Corporate purpose leaders are feeling the pressure. 2025 marked a defining moment as a majority of companies significantly shifted their corporate purpose strategies, responding to rising scrutiny, regulatory shifts and employee activism. While some corporate leaders may believe that silence is golden in times of scrutiny, for a new generation of employees, consumers and investors, silence is avoidance.
“We are part of a bigger ecosystem, whether we want to be or not. We are part of a system, and you get to choose what to do with that.” These are the words of Soyara Alexander, CEO of Benevity and recent guest on the Speaking of Purpose by Benevity podcast.
Despite heightened risks, data from the Benevity Impact Labs 2025 State of Corporate Purpose report reflected confidence from leaders that impact strategies are future-proofing their business when it comes to talent acquisition and retention, customers and regulatory readiness.
Alexander is just one of the corporate leaders to join Speaking of Purpose to discuss the rising pressure — and growing opportunity — for executives and CSR leaders as we move through this Giving Season and begin to look forward into 2026.
How leaders should be thinking about the future of purpose
Corporate leaders should react to social issues, but there is a difference between reacting quickly and reacting well. Andrew Jones, Principal Researcher, Governance & Sustainability Center, The Conference Board, joined Speaking of Purpose to discuss how leaders can respond in pressurized environments.
The key is thinking long term. Reacting to current political or social issues isn’t just about retaining your current position. “Companies should be looking to the years ahead,” Jones says, “and asking themselves: what will our key stakeholders be expecting? What are our key markets? Where are our future consumers and employees coming from, and what do they expect from us?”
It’s not just boldness that companies need, it’s a plan. As employee and consumer activism become more common, leaders must weigh their actions carefully while understanding that not taking any action is a statement in and of itself. According to the Benevity State of Corporate Purpose report, 52% of impact leaders expected their CEOs to be less vocal in 2025, while 76% anticipated employee activism. And a recent Ipsos study revealed that 55% of consumers are likely to change their purchase behaviours for social or ethical reasons within the next year.
When faced with negative sentiment and action from stakeholders, Jones recommends CEOs take a moment to consider the following steps:
- Avoid emotional reactions
- Meet critics where they are and engage in active listening
- Take the opportunity to review and potentially recalibrate existing language and strategy
- Treat criticism and difficult moments as opportunities
Integrating purpose throughout your company
Business success and CSR initiatives are not a dichotomy. In fact, siloing CSR away from other business units can have a negative impact on both fronts. Maya Colombani, the Chief Sustainability, Human Rights and Diversity, Equity and Inclusion Officer at L'Oréal Canada, joined the Speaking of Purpose podcast to discuss how the company’s CSR efforts are a key part of the company’s overall strategy.
“It’s not about separating economic growth,” Colombani says, “but building a new economy. You don’t have a resilient business if you don’t create value on all the different aspects [of the value chain].” She says that staying committed to CSR priorities demonstrates to shareholders that the company is solid — and their financial success proves it. It also, perhaps counterintuitively, shields the company from risk.
L'Oréal’s goal is to outperform regulatory requirements in their sustainability practices, and they do so by leveraging CSR in every business function throughout the company — from switching to electric transport trucks to using 100% renewable energy in factories to decarbonizing their IT infrastructure.
When leaders embrace CSR purpose
Colombani believes CSR is both a top-down and bottom-up proposition, because innovation and progress can come from anywhere, and at the very least be amplified by leadership and executive committees.
Patagonia’s leadership does more than just amplify their CSR priorities. They are on the front lines, empowering employees, consumers and stakeholders to join them. Rose Marcario, former CEO of Patagonia, is a bold leader who has taken risks to stand up for what she — and the company — believe is right.
In 2017, in response to the U.S. administration’s plan to reduce the size of two national monuments, the company joined a lawsuit against the administration and blacked out their website, replacing it with the headline, “The President Stole Your Land.” It’s an example of Patagonia’s public commitment to being a self-styled “activist company.”
Marcario says that they’ve seen their purpose-based commitments create positive business outcomes beyond what they could have done with a more conservative approach.
From risk management to employee retention to positive brand reputation — as Andrew Jones says, there is a business case for this work. And companies that continue their purpose in the face of rising pressure are seeing the benefits.
