Tag: 3BL

CALGARY, Alberta, May 14, 2025 /3BL/ – Today, Benevity Inc. released its fifth annual State of Corporate Purpose Report during the Benevity Live! conference in Palm Springs, California. The report shows that while corporate social responsibility (CSR) has become significantly more complex and cross-functional, it continues to be a measurable, strategic contributor to business success and resilience.

The 2025 report reflects a defining moment for corporate purpose, with nearly two-thirds of companies having significantly shifted their corporate purpose strategies in the past year, tapping into new opportunities, and increasing budgets while responding to rising scrutiny and regulatory shifts.

“This year’s data reveals a deep tension in the corporate purpose space–one where CSR leaders are clear on the business value of their investments but are struggling with how to execute it to its maximum potential in a charged environment,” said Sona Khosla, Chief Impact Officer of Benevity and Head of Benevity Impact Labs. “CEOs have a vital role to play in maintaining corporate trust and building business resilience by sustaining investment in purpose or risk declining revenue and loyalty from increasingly discontented employees and customers.”

For the fifth consecutive year, the State of Corporate Purpose study was conducted by Benevity Impact Labs, a social innovation lab and research hub. The annual survey included more than 500 corporate impact leaders from around the globe. The data shows that corporate social impact is maturing as it becomes an enterprise-wide endeavor but remains a critical strategy for building business and employee resilience.

• 92% of leaders say they are investing in social impact programs because it’s good for business;
• 88% say their impact strategy is future-proofing their business when it comes to talent acquisition and retention, customers and regulatory requirements; and
• 91% say they are making sure their programs support their corporate strategy & values.

According to the 2025 Benevity State of Corporate Purpose Report, as external pressures and complexities increase in the CSR and social impact space, several key trends are at work and expected to influence and shape corporate purpose perspectives, strategies, and implementations in 2025.

• Corporate caution heightens business risk. Companies who scale back their communications and public commitments to social and environmental impact risk eroding trust among both employees and consumers, negatively impacting their brand and bottom line. While 52% of leaders say their CEOs will be less vocal this year, more than three quarters (76%) acknowledge they expect employee activism. Balancing that potential gap is a corporate risk factor that is being managed across departments, from impact professionals to communications, HR, and legal teams.

“Leaders across the board are adjusting the way they talk about corporate impact. They are still doing the work but are adapting their narratives to meet the moment and working more cross functionally to do so,” said Khosla. “In 2025, corporate communications will be a key partner for CSR teams. Two-thirds expect to engage with corporate communications teams more, and 30% expect to do so a lot more.”

• Volunteering builds business resilience. Volunteering continues to be a core component of purpose programs, but is changing shape to drive even greater business value. The 2025 Benevity study reveals that 94% of companies say volunteering helps build a resilient business and prior Benevity research shows open-choice volunteering demonstrably increases participation.

“More than 23 million volunteer hours were tracked across the Benevity Enterprise Impact Platform in 2024,” said Candace Worley, Chief Product Officer for Benevity. “Volunteering is emerging as a critical component of building more resilient companies and cultures as we continue to experience the increasing pace of both technological and workplace change.”

• Employee resource groups are a source of trust. The study shows a continued commitment to building inclusive cultures with investments in employee resource groups (ERGs). Earlier Benevity studies have quantified that these groups bring significant value to companies by strengthening the employer value proposition and building employee trust. 92% of CSR leaders say that ERGs are viewed positively by leadership and the report also shows that those groups are evolving to become a trusted source of information within an organization (87%).

“In an era of distrust and polarization, these numbers represent a real opportunity for companies to lean into ERGs as a powerful and authentic way to sustain inclusion efforts amidst a changing regulatory and legal environment and strengthen business resilience,” said Khosla.

• Evolving grant programs and AI influence. The 2025 Benevity study shows shifts in focus and implementation of grantmaking, reflecting moves to strengthen the nonprofit sector. More than half (51%) of companies are expecting increased granting budgets this year and within the last year grants made to Community Improvement and Nonprofit Capacity Building jumped from ninth to fourth position. At the same time, CSR teams are leaning into AI-driven efficiencies to streamline administrative tasks, with 64% and 62% of respondents noting that CSR teams are using AI for grant application summaries and reviews respectively.

“As everyone works through the opportunities that responsible AI can offer, our State of Corporate Purpose study found that 82% of companies believe nonprofits require more corporate support to bridge the AI gap,” commented Ian Goldsmith, Chief AI Officer for Benevity. “As corporations advance their AI capabilities, they have a unique opportunity to offer technical expertise, fund AI-driven tools, and provide skill-sharing with nonprofit partners.”

Insights for navigating the current environment and trends in the 2025 State of Corporate Purpose Report included: driving efficiency and measurement into core CSR programs, strengthening internal and external narratives around CSR to more clearly connect purpose to company values, maintaining employee choice in giving and volunteering, and investing in more holistic direct support for nonprofits and communities infrastructure needs.

This week at Benevity Live!, further insights offered by Khosla, other Benevity executives, and impact practitioners from around the world focused on the challenges and opportunities for CSR and social impact today – and how purpose is connected to business success.

The full 2025 Benevity State of Corporate Purpose Report may be found here.

About Benevity
Benevity, a certified B Corporation, is the leading global provider of social impact software, providing the only integrated suite of community investment and employee, customer and nonprofit engagement solutions. Recognized as one of Fortune’s Impact 20, Benevity provides a robust, all-in-one SaaS platform designed to simplify and scale CSR and social impact programs. The platform unifies giving, volunteering, grants management, and employee mobilization – empowering companies to connect purpose with measurable business results. Benevity has processed more than $18.5 billion in donations and 99 million hours of volunteering time to support 513,000 nonprofits worldwide. The company’s solutions have also facilitated 1.5 million acts of goodness and managed grants worth $18 billion. For more information, visit benevity.com.

About Benevity Impact Labs
Benevity Impact Labs is a social innovation lab that brings new data, research and insights to help companies, nonprofits and individuals accelerate their impact and inclusion efforts. With unparalleled access to the world’s most iconic brands, Benevity Impact Labs combines Benevity’s robust data and insights with third-party research to report on the top trends shaping corporate purpose and to provide measurable proof of the value of social impact.

Media Contact:
Indrani Ray-Ghosal│ Press & Analyst Relations │ 1.647.574.9559 │ press@benevity.com

CALGARY, Alberta, May 14, 2025 /3BL/ – Today, Benevity Inc. released its fifth annual State of Corporate Purpose Report during the Benevity Live! conference in Palm Springs, California. The report shows that while corporate social responsibility (CSR) has become significantly more complex and cross-functional, it continues to be a measurable, strategic contributor to business success and resilience.

The 2025 report reflects a defining moment for corporate purpose, with nearly two-thirds of companies having significantly shifted their corporate purpose strategies in the past year, tapping into new opportunities, and increasing budgets while responding to rising scrutiny and regulatory shifts.

“This year’s data reveals a deep tension in the corporate purpose space–one where CSR leaders are clear on the business value of their investments but are struggling with how to execute it to its maximum potential in a charged environment,” said Sona Khosla, Chief Impact Officer of Benevity and Head of Benevity Impact Labs. “CEOs have a vital role to play in maintaining corporate trust and building business resilience by sustaining investment in purpose or risk declining revenue and loyalty from increasingly discontented employees and customers.”

For the fifth consecutive year, the State of Corporate Purpose study was conducted by Benevity Impact Labs, a social innovation lab and research hub. The annual survey included more than 500 corporate impact leaders from around the globe. The data shows that corporate social impact is maturing as it becomes an enterprise-wide endeavor but remains a critical strategy for building business and employee resilience.

• 92% of leaders say they are investing in social impact programs because it’s good for business;
• 88% say their impact strategy is future-proofing their business when it comes to talent acquisition and retention, customers and regulatory requirements; and
• 91% say they are making sure their programs support their corporate strategy & values.

According to the 2025 Benevity State of Corporate Purpose Report, as external pressures and complexities increase in the CSR and social impact space, several key trends are at work and expected to influence and shape corporate purpose perspectives, strategies, and implementations in 2025.

• Corporate caution heightens business risk. Companies who scale back their communications and public commitments to social and environmental impact risk eroding trust among both employees and consumers, negatively impacting their brand and bottom line. While 52% of leaders say their CEOs will be less vocal this year, more than three quarters (76%) acknowledge they expect employee activism. Balancing that potential gap is a corporate risk factor that is being managed across departments, from impact professionals to communications, HR, and legal teams.

“Leaders across the board are adjusting the way they talk about corporate impact. They are still doing the work but are adapting their narratives to meet the moment and working more cross functionally to do so,” said Khosla. “In 2025, corporate communications will be a key partner for CSR teams. Two-thirds expect to engage with corporate communications teams more, and 30% expect to do so a lot more.”

• Volunteering builds business resilience. Volunteering continues to be a core component of purpose programs, but is changing shape to drive even greater business value. The 2025 Benevity study reveals that 94% of companies say volunteering helps build a resilient business and prior Benevity research shows open-choice volunteering demonstrably increases participation.

“More than 23 million volunteer hours were tracked across the Benevity Enterprise Impact Platform in 2024,” said Candace Worley, Chief Product Officer for Benevity. “Volunteering is emerging as a critical component of building more resilient companies and cultures as we continue to experience the increasing pace of both technological and workplace change.”

• Employee resource groups are a source of trust. The study shows a continued commitment to building inclusive cultures with investments in employee resource groups (ERGs). Earlier Benevity studies have quantified that these groups bring significant value to companies by strengthening the employer value proposition and building employee trust. 92% of CSR leaders say that ERGs are viewed positively by leadership and the report also shows that those groups are evolving to become a trusted source of information within an organization (87%).

“In an era of distrust and polarization, these numbers represent a real opportunity for companies to lean into ERGs as a powerful and authentic way to sustain inclusion efforts amidst a changing regulatory and legal environment and strengthen business resilience,” said Khosla.

• Evolving grant programs and AI influence. The 2025 Benevity study shows shifts in focus and implementation of grantmaking, reflecting moves to strengthen the nonprofit sector. More than half (51%) of companies are expecting increased granting budgets this year and within the last year grants made to Community Improvement and Nonprofit Capacity Building jumped from ninth to fourth position. At the same time, CSR teams are leaning into AI-driven efficiencies to streamline administrative tasks, with 64% and 62% of respondents noting that CSR teams are using AI for grant application summaries and reviews respectively.

“As everyone works through the opportunities that responsible AI can offer, our State of Corporate Purpose study found that 82% of companies believe nonprofits require more corporate support to bridge the AI gap,” commented Ian Goldsmith, Chief AI Officer for Benevity. “As corporations advance their AI capabilities, they have a unique opportunity to offer technical expertise, fund AI-driven tools, and provide skill-sharing with nonprofit partners.”

Insights for navigating the current environment and trends in the 2025 State of Corporate Purpose Report included: driving efficiency and measurement into core CSR programs, strengthening internal and external narratives around CSR to more clearly connect purpose to company values, maintaining employee choice in giving and volunteering, and investing in more holistic direct support for nonprofits and communities infrastructure needs.

This week at Benevity Live!, further insights offered by Khosla, other Benevity executives, and impact practitioners from around the world focused on the challenges and opportunities for CSR and social impact today – and how purpose is connected to business success.

The full 2025 Benevity State of Corporate Purpose Report may be found here.

About Benevity
Benevity, a certified B Corporation, is the leading global provider of social impact software, providing the only integrated suite of community investment and employee, customer and nonprofit engagement solutions. Recognized as one of Fortune’s Impact 20, Benevity provides a robust, all-in-one SaaS platform designed to simplify and scale CSR and social impact programs. The platform unifies giving, volunteering, grants management, and employee mobilization – empowering companies to connect purpose with measurable business results. Benevity has processed more than $18.5 billion in donations and 99 million hours of volunteering time to support 513,000 nonprofits worldwide. The company’s solutions have also facilitated 1.5 million acts of goodness and managed grants worth $18 billion. For more information, visit benevity.com.

About Benevity Impact Labs
Benevity Impact Labs is a social innovation lab that brings new data, research and insights to help companies, nonprofits and individuals accelerate their impact and inclusion efforts. With unparalleled access to the world’s most iconic brands, Benevity Impact Labs combines Benevity’s robust data and insights with third-party research to report on the top trends shaping corporate purpose and to provide measurable proof of the value of social impact.

Media Contact:
Indrani Ray-Ghosal│ Press & Analyst Relations │ 1.647.574.9559 │ press@benevity.com

CALGARY, Alberta, May 14, 2025 /3BL/ – Today, Benevity Inc. released its fifth annual State of Corporate Purpose Report during the Benevity Live! conference in Palm Springs, California. The report shows that while corporate social responsibility (CSR) has become significantly more complex and cross-functional, it continues to be a measurable, strategic contributor to business success and resilience.

The 2025 report reflects a defining moment for corporate purpose, with nearly two-thirds of companies having significantly shifted their corporate purpose strategies in the past year, tapping into new opportunities, and increasing budgets while responding to rising scrutiny and regulatory shifts.

“This year’s data reveals a deep tension in the corporate purpose space–one where CSR leaders are clear on the business value of their investments but are struggling with how to execute it to its maximum potential in a charged environment,” said Sona Khosla, Chief Impact Officer of Benevity and Head of Benevity Impact Labs. “CEOs have a vital role to play in maintaining corporate trust and building business resilience by sustaining investment in purpose or risk declining revenue and loyalty from increasingly discontented employees and customers.”

For the fifth consecutive year, the State of Corporate Purpose study was conducted by Benevity Impact Labs, a social innovation lab and research hub. The annual survey included more than 500 corporate impact leaders from around the globe. The data shows that corporate social impact is maturing as it becomes an enterprise-wide endeavor but remains a critical strategy for building business and employee resilience.

• 92% of leaders say they are investing in social impact programs because it’s good for business;
• 88% say their impact strategy is future-proofing their business when it comes to talent acquisition and retention, customers and regulatory requirements; and
• 91% say they are making sure their programs support their corporate strategy & values.

According to the 2025 Benevity State of Corporate Purpose Report, as external pressures and complexities increase in the CSR and social impact space, several key trends are at work and expected to influence and shape corporate purpose perspectives, strategies, and implementations in 2025.

• Corporate caution heightens business risk. Companies who scale back their communications and public commitments to social and environmental impact risk eroding trust among both employees and consumers, negatively impacting their brand and bottom line. While 52% of leaders say their CEOs will be less vocal this year, more than three quarters (76%) acknowledge they expect employee activism. Balancing that potential gap is a corporate risk factor that is being managed across departments, from impact professionals to communications, HR, and legal teams.

“Leaders across the board are adjusting the way they talk about corporate impact. They are still doing the work but are adapting their narratives to meet the moment and working more cross functionally to do so,” said Khosla. “In 2025, corporate communications will be a key partner for CSR teams. Two-thirds expect to engage with corporate communications teams more, and 30% expect to do so a lot more.”

• Volunteering builds business resilience. Volunteering continues to be a core component of purpose programs, but is changing shape to drive even greater business value. The 2025 Benevity study reveals that 94% of companies say volunteering helps build a resilient business and prior Benevity research shows open-choice volunteering demonstrably increases participation.

“More than 23 million volunteer hours were tracked across the Benevity Enterprise Impact Platform in 2024,” said Candace Worley, Chief Product Officer for Benevity. “Volunteering is emerging as a critical component of building more resilient companies and cultures as we continue to experience the increasing pace of both technological and workplace change.”

• Employee resource groups are a source of trust. The study shows a continued commitment to building inclusive cultures with investments in employee resource groups (ERGs). Earlier Benevity studies have quantified that these groups bring significant value to companies by strengthening the employer value proposition and building employee trust. 92% of CSR leaders say that ERGs are viewed positively by leadership and the report also shows that those groups are evolving to become a trusted source of information within an organization (87%).

“In an era of distrust and polarization, these numbers represent a real opportunity for companies to lean into ERGs as a powerful and authentic way to sustain inclusion efforts amidst a changing regulatory and legal environment and strengthen business resilience,” said Khosla.

• Evolving grant programs and AI influence. The 2025 Benevity study shows shifts in focus and implementation of grantmaking, reflecting moves to strengthen the nonprofit sector. More than half (51%) of companies are expecting increased granting budgets this year and within the last year grants made to Community Improvement and Nonprofit Capacity Building jumped from ninth to fourth position. At the same time, CSR teams are leaning into AI-driven efficiencies to streamline administrative tasks, with 64% and 62% of respondents noting that CSR teams are using AI for grant application summaries and reviews respectively.

“As everyone works through the opportunities that responsible AI can offer, our State of Corporate Purpose study found that 82% of companies believe nonprofits require more corporate support to bridge the AI gap,” commented Ian Goldsmith, Chief AI Officer for Benevity. “As corporations advance their AI capabilities, they have a unique opportunity to offer technical expertise, fund AI-driven tools, and provide skill-sharing with nonprofit partners.”

Insights for navigating the current environment and trends in the 2025 State of Corporate Purpose Report included: driving efficiency and measurement into core CSR programs, strengthening internal and external narratives around CSR to more clearly connect purpose to company values, maintaining employee choice in giving and volunteering, and investing in more holistic direct support for nonprofits and communities infrastructure needs.

This week at Benevity Live!, further insights offered by Khosla, other Benevity executives, and impact practitioners from around the world focused on the challenges and opportunities for CSR and social impact today – and how purpose is connected to business success.

The full 2025 Benevity State of Corporate Purpose Report may be found here.

About Benevity
Benevity, a certified B Corporation, is the leading global provider of social impact software, providing the only integrated suite of community investment and employee, customer and nonprofit engagement solutions. Recognized as one of Fortune’s Impact 20, Benevity provides a robust, all-in-one SaaS platform designed to simplify and scale CSR and social impact programs. The platform unifies giving, volunteering, grants management, and employee mobilization – empowering companies to connect purpose with measurable business results. Benevity has processed more than $18.5 billion in donations and 99 million hours of volunteering time to support 513,000 nonprofits worldwide. The company’s solutions have also facilitated 1.5 million acts of goodness and managed grants worth $18 billion. For more information, visit benevity.com.

About Benevity Impact Labs
Benevity Impact Labs is a social innovation lab that brings new data, research and insights to help companies, nonprofits and individuals accelerate their impact and inclusion efforts. With unparalleled access to the world’s most iconic brands, Benevity Impact Labs combines Benevity’s robust data and insights with third-party research to report on the top trends shaping corporate purpose and to provide measurable proof of the value of social impact.

Media Contact:
Indrani Ray-Ghosal│ Press & Analyst Relations │ 1.647.574.9559 │ press@benevity.com

Elisabeth von Reitzenstein, senior director of policy and public affairs at Cascale, recently took to the stage at Innovation Forum’s Sustainable Apparel and Textiles Conference in Amsterdam to discuss Eco-Design for Sustainable Products Regulation (ESPR) and how brands can get ahead of implementation. Carsten Wentink, policy officer at the European Commission, joined her for a conversation moderated by Ian Welsh, publishing director at Innovation Forum.

Von Reitzenstein noted the significant adaptations that ESPR will require, which will encourage manufacturers and brands to prioritize circularity, transparency, and innovation. She shared key requirements companies must fulfill to comply with ESPR, including proactively integrating eco-design principles, assessing their supply chains, and preparing for Digital Product Passports (DPPs). Von Reitzenstein highlighted the crucial challenges DPPs will present for businesses, particularly those not currently measuring their carbon impact across supply chains.

Emphasizing the importance of gathering reliable information from the full scope of suppliers, von Reitzenstein acknowledged the difficulty in collecting comprehensive and accurate data throughout complex global supply chains. She highlighted Cascale’s Higg Index tools, exclusively available on Worldly, and how they can support the collection, tracking, and analysis of supply chain data for regulatory compliance. She noted Cascale’s continued efforts to support its members along their compliance journeys by providing resources, guidance, and collaborative platforms to navigate the new regulations.

Presenting a global perspective, von Reitzenstein emphasized that companies must move beyond compliance to build genuine resilience. She underscored the critical role of education in understanding legislation, highlighting Cascale’s “Navigating Legislation & the Higg Index” webinar series, which explores how Cascale continues to evolve the Higg Index tools to support companies navigating the legislation landscape. She also shared Cascale’s ongoing efforts to develop and share resources with its members and Higg Index users to ensure they are well informed and supported in their compliance journeys.

Von Reitzenstein reiterated the vital role of industry input, emphasizing the EU’s call for businesses to contribute ideas to shape effective eco-design rules and realistic implementation timelines. She reassured members that they are not alone in this journey, as Cascale continues to offer valuable resources and engagement channels for alignment. She also called on the need for collaboration, highlighting the crucial role of industry organizations like Policy Hub — a Cascale ecosystem partner — in uniting the industry’s voice to shape the sector’s future.

Elisabeth von Reitzenstein, senior director of policy and public affairs at Cascale, recently took to the stage at Innovation Forum’s Sustainable Apparel and Textiles Conference in Amsterdam to discuss Eco-Design for Sustainable Products Regulation (ESPR) and how brands can get ahead of implementation. Carsten Wentink, policy officer at the European Commission, joined her for a conversation moderated by Ian Welsh, publishing director at Innovation Forum.

Von Reitzenstein noted the significant adaptations that ESPR will require, which will encourage manufacturers and brands to prioritize circularity, transparency, and innovation. She shared key requirements companies must fulfill to comply with ESPR, including proactively integrating eco-design principles, assessing their supply chains, and preparing for Digital Product Passports (DPPs). Von Reitzenstein highlighted the crucial challenges DPPs will present for businesses, particularly those not currently measuring their carbon impact across supply chains.

Emphasizing the importance of gathering reliable information from the full scope of suppliers, von Reitzenstein acknowledged the difficulty in collecting comprehensive and accurate data throughout complex global supply chains. She highlighted Cascale’s Higg Index tools, exclusively available on Worldly, and how they can support the collection, tracking, and analysis of supply chain data for regulatory compliance. She noted Cascale’s continued efforts to support its members along their compliance journeys by providing resources, guidance, and collaborative platforms to navigate the new regulations.

Presenting a global perspective, von Reitzenstein emphasized that companies must move beyond compliance to build genuine resilience. She underscored the critical role of education in understanding legislation, highlighting Cascale’s “Navigating Legislation & the Higg Index” webinar series, which explores how Cascale continues to evolve the Higg Index tools to support companies navigating the legislation landscape. She also shared Cascale’s ongoing efforts to develop and share resources with its members and Higg Index users to ensure they are well informed and supported in their compliance journeys.

Von Reitzenstein reiterated the vital role of industry input, emphasizing the EU’s call for businesses to contribute ideas to shape effective eco-design rules and realistic implementation timelines. She reassured members that they are not alone in this journey, as Cascale continues to offer valuable resources and engagement channels for alignment. She also called on the need for collaboration, highlighting the crucial role of industry organizations like Policy Hub — a Cascale ecosystem partner — in uniting the industry’s voice to shape the sector’s future.

Elisabeth von Reitzenstein, senior director of policy and public affairs at Cascale, recently took to the stage at Innovation Forum’s Sustainable Apparel and Textiles Conference in Amsterdam to discuss Eco-Design for Sustainable Products Regulation (ESPR) and how brands can get ahead of implementation. Carsten Wentink, policy officer at the European Commission, joined her for a conversation moderated by Ian Welsh, publishing director at Innovation Forum.

Von Reitzenstein noted the significant adaptations that ESPR will require, which will encourage manufacturers and brands to prioritize circularity, transparency, and innovation. She shared key requirements companies must fulfill to comply with ESPR, including proactively integrating eco-design principles, assessing their supply chains, and preparing for Digital Product Passports (DPPs). Von Reitzenstein highlighted the crucial challenges DPPs will present for businesses, particularly those not currently measuring their carbon impact across supply chains.

Emphasizing the importance of gathering reliable information from the full scope of suppliers, von Reitzenstein acknowledged the difficulty in collecting comprehensive and accurate data throughout complex global supply chains. She highlighted Cascale’s Higg Index tools, exclusively available on Worldly, and how they can support the collection, tracking, and analysis of supply chain data for regulatory compliance. She noted Cascale’s continued efforts to support its members along their compliance journeys by providing resources, guidance, and collaborative platforms to navigate the new regulations.

Presenting a global perspective, von Reitzenstein emphasized that companies must move beyond compliance to build genuine resilience. She underscored the critical role of education in understanding legislation, highlighting Cascale’s “Navigating Legislation & the Higg Index” webinar series, which explores how Cascale continues to evolve the Higg Index tools to support companies navigating the legislation landscape. She also shared Cascale’s ongoing efforts to develop and share resources with its members and Higg Index users to ensure they are well informed and supported in their compliance journeys.

Von Reitzenstein reiterated the vital role of industry input, emphasizing the EU’s call for businesses to contribute ideas to shape effective eco-design rules and realistic implementation timelines. She reassured members that they are not alone in this journey, as Cascale continues to offer valuable resources and engagement channels for alignment. She also called on the need for collaboration, highlighting the crucial role of industry organizations like Policy Hub — a Cascale ecosystem partner — in uniting the industry’s voice to shape the sector’s future.

Mastercard

A staggering 36 million North American consumers — 12% of the population — are underbanked, navigating their financial lives with a bank account but without access to essential credit tools like credit cards. Longstanding financial inequities have limited their growth, yet they remain driven, with 66% seeking financial knowledge and 65% looking to financial institutions for solutions.

Underbanked consumers are a diverse and dynamic group. They are early adopters of technology, embracing AI, digital finance, and open banking solutions. Mental health is also a priority, with financial stability playing a crucial role in their well-being.

01
Building trust is key for underbanked consumers as 65% would like financial institutions to help address financial inequities, yet more than half also feel taken advantage of by the financial system.

02
About 85% of underbanked consumers rely on debit cards, a significantly higher rate than the general population, presenting a unique opportunity for financial growth. By helping this underserved group transition to credit, we can facilitate new possibilities for financial access.

03
Underbanked individuals carry significant responsibilities. Many have fewer resources that need to stretch farther. Stress and anxiety weigh on them, which is why underbanked consumers prioritize their mental health more than most, and nearly half have a near-term personal goal to improve their mental health (39% higher than the total population).

04
The financial uncertainty for some underbanked consumers stems from childhoods of poverty — 64% lived in households of low socioeconomic brackets as children, vs. 46% among the total U.S. However, they are pursuing education and professional growth at rates two times higher than the general population, and two out of three are seeking more financial knowledge to gain control over their personal situation.

05
Addressing their needs requires a tailored approach focused on trust, access, usage, health and education. Through our Powering Prosperity framework, we have identified three key personas within the underbanked segment, each with unique aspirations and challenges. Debit products provide an entry point for engagement, while education and personalized financial tools can help bridge gaps in financial literacy and access.

The opportunity is clear: By fostering trust and offering targeted solutions, we can empower underbanked consumers to achieve financial stability. Now is the time to reshape financial inclusion and build lasting relationships with this growing audience.

White paper

New paths to progress: Making financial success accessible for underbanked consumers

Recognizing a gap in support for the underbanked, a new Mastercard survey uncovered emerging trends reshaping consumers’ lives and the societal context in which they operate. Within this diversity and cultural transformation, we identified subgroups with distinct attitudes, revealing unique potential ready to be unlocked.

Read the report

Originally published by Mastercard

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

Mastercard

A staggering 36 million North American consumers — 12% of the population — are underbanked, navigating their financial lives with a bank account but without access to essential credit tools like credit cards. Longstanding financial inequities have limited their growth, yet they remain driven, with 66% seeking financial knowledge and 65% looking to financial institutions for solutions.

Underbanked consumers are a diverse and dynamic group. They are early adopters of technology, embracing AI, digital finance, and open banking solutions. Mental health is also a priority, with financial stability playing a crucial role in their well-being.

01
Building trust is key for underbanked consumers as 65% would like financial institutions to help address financial inequities, yet more than half also feel taken advantage of by the financial system.

02
About 85% of underbanked consumers rely on debit cards, a significantly higher rate than the general population, presenting a unique opportunity for financial growth. By helping this underserved group transition to credit, we can facilitate new possibilities for financial access.

03
Underbanked individuals carry significant responsibilities. Many have fewer resources that need to stretch farther. Stress and anxiety weigh on them, which is why underbanked consumers prioritize their mental health more than most, and nearly half have a near-term personal goal to improve their mental health (39% higher than the total population).

04
The financial uncertainty for some underbanked consumers stems from childhoods of poverty — 64% lived in households of low socioeconomic brackets as children, vs. 46% among the total U.S. However, they are pursuing education and professional growth at rates two times higher than the general population, and two out of three are seeking more financial knowledge to gain control over their personal situation.

05
Addressing their needs requires a tailored approach focused on trust, access, usage, health and education. Through our Powering Prosperity framework, we have identified three key personas within the underbanked segment, each with unique aspirations and challenges. Debit products provide an entry point for engagement, while education and personalized financial tools can help bridge gaps in financial literacy and access.

The opportunity is clear: By fostering trust and offering targeted solutions, we can empower underbanked consumers to achieve financial stability. Now is the time to reshape financial inclusion and build lasting relationships with this growing audience.

White paper

New paths to progress: Making financial success accessible for underbanked consumers

Recognizing a gap in support for the underbanked, a new Mastercard survey uncovered emerging trends reshaping consumers’ lives and the societal context in which they operate. Within this diversity and cultural transformation, we identified subgroups with distinct attitudes, revealing unique potential ready to be unlocked.

Read the report

Originally published by Mastercard

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

Mastercard

A staggering 36 million North American consumers — 12% of the population — are underbanked, navigating their financial lives with a bank account but without access to essential credit tools like credit cards. Longstanding financial inequities have limited their growth, yet they remain driven, with 66% seeking financial knowledge and 65% looking to financial institutions for solutions.

Underbanked consumers are a diverse and dynamic group. They are early adopters of technology, embracing AI, digital finance, and open banking solutions. Mental health is also a priority, with financial stability playing a crucial role in their well-being.

01
Building trust is key for underbanked consumers as 65% would like financial institutions to help address financial inequities, yet more than half also feel taken advantage of by the financial system.

02
About 85% of underbanked consumers rely on debit cards, a significantly higher rate than the general population, presenting a unique opportunity for financial growth. By helping this underserved group transition to credit, we can facilitate new possibilities for financial access.

03
Underbanked individuals carry significant responsibilities. Many have fewer resources that need to stretch farther. Stress and anxiety weigh on them, which is why underbanked consumers prioritize their mental health more than most, and nearly half have a near-term personal goal to improve their mental health (39% higher than the total population).

04
The financial uncertainty for some underbanked consumers stems from childhoods of poverty — 64% lived in households of low socioeconomic brackets as children, vs. 46% among the total U.S. However, they are pursuing education and professional growth at rates two times higher than the general population, and two out of three are seeking more financial knowledge to gain control over their personal situation.

05
Addressing their needs requires a tailored approach focused on trust, access, usage, health and education. Through our Powering Prosperity framework, we have identified three key personas within the underbanked segment, each with unique aspirations and challenges. Debit products provide an entry point for engagement, while education and personalized financial tools can help bridge gaps in financial literacy and access.

The opportunity is clear: By fostering trust and offering targeted solutions, we can empower underbanked consumers to achieve financial stability. Now is the time to reshape financial inclusion and build lasting relationships with this growing audience.

White paper

New paths to progress: Making financial success accessible for underbanked consumers

Recognizing a gap in support for the underbanked, a new Mastercard survey uncovered emerging trends reshaping consumers’ lives and the societal context in which they operate. Within this diversity and cultural transformation, we identified subgroups with distinct attitudes, revealing unique potential ready to be unlocked.

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Originally published by Mastercard

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

Authored by Cindy Bratel

Environmental accountability is becoming as vital as profitability and the manufacturing industry stands at a crossroads. Sustainability is reshaping how products are designed, made and reused. In a recent podcast with CADTALK, Baker Tilly’s Cindy Bratel, Principal and leader of the firm’s IFS Solutions practice, discussed how the manufacturing shift towards sustainability is being driven by technology, cultural change and a deeper sense of responsibility, highlighting the role of IFS Cloud in enabling a more circular and future-ready manufacturing model.

Key takeaways:

From linear to circular: Manufacturing has followed linear processes of extract, produce and discard, with profit being a driver but this paradigm is rapidly evolving. Circular manufacturing focuses on designing products with reuse, recycling and recovery in mind. Cindy shared real-world examples, such as the automotive industry’s reuse of cores and recovery of rare materials like platinum from oxygen sensors. What began as cost-saving measures now align with broader sustainability goals.

• Forces driving the shift: Several factors are accelerating sustainability adoption in manufacturing:
• Global regulations: Increasing international requirements make sustainability essential for doing business worldwide.
• Generational pressure: Generation Z and millennial employees demand environmentally conscious employers.
• Pandemic perspective: A clearer understanding of global interconnectivity and ecological fragility.
• Profit-sustainability alignment: Resource efficiency aligns economic and environmental goals, making the business case undeniable.

Data as a foundation: Before companies can set sustainability goals and start environmental, social and governance (ESG) reporting, they need to understand where they stand. The journey starts with education, data collection and establishing a baseline. Clean, centralized and contextual data is critical for tracking performance as well as for making smarter, faster decisions.

Technology as an enabler: IFS Cloud empowers manufacturers with a sustainability management module for centralized ESG tracking and reporting and provides users with a real-time emissions tracker. IFS Cloud also offers built-in circular manufacturing capabilities and interactive ESG dashboards for strategic decision-making.

Future of manufacturing: As companies consider reshoring and modernizing operations, Cindy emphasizes that future factories won’t resemble the past. They will be automated, data-driven and built on circular principles. With the right strategy and technology, manufacturers can lead in both innovation and environmental responsibility.

How we can help

Baker Tilly brings deep industry knowledge to help manufacturers navigate sustainability challenges by helping build ESG strategies to ensure compliance and cultural adoption. IFS delivers the digital backbone with IFS Cloud, enabling real-time emission tracking and ESG reporting. Connect with a Baker Tilly specialist to learn more.