Scaling global social impact can feel complex - but for purpose-driven companies, it’s a powerful opportunity to unite employees, simplify giving and amplify results. Cisco, a global technology leader, embraced that opportunity by leveraging Benevity’s Global Donor-Advised Fund (DAF) to supercharge their worldwide giving - simplifying global disbursements across tax regulations, compliance requirements and dispersed employee networks.
Join Kelly Petrich, Director & Global Leader of Community Impact at Cisco and Benevity’s Tanya Bilotta, to hear how they streamlined global disbursements while empowering employees to support causes worldwide. By removing barriers to giving, making participation seamless across borders and unlocking access to over 100,000 approved nonprofits (up from just 7,000), Cisco made global impact easier than ever.
The results speak for themselves: Since partnering with Benevity, Cisco has seen a 60% increase in volunteer time and supported 15% more nonprofits globally (when compared to an equivalent time window with their previous vendor). Employee engagement surged, reaching an all-time high participation rate of 85% in FY23, which was sustained at over 80% in FY24 and FY25. The program also facilitated over US $90 million in employee donations and matching gifts to nonprofits globally since FY23.
Key learnings:
1. Global design unlocks participation at scale. Cisco set a bold goal to engage 80% of its employees in giving and volunteering each year - and achieved it six years in a row. With a global approach, participation now includes 70,000 employees supporting more than 9,400 nonprofits worldwide.
2. A Global DAF reduces admin burden and increases control. Using Benevity’s Global Donor-Advised Fund (DAF), Cisco cut donation reports from up to 30 down to just one or two. The model streamlined disbursements, improved predictability, and extended tax effectiveness across seven countries, reducing financial risk and freeing up staff capacity.
3. Balanced risk management builds trust without eliminating choice. Cisco pairs Benevity due diligence - eligibility checks, ongoing vetting and self-certification - with a clear matching-gift policy. Employees support the causes they care about, while the company maintains strong, enterprise-grade safeguards.
4. Data turns CSR into a strategic lever. Quarterly reviews with Finance and HR tie program data to people metrics, revealing correlations between giving and volunteering with retention and performance. That evidence earns a stronger seat at the table and guides investments by region and business unit.
5. Champions + simple moments scale engagement globally. Cisco identified 700 of its most active organizers in Benevity’s system and created a “champion network.” Recognizing and equipping these employee leaders scaled engagement in regions where the CSR team had no direct presence, reinforcing a culture of inclusive impact at scale.
