From nonprofit federal funding freezes to social program polarization, change and uncertainty are the defining features of corporate social responsibility (CSR) and environmental, social and governance (ESG) work in 2025.
According to a report by the ACCP, 72% of CSR teams reported an expanded scope of work in 2025, even amid constant shifts and evolving expectations. Searching for guidance, CSR leaders gathered for a Huddle in the Benevity Community and expressed concerns about the challenge of setting goals in an unpredictable environment — but also a deep need for resilience and cautious optimism.
As new questions and measures continue to emerge, maintaining a sense of control over your corporate purpose programs can feel increasingly difficult. In this blog post, we explore the key concerns impact leaders are sharing with us and share eight actionable steps to navigate uncertainty while still advocating for purpose at work.
1. Be aware of corporate caution
In times of uncertainty, excessive corporate caution can do more harm than good. When companies overly limit communications and pull back on public commitments, both trust and brand reputation can suffer — ultimately harming business results. Those that remain consistent in their commitments, however, often see the benefits — even in turbulent moments.
For example, in the retail sector during 2025:
How impact teams can guide leaders:
- Identify issues that require a voice: Know which topics employees and stakeholders expect the organization to address. Demonstrate authentic commitment, at least internally if not externally, to build trust and credibility.
- Partner closely with communications teams: Determine how impact can be layered into existing communications strategies to bolster corporate messaging and reputation in an authentic way.
- Balance caution with action through structured guidance: CSR teams can help leaders assess risk without overreacting. Using a risk assessment matrix, for example, allows the organization to gauge potential threats, while providing a clear view of where cautious restraint is appropriate and where bold action is necessary.
2. Leverage budgets strategically
Using allocated budget strategically is an important part of planning purpose programs, and now is the time to leverage any unused matching budget if available.
How impact teams can make the most of their budget:
- Encourage employee giving and matching: Support employees in contributing to nonprofits they care about and match their donations where possible. This promotes engagement, strengthens company culture and keeps purpose programs active even during uncertainty.
- Repurpose emergency or relief budgets thoughtfully: If your team has unspent budget reserved for emergency or disaster relief, consider reallocating funds at year-end to nonprofits that align with your purpose program and may have urgent needs.
3. Connect CSR to your corporate values
With 51% of CSR leaders reporting increased pressure to directly link their work to business value, alignment has never mattered more. In an unpredictable policy and governance environment, companies that stay grounded in their core values are better positioned to navigate disruption and defend continued investment in impact programs.
By also using data to connect CSR programs to company values, you provide clear proof of impact — reinforcing that purpose-led initiatives are not a liability, but a driver of resilience and business success.
How impact teams can demonstrate alignment:
- Define clear goals and KPIs: Set clear key performance indicators (KPIs) that reflect your program’s specific mission (e.g., employee participation, donation growth, nonprofit reach) and map them to core business and ESG objectives (DEI engagement, community impact).
- Align executive leadership on values: Collaborate across legal, risk, brand and HR to translate corporate values into clear strategies, ensuring everyone — from C-suite to new hires — understands how purpose programs support company goals and values.
- Leverage CSR storytelling: Transform impact data into human-centered stories to help stakeholders understand the meaning behind your metrics. This approach bridges the gap between purpose and proof, reinforcing your values while building evidence for continued investment.
4. Use internal employee data to guide decisions and set priorities
Making decisions and setting goals in times of turbulence is like trying to hit a moving target, but anchoring your priorities in data helps create a structure you can build on. Collecting internal insights not only helps guide CSR strategy but also demonstrates the value of purpose programs to leadership.
How impact teams can use data to guide goal setting:
- Gather employee input: Survey your workforce to pinpoint the issues that matter most to them, and use this data to shape engagement initiatives that truly resonate. A Benevity study revealed that 96% of giving supports issues society is largely unified on; comparing your survey results to this benchmark can either validate your cultural alignment or highlight potential areas of discord.
- Build internal champions: Share insights widely across teams to reinforce the importance of CSR, cultivate advocates and make sure you’re not the only voice promoting purpose initiatives.
5. Amplify grantmaking programs
With one-third of U.S. government-funded nonprofits relying on public grants for the majority of their revenue, the potential loss of support poses a severe risk. However, this uncertainty creates an opportunity for companies to step up, and bridge the funding gap to protect nonprofits and the communities they serve.
How impact teams can maximize grantmaking effectiveness:
- Expand unrestricted funding: In an unpredictable environment, restricted funding can limit a nonprofit’s ability to respond. Shifting toward unrestricted grants gives partners the agility to keep operations running, retain staff and pivot where resources are needed most.
- Measure what’s working: While 74% of companies believe they follow granting best practices, just over half believe they’re doing it well. This gap often stems from a lack of visibility, not a lack of effort. Clarifying goals, tracking outcomes and regularly reviewing results can help your team learn, adapt and assure your grant programs are making a difference.
6. Engage nonprofit partners
Nonprofits are resilient, but they are currently under immense pressure. Closely partnering with these organizations, through information and skill sharing, can strengthen both your company’s CSR strategies and the nonprofit’s impact. Deep, consistent relationships build the trust and security needed to keep programs on track, even as conditions shift.
How impact teams can strengthen nonprofit partnerships:
- Share information and expertise: Exchange insights, challenges and skill sets to strengthen your collective response. Collaboration helps both sides adapt more quickly to emerging needs.
- Adapt KPIs to meet the moment: Consider adjusting grant expectations or reporting requirements to give nonprofits the flexibility they need to respond effectively to current conditions.
- Use your giving programs to counter funding threats: Corporate giving programs can play a stabilizing role and support the nonprofit ecosystem during times of government funding freezes and changing donor behavior.
7. Evolve your internal communications strategy
As internal priorities shift, your communication approach must also evolve. In an environment where both leaders and employees may feel hesitant to speak out, intentional, authentic communication can provide a greater sense of security across the organization.
How impact teams can strengthen internal communications:
- Use employee insights to guide messaging: Having a clear picture of how employees feel about divisive issues can provide context around risk tolerance and inform the tone and timing of internal communications.
- Establish a cross-functional advisory panel: Consider creating an advisory panel of people from areas like legal, risk and compliance, communications and HR to help make determinations and craft messaging for more complex cases.
- Engage relevant ERGs for input: Employee Resource Groups (ERGs) can provide valuable perspectives on how different communities may be impacted by internal communications on sensitive issues.
8. Check in on ERG leaders
As sentiment around DEI fluctuates, many ERGs — especially those linked to DEI objectives — are facing increased scrutiny. These groups, however, remain a critical element of many companies’ employee value propositions and a trusted source of information for leadership. This tension places ERG leaders, who often take on this work in addition to their core role responsibilities, at an elevated risk of burnout.
How impact teams can support ERGs:
- Check in regularly: Supporting and resourcing ERGs is a proactive step to assuring these vital programs remain stable. Create space for groups to share concerns, capacity challenges and needs. Include them in leadership-track opportunities, offer administrative support and provide recognition.
- Deepen executive sponsorship: When executives champion ERGs, it signals that inclusion is business-critical. Executive sponsorship could include helping navigate internal structures, allocating budget and championing the group vocally.
Turn purpose into impact, even in times of uncertainty
Purpose-driven work is both the heartbeat of company culture and a tool to make businesses more resilient. Feeling confident in how you execute that work is key to navigating the years ahead. When we lead with courage and data, we don’t just weather the storm — we build a stronger foundation for the future
