Daily CSR https://www.dailycsr.com/ us 2026-06-11T15:44:04+02:00 tag:https://www.dailycsr.com,2026:rss-96504012 Building a Future-Ready Workforce Through Leadership and Employee Development Mon, 11 May 2026 14:58:00 +0200 us Debashish Mukherjee Building a Future-Ready Workforce Through Leadership and Employee Development
Building a Best-in-Class Workforce
Our human resources team is dedicated to strengthening organizational resilience through a comprehensive talent and culture strategy designed to reduce risk. We recognize that strong leadership, workforce capability, and a positive culture are essential to long-term success. Our goal is to ensure employees and teams are positioned effectively — with the right expertise, in the right roles, at the right locations, and at the right cost — while continually enhancing performance and encouraging innovation. We are equally committed to creating an inclusive workplace where employees feel appreciated, supported, and motivated every day.

Workforce Planning and Employee Development
Our workforce development efforts emphasize collaboration with high schools, technical institutes, community colleges, universities, and industry organizations. These partnerships support initiatives ranging from promoting careers in energy and STEM fields to delivering specialized technical training programs that prepare graduates to meet our workforce requirements.

Advancing Utility Expertise and Leadership
We remain focused on providing employees with essential training, professional growth opportunities, and clear career advancement pathways. In 2025, we expanded investments in employee growth through a wide range of learning opportunities available in our development curriculum.

We also continued to strengthen leadership capabilities through three programs designed for high-potential employees:
  • RISE – This emerging leaders initiative supports high-performing individual contributors preparing for their first leadership positions at Entergy. In 2025, 112 employees participated in activities including self-evaluations, training sessions, facility tours, volunteer projects, and networking opportunities.
  • VOLT – Completed by 23 mid-level leaders, this 12-month leadership program combined assessments, team-building exercises, executive interaction, mentoring, and collaborative projects to enhance leadership readiness and sustain company growth and performance.
  • Power Up – Seventeen leaders completed this year-long program featuring field experiences, executive engagement, skills evaluations, and immersive learning opportunities aimed at strengthening leadership effectiveness.

]]> https://www.dailycsr.com/photo/art/imagette/96504012-67282069.jpg https://www.dailycsr.com/Building-a-Future-Ready-Workforce-Through-Leadership-and-Employee-Development_a5776.html tag:https://www.dailycsr.com,2026:rss-93693575 Finance Leaders’ Top Priorities for 2026: AI, Growth, and Risk Management Wed, 14 Jan 2026 14:21:00 +0100 us Debashish Mukherjee Finance Leaders’ Top Priorities for 2026: AI, Growth, and Risk Management
The Financial Education & Research Foundation (FERF), the nonprofit research arm affiliated with Financial Executives International (FEI), has published its Financial Executives Priorities 2026 Report, offering a detailed look at how finance leaders are responding to economic volatility through measured growth plans and increased reliance on technology.

Produced in collaboration with Forvis Mazars, the report draws on feedback from over 200 senior finance professionals—including CFOs, chief accounting officers, and controllers—representing a wide range of industries, geographies, and organizational sizes.

The study outlines finance leaders’ expectations and priorities for 2026, examining financial strategy, workforce planning, cybersecurity and risk oversight, and the expanding influence of artificial intelligence and digital innovation within finance operations.

Highlights From the 2026 Report
  • Technology and AI Move to the Forefront – Digital modernization continues to accelerate, with AI and technology adoption becoming essential tools for improving productivity and organizational resilience.
  • Measured Optimism Amid Economic Uncertainty – While finance executives remain positive about the U.S. economy and their sectors, they are approaching growth, mergers, and acquisitions with greater selectivity and discipline.
  • Cyber Risk Remains a Strategic Focus – Companies are strengthening security frameworks and leveraging automation and AI to mitigate increasingly complex cyber threats.
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  • Efficiency-Focused Spending – Investment decisions remain cautious, with an emphasis on digital initiatives that generate clear, high returns.
Additional Findings
Financial Strategy and Planning
  • Nearly half (48%) of respondents list revenue growth and market expansion as their primary financial objective for 2026, compared with 51% the prior year.
  • Cost control and optimization rank first for 24% of finance leaders.
  • Adoption of new financial technologies has grown in importance, cited by 14% of respondents, up from 10% in 2025.
  • Liquidity and cash flow management continue to decline as top concerns, mentioned by just 9% of participants, down from 14% last year.
Technology, AI, and Digital Enablement
  • AI and machine learning lead technology investment plans, identified by 64% of respondents as a top priority, a significant increase from 43% in 2025.
  • Only 15% say their organizations are well positioned to support advanced analytics and AI initiatives.
  • More than half (51%) report being unprepared or only partially prepared, underscoring a gap between strategic intent and operational readiness.
Talent and Workforce Planning
  • About one-third (32%) of organizations expect to add staff in 2026.
  • Demand for data, technology, and AI expertise now exceeds the need for traditional FP&A skills within finance teams.
  • Planned compensation increases generally track inflation, reflecting a stable labor market rather than aggressive hiring competition.
Cybersecurity and Risk Oversight
  • Intense concern around cybersecurity has eased, with 19% describing themselves as “very concerned,” down from 28% in 2025.
  • Nevertheless, 61% still express some level of concern, confirming cybersecurity as an ongoing financial and operational risk.
Beyond presenting future outlooks, the report illustrates a shift among finance leaders from inflation-driven caution to execution. Organizations are prioritizing practical, value-focused deployments of technology and AI while reinforcing governance, risk management, and talent development to support long-term performance.

“Finance leaders are entering 2026 with a clear emphasis on execution—translating strategy into results,” said Andrej Suskavcevic, CAE, President and CEO of FEI and FERF. “The data points to a finance function that is more confident, disciplined, and digitally enabled.”

“Technology has become a primary driver of value creation in finance,” added Jessica Coniglio, Consulting Assistant Managing Partner and Business Transformation Leader at Forvis Mazars. “Leaders are being far more selective in their investments, focusing on AI-driven digital initiatives that modernize the finance stack, improve planning, and strengthen operational resilience.”

Methodology
The Financial Executives Priorities 2026 Report is based on confidential survey responses from 212 FEI executive members spanning public, private, nonprofit, and government organizations. Data was collected between September 16 and October 24, 2025, and supplemented with anonymized, in-depth interviews with senior finance executives.

Click here to download the complete Financial Executives Priorities 2026 Report.

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