If strategy defines the path forward, learning is what sustains progress over time. It is one of the most visible points where Cisco’s Purpose aligns with its business goals. Preparing people to thrive in a digital and AI-driven economy is critical for lasting growth, enduring trust, and shared success. When individuals have the skills to adapt, organizations can move more quickly, respond with resilience, and achieve stronger results.

Inside Cisco, we have deliberately focused on building our own capabilities. In fiscal year 2025, more than 37,000 employees completed AI-related learning programs—a 76% increase year over year—enhancing our capacity to innovate, reimagine work, and deliver meaningful value to customers. As the nature of work continues to change, learning has emerged as one of the most effective ways leaders enable the future and sustain momentum. At Cisco, employees are twice as likely to adopt AI tools when their managers actively use them, and those who consistently use AI report higher productivity and engagement.

Our commitment to learning extends far beyond our internal workforce. Through Cisco Networking Academy, over 28 million learners have gained the skills needed to participate in the digital economy. Additionally, through Learn with Cisco, we are supporting the White House’s Pledge to America’s Youth: Investing in AI Education by committing to train one million people across the United States.

In December, IDC MarketScape named Cisco a Leader in IT Training Services in both Europe and North America. We view this recognition not as a conclusion, but as motivation to accelerate—expanding the confidence and capabilities we are developing within Cisco to partners, customers, and communities worldwide.
 
Millions of Stories: The Power of Learning
A recent experience underscored the real impact of education. During a conversation with Equity Bank in Kenya about its learning initiatives for underserved youth, we discovered that one of our Cisco colleagues participating in the meeting was herself a graduate of the program. She shared how access to education through the bank transformed her life. As I described how Cisco Networking Academy delivers digital skills at scale, a senior bank leader added that he had earned his Cisco Certified Network Associate (CCNA) credential through the program—an achievement that launched his career and ultimately led him to his current executive role.

In an organization as global as Cisco, we don’t always hear the individual stories behind our work. But when we do, they bring our impact into sharp focus. In the past fiscal year alone, more than five million learners engaged with Cisco Networking Academy, representing millions of personal journeys unfolding across the globe. Each story reinforces why our work matters—opening doors and enabling people to participate more fully in the future.

Learning Through Partnership
Another way we continue to grow and stay connected to the broader industry is through our leadership of the AI Workforce Consortium. This group includes Cisco alongside Accenture, Cornerstone, Eightfold AI, Google, IBM, Indeed, Intel, Microsoft, and SAP. Together, we are examining how AI is transforming more than 50 essential technology and support roles across G7 nations, while also creating practical pathways to help people prepare for what lies ahead.
The Consortium’s 2025 research reveals that 78% of jobs already require AI skills. At the same time, it highlights that human capabilities—such as leadership, problem-solving, creativity, collaboration, and communication—will ultimately determine AI’s real impact.

That research also emphasizes the importance of continuous learning. Notably, Learning & Development Specialist has become the most in-demand technology support role in the U.S. and Canada, signaling how strongly organizations are prioritizing adaptability in an AI-driven world. At Cisco, we are responding by investing in new learning roles and enterprise-wide initiatives that help our people build the skills needed to move confidently into the future.

Permission to Rethink Everything
Moments like the one I experienced in Kenya linger because they clarify what truly matters. They remind us that we are in an extraordinary period—one that gives us permission to question long-held assumptions. How should we allocate our resources? Which innovations should we pursue? And what kind of human experience do we want to create?

Cisco enters this moment from a position of strength, built on trusted technology, the dedication of our people, and a clear sense of Purpose. With that strength comes responsibility—the responsibility to pause, reflect, and ask the right questions about how we move forward together.

As industry leaders, how do we help shape markets that expand opportunity and set the bar for secure, trusted, and inclusive innovation?

As people leaders, how do we demonstrate learning in action—using AI ourselves and fostering cultures driven by curiosity, courage, and care?

And as individuals, how do we continue to adapt, unlearn, and reskill, recognizing that our shared success depends on personal growth?

These questions are not abstract for us. In fiscal 2025, we answered them with tangible commitments:

• 573,000 employee volunteer hours and a sixth consecutive year exceeding our 80% community impact goal
• 31 crisis response initiatives supported by more than 900 employee volunteers
• 100% renewable energy matching global annual electricity needs across Cisco-owned and leased facilities
• 154 million lives positively impacted through the Cisco Foundation and Social Impact Investments

Behind every metric are human stories of resilience and opportunity. Our responsibility is to ensure that this momentum continues—human-centered, inclusive, and rooted in trust. That is how we will rise to this moment: by learning, by leading, and by helping others do the same.
 

Throughout 2025, our teams brought Sysco’s mission to life by helping connect communities through food and compassion. The moments below highlight the meaningful difference our colleagues made this year:

To our Sysco colleagues worldwide—thank you for turning our purpose into action every day. We look forward to continuing this journey and creating even greater impact together in 2026.

Corporate citizenship is experiencing its most significant evolution in more than ten years. Today, it’s no longer sufficient for organizations to simply operate social impact initiatives. Companies are now expected to prove that their corporate social responsibility (CSR) efforts are purposeful, tightly aligned with business priorities, focused on measurable outcomes, and genuinely embedded into everyday operations.

Insights from the Benevity Impact Labs 2025 State of Corporate Purpose Report—which analyzed proprietary data from the giving, volunteering, and grantmaking programs of over 1,000 global companies—show that nearly two-thirds of organizations meaningfully recalibrated their purpose strategies in the past year. Heightened stakeholder expectations, increasingly polarized social conversations, regulatory uncertainty, and intensifying competition for talent are all driving this shift. Together, these forces shape both the risks and opportunities organizations must address as they plan their CSR and ESG strategies for 2026.
The 2025 findings highlight several key takeaways for senior leaders and impact practitioners as they look ahead.

Navigating the new risk landscape: Finding balance between restraint and resolve
As purpose strategies become more sophisticated and regulatory scrutiny grows, companies are confronting a widening disconnect between executive caution and employee activism.

The data illustrates this tension clearly: 52% of leaders anticipate that CEOs will reduce public commentary on divisive social issues, while 76% expect employee-led advocacy to increase in the coming year. Although leadership silence may be intended to limit external risk, it can inadvertently create internal brand challenges. When organizations refrain from taking positions, employees often step in—launching grassroots initiatives without formal oversight, guidance, or compliance support.

As a result, the emphasis must move away from public statements and toward operational integrity—how impact work is executed internally and reflected externally. Benevity’s data shows CSR teams collaborating more closely than ever with other functions, particularly executive leadership, legal, HR, and communications, with the steepest growth occurring in communications partnerships.

Deep integration across these teams is now essential to ensure consistent, credible storytelling around impact results and organizational values—rather than reactive messaging tied to social or political flashpoints. This alignment is especially critical given how quickly both employees and consumers have responded to perceived inaction over the past year.

As Andrew Jones, Principal Researcher at The Conference Board’s Governance & Sustainability Center, noted on the Speaking of Purpose podcast, many leaders underestimate expectations: silence on contentious topics may be interpreted not as neutrality, but as avoidance—particularly by employees, younger consumers, and investors.

Employee-driven priorities: Building resilience through participation
According to SHRM’s 2025 Talent Trends report, hiring challenges remain acute, with 69% of organizations struggling to fill permanent roles. In this environment, purpose programs have become a vital lever for workforce stability and retention. Benevity’s data confirms a strong correlation between employee participation in purpose initiatives and improved retention—especially among newer employees.

Key insights include:

The resurgence of volunteering: Strengthening engagement and well-being
Volunteer programs are increasingly recognized as a cornerstone of organizational resilience, with 94% of companies affirming their positive impact. Notably, volunteering stands out as the only workplace initiative—among 90 evaluated—that demonstrated a positive effect on employee well-being and sense of belonging.

With the United Nations designating 2026 as the International Year of Volunteering, organizations have a timely opportunity to expand their efforts. Benevity data indicates that volunteering participation has grown steadily since post-pandemic reopening and is projected to rise by approximately 11% in 2025. Companies are shifting toward more intentional, high-impact formats, including skills-based, team-based, and virtual volunteering—approaches well-suited to hybrid and remote work environments.

Refining grantmaking strategies: Emphasizing trust and capacity
Grantmaking practices are also adapting to meet evolving needs. Across the ecosystem, companies are placing greater emphasis on flexibility, trust, and long-term capacity building.
Notable trends include:

Despite progress, the Benevity Grants Confidence Gap Report reveals a persistent disconnect: while 74% of grantmakers follow best practices, only 51% believe they are doing so effectively. Bridging this gap requires stronger trust-based approaches, clearer communication, and closer alignment with stakeholder expectations.

Preparing for 2026: A strategic roadmap
To successfully navigate this period of transformation, corporate citizenship leaders should prioritize data-driven decision-making anchored in accountability and engagement.
Key strategic actions include:

The transformation of corporate citizenship into a fully integrated, enterprise-wide strategy is now complete. In 2026 and beyond, the organizations that lead will be those that harness real-time data to activate purpose at work—delivering authentic, employee-driven programs that align with core values, strengthen communities, engage stakeholders, and contribute meaningfully to business performance. These companies won’t just succeed in the near term; they will position themselves to thrive well beyond 2026.

When people unite around doing good at work, it creates momentum. Employees begin to feel part of a larger mission. They feel pride in their organization. They feel connected—deeply—to purpose, to teammates, and to the outcomes they help generate.

That level of connection has never been more important. The need for support is increasing globally, and while many employees want to give, participation often peaks briefly during seasonal campaigns and quickly fades. This presents an opportunity: to turn the enthusiasm of Giving Tuesday and holiday generosity into ongoing engagement that lasts through every month of the year.

Giving isn’t only about philanthropy—it’s a foundation for culture. Companies benefit when they move beyond one-day donation efforts and instead cultivate a workplace where volunteering, matching programs and everyday kindness are woven into how teams function. That’s what giving season can spark. It isn’t just about charitable totals—it’s a launchpad. It’s a moment for leaders to galvanize people through shared purpose and build a lasting sense of belonging throughout the organization.
 
From a Single Day of Giving to Year-Round Participation
The connection between generosity and engagement isn’t an abstract concept—it’s human.
When employees support causes that matter to them, especially alongside coworkers, they experience belonging, fulfillment and solidarity. They witness company values in action and develop relationships that make work collaborative, meaningful and energizing.

This is why corporate giving programs often strengthen company culture—people are motivated by purpose, not transactions. At Benevity, this trend shows up consistently across client programs and within our own workforce. Organizations that infuse purpose into daily work rather than reserving it for one annual event see stronger motivation, higher loyalty and deeper peer connection. These are the building blocks of sustainable culture.
 
Culture at Benevity: “We Are We, Not Just Me”
Benevity’s culture is built on one guiding belief: we succeed together.
This mindset encourages employees to think beyond themselves—beyond personal priorities or department boundaries—and consider the ripple effects of every decision on teammates, the company and the communities we serve.

We hire people we trust to act with integrity and empower leaders to guide with values rather than rigid, top-down rulebooks. When people are trusted to do what’s right, they show up with their best ideas, highest effort and strongest commitment—not because they must, but because they want to.

This collective mindset is what enables initiatives like Giving Tuesday to have real impact. When everyone—from leadership to the newest hire—rallies behind a shared cause, individual contributions turn into measurable change.
 
MyGoodness: Purpose Put Into Practice
Our internal program, MyGoodness, reflects this philosophy in action. Rooted in our belief in a “double bottom line,” it reinforces that doing good fuels both social impact and business performance. Benevity became one of Canada’s first certified B Corporations in 2011 because mission and impact are inseparable from business strategy.

We’ve also seen that employees who give or volunteer within their first 30–60 days are twice as likely to remain engaged over time. That’s why we introduce MyGoodness during onboarding—from week one, new hires volunteer together and receive initial giving funds to learn and participate immediately.
 
Why Employee Giving Matters Right Now
Work environments today look different. Remote and hybrid models, fast change and digital saturation can leave employees feeling disconnected.

Purpose-driven programs help counter that. Giving reminds people that they are part of something meaningful—that the company stands for more than results alone.

The desire to do good is strong across society. The CAF World Giving Index 2024 reported that 73% of people globally donated time, money or assistance to others last year. Within Benevity, participation reaches 92%.

Moments like Giving Tuesday cut through everyday noise, energizing employees through shared values—not job titles or roles. But the greatest impact comes when that momentum is nurtured year-round through volunteering, donation matching and peer-led initiatives.

Research from Benevity Impact Labs confirms the business benefit of doing good:

And the World Happiness Report shows people who give are happier and more connected to others.
 
The Business Case for Corporate Purpose
Findings from Benevity’s 2025 State of Corporate Purpose Report reveal how strongly organizations are investing in social impact:

Benevity clients demonstrate daily that purpose-driven cultures outperform in trust, innovation and engagement. Real connection doesn’t come from compliance—it comes from shared values lived out loud.

As Speer summarizes: “Doing good strengthens business because it strengthens people. When employees feel purpose and connection, they bring their best—and everyone benefits.”
 
Turning Giving Tuesday Into a Movement
Giving Tuesday is often the largest giving moment of the year—but its real value is what it activates afterward.

To build sustained engagement, leaders can:

 
Engagement Begins With Giving
Every organization benefits from a workforce that is motivated and inspired. Giving is one of the most powerful paths to achieve that—not through requirements, but through meaning.
When people volunteer and give together, they reconnect with purpose and with each other. That is the true gift of Giving Tuesday—not a single moment, but the foundation for a culture of ongoing generosity.

And when giving becomes part of everyday work, companies build something bigger than results: they build connection, strong teams and stronger communities.

In light of growing concerns raised by employees, customers, and shareholders, more organizations are expanding their strategic focus to include social responsibility, says Punit Renjen, CEO of Deloitte Global. As one of nearly 200 signatories of the Business Roundtable’s statement on corporate purpose, Renjen identifies a new model of success that integrates societal impact. In this interview, he discusses the vital role business leaders play in addressing societal challenges while fostering growth and profitability.

What changes have you observed since the Business Roundtable released its Purpose of a Corporation statement?
Renjen: There’s been a noticeable shift in how businesses view their role in society. Leaders are increasingly adopting a broader form of capitalism, moving beyond prioritizing shareholder value to creating benefits for society as a whole. Changing societal expectations have made it essential for businesses to embed social responsibility into their strategies. It’s becoming clear that business success is tied to societal well-being.

Recent years have also brought more visible signs of climate change, such as devastating wildfires, record temperatures, and melting glaciers. These events likely influenced the findings of Deloitte’s Industry 4.0 Global Readiness Report, where 90% of business leaders expressed concern about climate change’s potential negative impact on their organizations. Businesses are beginning to realize that financial success and societal impact can go hand in hand. In fact, 62% of executives surveyed highlighted that achieving profitability while contributing positively to society is a top investment priority.

How are businesses addressing societal challenges?
An increasing number of leaders are taking significant steps to tackle complex global issues. This includes launching specific initiatives, enhancing transparency in non-financial performance reporting, committing to engagement, and fostering collaboration across sectors. According to our report, 60% of leaders have initiatives focused on resource scarcity, with 54% also addressing climate change and environmental sustainability.

When it comes to sustainability, over 90% of executives reported implementing or planning initiatives such as reducing travel and eliminating plastic waste. This is a dramatic shift from just two years ago, when only 10% of executives believed their organizations could make a substantial impact on environmental sustainability. Businesses are leveraging their strengths in innovation and scalability to address some of society’s toughest challenges.

What examples demonstrate how organizations are turning these ideas into action, particularly in investing in workers and communities?
Our research highlights numerous examples of companies making meaningful societal contributions. Adobe, for instance, supports lifelong learning through its Learning Fund, offering employees an annual stipend of $1,000 for personal or professional development and up to $10,000 annually for tuition reimbursement.

Similarly, SAP provides internal training in advanced technologies such as machine learning, artificial intelligence, and blockchain, addressing the challenges of recruiting talent with Industry 4.0 skills.

From an environmental perspective, Toshiba has installed 35,000 sensors in its offices to optimize lighting, air conditioning, and elevator use, cutting CO2 emissions by 50%. These examples illustrate how organizations can implement actions that benefit both their business operations and society.

How does corporate purpose support value creation, and how can organizations balance the interests of diverse stakeholders?
Evidence continues to show that purpose-driven businesses perform better across various metrics, including financial outcomes, employee satisfaction, and customer experience. According to our survey, 42% of executives believe focusing on societal issues presents revenue opportunities, demonstrating that companies can succeed by doing good. Furthermore, 80% of executives said they had developed products or services in the past year that positively impacted society or the environment, with 88% reporting revenue generation from these efforts.

Young people, in particular, are drawn to organizations with a strong sense of purpose. They prefer to work for and support companies that prioritize societal good over profits, seeking to be part of something larger than themselves.

The key message for stakeholders is clear: businesses thrive when society thrives, and society benefits most when businesses take the lead in solving critical challenges. Organizations must harness their strengths in areas like innovation, responsiveness, and scalability to drive meaningful change.