, in partnership with Cisco, is training and empowering individuals worldwide to safeguard protected areas and species, with the support of Cisco Networking Academy.

A decade of partnership: Cisco and the Connected Conservation Foundation

For over ten years, Cisco has partnered with the Connected Conservation Foundation (CCF) to harness technology in safeguarding biodiversity hotspots across Africa and beyond. This collaboration has evolved from focusing on protecting rhinos to deploying advanced digital tools for ecosystem management across 46 conservancies in 13 countries.

Together, they tackle critical challenges such as poaching, human-wildlife conflict, habitat loss, and supporting community-wildlife coexistence by integrating IoT sensors, AI analytics, satellite tracking, and real-time data platforms.

However, technology alone is not enough; there’s a growing need for skilled conservation technology professions that understand how to install, maintain, and manage these systems to keep critical data flowing.

Introducing the Protected Area Technician (PAT) Training Program

To help solve this, Cisco Networking Academy and CCF launched the Protected Area Technician (PAT) Training Program in summer 2025. The launch was also made possible by the Open University, who provided guidance, content, and significant logistical support. This initiative equips local communities with the skills to operate and maintain the sophisticated and vital conservation technologies deployed in protected areas.

As part of the PAT Program, 10 expert-led, free online courses are offered covering essential topics such as sensor deployment, networking, off-grid infrastructure, cybersecurity, data management, and system integration. Course content was developed by industry leaders and leading professionals in conservation technology, including Sabi San Nature Reserve and African Parks — and it’s already changing lives and careers.

“As a student in Ecology and Conservation at the University of Fianarantsoa, Madagascar, I strengthened my understanding of environmental monitoring, conservation strategies, and field data collection methods,” shared PAT participant, Razafinandrasana Gerard. “The knowledge and skills I gained are directly applicable to my fieldwork, research activities, and my future career in biodiversity conservation.”

Recently, CCF delivered its first in-field PAT training in Kenya, bringing its online curriculum directly to conservancies and government teams on the ground. During that time, staff from the local government Kenya Wildlife Service were trained to independently deploy, manage, and troubleshoot their own IoT digital infrastructure for conservation.

The results were immediate. Shortly after the training, the Masai Mara Triangle successfully re-deployed their gateways onto the new soverign Konza server — entirely in-house.

Impact and outcomes: Building local capacity for conservation

Since its inception just over six months ago, the PAT Training Program has grown rapidly to meet an urgent need. With 529 learners enrolled and 530 certificates issued, this growing cadre of skilled technicians enables conservation teams to:

• Maintain critical sensor networks independently, reducing reliance on costly external experts.
• Integrate real-time environmental and wildlife data into platforms like EarthRanger, facilitating rapid and informed decision-making.
• Understand how to scale network infrastructure confidently across protected areas, expanding the reach and effectiveness of conservation efforts.

“My park has challenges with communication,” shared Martin Ndego Abodiba, a PAT participant and part of the Wildlife Division Forestry Commission in Ghana. “This course has made me aware of how communication should flow from field rangers to the control room. It has helped my thinking and enhanced operations activities, including how to brief my rangers before and after patrols.”

By fostering local expertise, the program not only strengthens wildlife protection but also creates new career pathways, supporting community-led stewardship of natural resources.

Technology and training: A holistic approach to conservation

The partnership between Cisco Networking Academy and CCF exemplifies how technology and education can combine to create lasting conservation impact. Keeping advanced digital tools online provides the means to monitor ecosystems, improve the detection of threats, and reduce the downtime of critical infrastructure, while the PAT program ensures that these tools are effectively managed by skilled professionals on the ground. Furthermore, the PAT program creates new career opportunities and pathways in rural communities, enabling graduates to return to their communities with skills that support conservation and environmental stewardship across Africa, home to a quarter of the world’s biodiversity. Collaborative initiatives that bring together technology, training, and community engagement help further conservation efforts.

Continuing the legacy of the Circle of Life

Just as Mufasa’s lesson reminds us of our responsibility to maintain the balance of life, the Cisco-CCF partnership and the PAT Training Program embody this in action. By supporting local communities with technology and skills, they nurture a future where wildlife and people coexist.

Together, these efforts are not only protecting endangered species and vital ecosystems – but building more resilient communities and inclusive opportunities. This is how the circle of life continues: through respect, responsibility, and the power of collaboration.

View original content here.

Originally published by Mastercard

Small businesses need capital to launch and scale their ideas. And yet, it remains one of the biggest barriers to growth for small businesses globally. Community lenders — including some 1,500 Community Development Finance Institutions (CDFIs) that largely cater to low- and moderate-income entrepreneurs in the U.S. — focus on creative solutions to address this hurdle.

To maximize impact and address small business challenges, community lenders can join a CDFI network, such as an industry association or coalition. These groups function as conveners that capture and reflect the collective voice of members in advocacy efforts, document and help members deploy best practices, identify funding sources for partners, foster strategic partnerships, and introduce new products and services. They can explore and test new ideas safely, knowing there’s a network of support behind them to help shoulder the risk.

Networks vary in focus, size, and mission. Some, like Opportunity Finance Network (OFN) and Inclusiv, serve hundreds of CDFIs and credit unions nationwide. Others, like Appalachian Community Capital (ACC), focus on specific regions, while groups such as the African American Alliance of CDFI CEOs unite members around shared challenges. A common thread among all is their ability to reach large cross sections of the CDFI industry — what Mastercard Strive USA calls a “one-to-many” approach — ensuring community lenders of all sizes can expand and innovate.

“The power that general networks like Inclusiv and Opportunity Finance Network and more specific organizations like Appalachia Community Capital and the African American Alliance of CDFI CEOs hold when it comes to creating impact not only for their members and they communities they serve, but across the industry, is substantial,” says Jonathan Fantini-Porter, senior vice president for the Americas at the Mastercard Center for Inclusive Growth, who leads the Mastercard Strive USA program. “Mastercard Strive USA has intentionally supported these organizations and others doing similar work, as the one-to-many approach has proven to be effective in creating tangible impact across the small business ecosystem.”

Leveling up through innovation

OFN, a 470-member network, has collectively provided more than $124 billion in financing to rural, urban, and Native communities since 2023. Along with access to capital through various funding opportunities, OFN also amplifies members’ voices in public policy advocacy and provides resources to strengthen capacity.

Its CDFI Innovation Initiative, a five-year program supported by Mastercard Strive USA, is designed to spur solutions that help OFN members attract new capital, offer new financing products, and advance technologies like ethical AI and shared services models. By designing, testing, and scaling new structures and systems, OFN aims to expand access to capital for small businesses in underserved communities and incubate innovations that transform how CDFIs operate.

Mastercard Strive USA seed funding for the first two years is projected to boost industry deployment of financial capital from $1.07 billion in 2024 to $1.76 billion in 2026.

Inclusiv’s marketplace model drives new capital

Inclusiv, with a membership of over 500 credit unions and cooperativas, has its Small Business Capital Initiative, supported by Mastercard Strive USA, which provides capacity building, technical assistance, and loan processing support, helping members increase the availability of affordable capital for underserved communities.

Its Loan Participation Marketplace allows member institutions to buy and sell small business loans to each other, creatively leveraging financial assets to reach more entrepreneurs. In Puerto Rico, Inclusive purchased a pool of three small business loans from Cooperativa de Ahorro y Crédito Jesús Obrero totaling $980,000; freeing the cooperativa’s capital to finance loans for more entrepreneurs in their community.

Targeted impact for regional and identity-based networks

Some networks take a more targeted approach. Appalachian Community Capital (ACC) focuses specifically on serving lenders and small businesses in the Appalachian region. For its 40 member organizations, ACC offers a streamlined set of benefits: access to financing, a seat on the ACC Board of Directors, and opportunities to share best practices and feedback that shape how ACC supports community development lenders across the region. Recently, ACC expanded this model with the launch of the Resilient Appalachia Data Initiative (RADI).

RADI is a platform that provides CDFI small business lenders with data insights to support a more sustainable and inclusive economy. By focusing on specific regions, RADI has helped organizations like Mountain BizWorks in Appalachia deliver emergency relief to small businesses affected by Hurricane Helene. Supported by Mastercard Strive USA, RADI aims to channel over $15 million to at least 150 sustainable businesses within 18 months through its data analytics and process tools.

Another network organization with a more focused remit is the African American Alliance of CDFI CEOs. They implement programs and initiatives that work to address economic challenges through advocacy, training and capacity building.

The Alliance’s Environment and Climate Technical Assistance Program, funded by Mastercard Strive USA, helps members support underserved businesses in accessing capital for clean energy and climate-related initiatives.

One to many

By convening members, being a platform for advocacy efforts, fundraising, and sources for innovation, these organizations play a key role in coordinating the community finance industry and the broader ecosystem.

These networks also streamline the financial equation, as public and private support stands to go further when funneled through an Industry association that creates impact with the one-to-many approach. Policymakers and other government leaders can engage these networks in their advocacy efforts to learn more about the CDFIs that exist in their regions and for guidance on how to best collaborate on economic development goals.

The end result? More capital powering the U.S. small businesses that serve as engines for regional — and ultimately national — economic resilience and long-term growth.

Continue reading here.

Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

Originally published by Mastercard

Small businesses need capital to launch and scale their ideas. And yet, it remains one of the biggest barriers to growth for small businesses globally. Community lenders — including some 1,500 Community Development Finance Institutions (CDFIs) that largely cater to low- and moderate-income entrepreneurs in the U.S. — focus on creative solutions to address this hurdle.

To maximize impact and address small business challenges, community lenders can join a CDFI network, such as an industry association or coalition. These groups function as conveners that capture and reflect the collective voice of members in advocacy efforts, document and help members deploy best practices, identify funding sources for partners, foster strategic partnerships, and introduce new products and services. They can explore and test new ideas safely, knowing there’s a network of support behind them to help shoulder the risk.

Networks vary in focus, size, and mission. Some, like Opportunity Finance Network (OFN) and Inclusiv, serve hundreds of CDFIs and credit unions nationwide. Others, like Appalachian Community Capital (ACC), focus on specific regions, while groups such as the African American Alliance of CDFI CEOs unite members around shared challenges. A common thread among all is their ability to reach large cross sections of the CDFI industry — what Mastercard Strive USA calls a “one-to-many” approach — ensuring community lenders of all sizes can expand and innovate.

“The power that general networks like Inclusiv and Opportunity Finance Network and more specific organizations like Appalachia Community Capital and the African American Alliance of CDFI CEOs hold when it comes to creating impact not only for their members and they communities they serve, but across the industry, is substantial,” says Jonathan Fantini-Porter, senior vice president for the Americas at the Mastercard Center for Inclusive Growth, who leads the Mastercard Strive USA program. “Mastercard Strive USA has intentionally supported these organizations and others doing similar work, as the one-to-many approach has proven to be effective in creating tangible impact across the small business ecosystem.”

Leveling up through innovation

OFN, a 470-member network, has collectively provided more than $124 billion in financing to rural, urban, and Native communities since 2023. Along with access to capital through various funding opportunities, OFN also amplifies members’ voices in public policy advocacy and provides resources to strengthen capacity.

Its CDFI Innovation Initiative, a five-year program supported by Mastercard Strive USA, is designed to spur solutions that help OFN members attract new capital, offer new financing products, and advance technologies like ethical AI and shared services models. By designing, testing, and scaling new structures and systems, OFN aims to expand access to capital for small businesses in underserved communities and incubate innovations that transform how CDFIs operate.

Mastercard Strive USA seed funding for the first two years is projected to boost industry deployment of financial capital from $1.07 billion in 2024 to $1.76 billion in 2026.

Inclusiv’s marketplace model drives new capital

Inclusiv, with a membership of over 500 credit unions and cooperativas, has its Small Business Capital Initiative, supported by Mastercard Strive USA, which provides capacity building, technical assistance, and loan processing support, helping members increase the availability of affordable capital for underserved communities.

Its Loan Participation Marketplace allows member institutions to buy and sell small business loans to each other, creatively leveraging financial assets to reach more entrepreneurs. In Puerto Rico, Inclusive purchased a pool of three small business loans from Cooperativa de Ahorro y Crédito Jesús Obrero totaling $980,000; freeing the cooperativa’s capital to finance loans for more entrepreneurs in their community.

Targeted impact for regional and identity-based networks

Some networks take a more targeted approach. Appalachian Community Capital (ACC) focuses specifically on serving lenders and small businesses in the Appalachian region. For its 40 member organizations, ACC offers a streamlined set of benefits: access to financing, a seat on the ACC Board of Directors, and opportunities to share best practices and feedback that shape how ACC supports community development lenders across the region. Recently, ACC expanded this model with the launch of the Resilient Appalachia Data Initiative (RADI).

RADI is a platform that provides CDFI small business lenders with data insights to support a more sustainable and inclusive economy. By focusing on specific regions, RADI has helped organizations like Mountain BizWorks in Appalachia deliver emergency relief to small businesses affected by Hurricane Helene. Supported by Mastercard Strive USA, RADI aims to channel over $15 million to at least 150 sustainable businesses within 18 months through its data analytics and process tools.

Another network organization with a more focused remit is the African American Alliance of CDFI CEOs. They implement programs and initiatives that work to address economic challenges through advocacy, training and capacity building.

The Alliance’s Environment and Climate Technical Assistance Program, funded by Mastercard Strive USA, helps members support underserved businesses in accessing capital for clean energy and climate-related initiatives.

One to many

By convening members, being a platform for advocacy efforts, fundraising, and sources for innovation, these organizations play a key role in coordinating the community finance industry and the broader ecosystem.

These networks also streamline the financial equation, as public and private support stands to go further when funneled through an Industry association that creates impact with the one-to-many approach. Policymakers and other government leaders can engage these networks in their advocacy efforts to learn more about the CDFIs that exist in their regions and for guidance on how to best collaborate on economic development goals.

The end result? More capital powering the U.S. small businesses that serve as engines for regional — and ultimately national — economic resilience and long-term growth.

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Follow along Mastercard’s journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

Key Points

• The Catching for a Cause event hosted by Marathon Petroleum’s Kenai refinery raised a record $150,000 to support the Kenai Peninsula Food Bank and other local charities.
• This donation provides essential funding for the food bank, enabling it to deliver meals to those in need throughout its service area.
• The event also benefits a range of community organizations, strengthening education, preserving local heritage and supporting families across the Kenai Peninsula.

In Kenai, Alaska, the fight against hunger is a daily challenge, and one that the Kenai Peninsula Food Bank meets with determination and compassion. This year, the food bank’s mission to deliver food to those in need received a powerful boost from the third annual Catching for a Cause event, hosted by Marathon Petroleum’s Kenai refinery.The 2025 Catching for a Cause event set a new record in its fundraising history, giving $150,000 for local charities, with the food bank as a primary beneficiary.

“The donation from Catching for a Cause accounts for a substantial portion of our annual budget,” said Sean O’Reilly, President of the board. “We are a very small community here in Kenai, and this support means we can continue delivering food by plane, boat, truck, and even dog sled to those in need.”

Marathon Petroleum’s support helps the food bank provide nutritious meals, stock soup kitchens, and help ensure no neighbor goes hungry – especially during the holidays when demand surges.

Catching for a Cause is more than a fundraiser; it’s a celebration of community spirit. Over three days, participants enjoyed guided fishing trips, dinners and networking.

The event also supports a diverse group of local organizations, including:

• Kenai Peninsula College Process Tech
• Alaska Vocational Technical Center
• Alaska Children’s Trust
• Alaska Oil and Gas Historical Society
• Kenai Peninsula Fair

“This broad reach can provide benefits that ripple throughout the community, strengthening education, preserving local heritage and supporting families in need,” said Bruce Jackman, Vice President of Refining at the Kenai refinery.

For Kenai, Catching for a Cause is a testament to what’s possible when a community comes together to support its own.

“We couldn’t be more grateful,” said O’Reilly.