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9 Corporate Social Impact Initiatives Thriving in 2025 (And What They Reveal About the Future of CSR)

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In a time when many corporate social responsibility programs are stalled, underfunded, or performative, a select few are thriving—and reshaping what’s possible.

Earlier this year, we published a post about the 8 most common traps corporate social impact leaders fall into. At the top of that list? Short-term thinking. We cited the stat that 60% of CSR initiatives fail to meet their objectives, often because they prioritize visibility over long-term value.

But here’s the good news: a growing number of companies are proving there’s a better way.

The CSR programs below all share four things in common:

  1. A long-term vision that aligns business strategy with societal needs
  2. Leverage of corporate assets to meet real-world needs in underserved communities
  3. Employee engagement at scale in ways that create meaningful social impact and professional growth
  4. A commitment to system change, not just charity

These are the programs that corporate social impact leaders can learn from—and proudly share with business leaders as examples of what works.

(And if you think we missed a good one, please let me know: mark@movingworlds.org)

1. SAP: Building an Impact Ecosystem Through Social Procurement and Skilled Support

SAP’s CSR strategy isn’t a department—it’s an ecosystem. The company invests in impact at multiple levels: through its Acceleration Collective which sponsors employees with time off to help social enterprises scale, and through its rapidly growing impact supply chain initiatives (check out this case study).

In 2024, SAP supported over 160 social enterprises and nonprofits through skills-based consulting engagements, totaling 47,000+ hours of pro bono service. At the same time, it expanded its Buy Social B2B marketplace, now connecting 4,400+ social enterprises with SAP’s massive corporate procurement network.

SAP’s strategic integration of social enterprises into its supply chain is helping reshape how business gets done—and building the infrastructure for a thriving impact economy.

Check out more highlights here.


2. Microsoft: Entrepreneurship for Positive Impact

Microsoft’s “Entrepreneurship for Positive Impact” program is a global effort to empower social enterprises with the tools, training, and networks they need to grow.

Through strategic partnerships, mentoring, access to Microsoft technology, and local accelerator support, this initiative helps early- and growth-stage social enterprises leverage digital transformation to scale their impact. In doing so, Microsoft isn’t just funding innovation—it’s enabling system-level change by backing entrepreneurs solving for equity, education, climate, and more.

This program exemplifies long-term thinking: Microsoft invests in the future enablers of progress, not just immediate outputs.


3. EY Ripples: Impact at Scale Through Employee Engagement

EY set an ambitious goal: impact 1 billion lives by 2030 through its Ripples program. It’s well on its way.

In FY2024 alone, over 40,000 EY employees contributed more than 280,000 hours to pro bono consulting, mentoring, and environmental projects around the world. Crucially, these aren’t off-the-shelf volunteer opportunities—they’re strategic engagements aligned with EY’s core capabilities in finance, consulting, and systems building.

EY Ripples is a masterclass in employee-led impact. It enriches employee experience, contributes to measurable societal outcomes, and reinforces the firm’s purpose: Building a better working world.

Check out more highlights here.


4. Barclays & Unreasonable Group: Fueling the Impact Startup Ecosystem

Through its partnership with the Unreasonable Group, Barclays is doing more than donating to causes—it’s accelerating impact-focused companies that are solving global challenges at scale.

Since launch, the Unreasonable Impact program has supported 340+ ventures, which have collectively:

  • Raised $14B+ in funding
  • Created 31,000+ jobs
  • Prevented over 100M tons of CO2 emissions

These companies receive mentorship, exposure, and long-term support from Barclays, whose executives also serve as advisors. The partnership gives Barclays a front-row seat to emerging innovation—and positions the bank as a catalyst for inclusive economic growth.


5. F5: Volunteer Sprints for Scalable, Skills-Based Impact

F5’s Volunteer Sprint program reimagines how tech companies engage employees in community service. Rather than relying on traditional volunteer days, F5 created structured, time-bound “sprints” where employees across the company use their skills to help nonprofits solve real operational challenges.

Whether it’s improving data systems, designing new workflows, or building websites, these sprints match employee expertise with high-impact needs.

The result? A scalable, replicable model for tech-enabled social good that delivers real outcomes for nonprofits and meaningful experiences for employees.

Check out more highlights here.


6. Accenture: Redefining Procurement as a Driver of Equity

Accenture is turning its supply chain into a force for good.

In FY2024, the company spent over $1 billion with small and diverse businesses across 10 countries—including women-, minority-, and LGBTQ+-owned enterprises. Its Diverse Supplier Development Program (DSDP) pairs Accenture leaders with small business owners to help them grow, scale, and thrive.

By linking procurement to equity, Accenture is building more resilient supply chains, unlocking innovation, and advancing economic inclusion. It’s a powerful example of how companies can use everyday business functions to catalyze long-term, systemic change.


7. Buy Social Corporate Challenge (UK): A Coalition of Corporate Buyers Driving Change

Led by Social Enterprise UK, the Buy Social Corporate Challenge brings together 30+ companies (including Johnson & Johnson, PwC, and Santander) to shift procurement dollars to verified social enterprises.

By the end of 2023, the program had:

  • Directed £477M+ in spend to social enterprises
  • Created 4,500+ jobs in underserved communities
  • Grown a supplier base of 1,000+ mission-driven businesses

The model is simple but powerful: redirect what you already spend toward businesses that build a better world.


8. IKEA: Partnering with Accelerators to Grow Social Enterprises

IKEA’s Social Entrepreneurship program exemplifies how a global brand can drive long-term change by supporting the growth of social enterprises.

Through partnerships with accelerators and intermediaries around the world, IKEA provides funding, mentorship, and market access to early-stage impact ventures—many of whom are led by marginalized entrepreneurs and working in underserved communities. But IKEA doesn’t stop at grants. Its program is focused on building inclusive value chains by bringing social enterprises into its sourcing ecosystem where possible.

By collaborating with expert partners, IKEA ensures that its support meets real market needs and enables entrepreneurs to access the knowledge, tools, and networks that help them scale. In doing so, IKEA is helping to build a future where the products on our shelves reflect a more just and inclusive global economy.


9. Reckitt Global Impact Programme: Supporting Social Business for Health Equity

Reckitt is leveraging its brand and global reach to back social enterprises working on hygiene, health, and sanitation through the Reckitt Global Impact Programme.

Through partnerships with Yunus Social Business and MovingWorlds, Reckitt provides unrestricted funding, technical assistance, and skills-based volunteer support to social entrepreneurs. This model not only empowers the next generation of changemakers, but also brings Reckitt closer to communities and innovations that align with its mission of a cleaner, healthier world.

Reckitt’s program is a rare blend of philanthropic flexibility, corporate strategy, and ecosystem support. It’s not just CSR—it’s co-creation for long-term change.

Check out more highlights here.


Final Thought: CSR Isn’t Dead. But Check-the-Box CSR Is.

The most successful corporate social impact leaders aren’t chasing trends or copying competitors.

As we wrote last week, the innovative leaders behind these programs are avoiding the 8 common pitfalls that CSR Leaders tend to make.

They’re building authentic strategies that:

  • Align with their company’s mission
  • Tap into the unique assets only they can offer
  • Invest in the future, not just the quarter

If you’re ready to build a program that inspires employees, earns executive buy-in, and creates real-world change—MovingWorlds is here to help.

Let’s build the next generation of CSR. Together.

Corporate Skills-Based Volunteering: Purpose Without the Politics

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Even in uncertain times, one powerful CSR strategy gaining traction is skills-based volunteering (SBV) – programs that enable employees to volunteer their professional skills to nonprofits and community initiatives.

Unlike public political stances or polarizing ad campaigns, SBV programs are widely accepted and apolitical. They allow companies to do good in a neutral, business-aligned way, leveraging what your business does best (the skills of your people) to help communities – all while sidestepping partisan minefields.

Crucially, skills-based volunteering aligns with core business objectives: it doubles as employee training and engagement, fosters leadership development, and enhances the company’s reputation in a genuine manner. It’s no wonder that in the UK roughly 73% of companies now offer skills-based employee volunteering programs. Senior leadership often embraces these initiatives because the benefits are tangible and directly tied to the company’s success, not just “feel-good” add-ons.

Examples of Successful Skills-Based Volunteering Programs:

  • SAP – Acceleration Collective: Enterprise software leader SAP sponsors employees to volunteer virtually or in-person with social innovators. SAP has recognized that beyond creating an impact and uncovering market opportunities, this program has become a leadership development engine. Participants develop “skills like emotional intelligence, cultural intelligence, cohesive collaboration, and adaptive thinking – all of which are needed by leaders of today and tomorrow”. By solving real challenges for nonprofits and social enterprises, SAP employees grow as purpose-driven leaders while the company strengthens its talent for the future.
  • EY – Ripples Program: Big Four firm Ernst & Young (EY) runs EY Ripples, a global SBV platform mobilizing its professionals to support impact entrepreneurs, educational initiatives, and environmental projects. EY has set a bold vision of positively impacting 1 billion lives by 2030 through this collaborative effort. In practice, EY Ripples facilitates projects where employees coach and/or educate nonprofits and impact startups around the world. The company reports that these efforts not only benefit society but also drive employee loyalty – in one survey, 86% of employees said companies with effective volunteer programs are more likely to earn their loyalty, and 82% said such programs influence their decision to stay.
  • F5 – Volunteer Sprint: Security and cloud services company F5 networks has proven that even mid-sized firms can achieve outsized impact with skills-based volunteering. In 2023, F5 launched a “Volunteer Sprint” program that offers employees up to two weeks of paid time to virtually volunteer their skills with nonprofit partners. Notably, this initiative has backing from the very top – F5’s CEO, François Locoh-Donou, personally sponsored and championed the program’s design. The Global Good team at F5 structured Volunteer Sprints as a direct response to nonprofit needs (e.g. data analysis, marketing strategy) and to employees’ “deep desire to serve” the communities where they live. The result has been a “win-win”: nonprofits get critical expertise, while employees gain cross-sector experience and pride in their company. F5’s example shows how framing volunteering as an extension of employees’ professional identities can ignite engagement at all levels – “standing shoulder to shoulder with executives at a volunteer site makes the program feel more authentic,” as one HR specialist observed.

Business Benefits: ROI on Skills-Based Volunteering

Skills-based volunteering doesn’t just “feel good” – it delivers measurable returns for companies. Consider the following benefits, supported by data:

  • Higher Employee Engagement and Retention: Employees who participate in workplace volunteer programs are far more likely to be engaged and to stay. One global study found 79% of employees who volunteer through work are satisfied with their job, versus only 55% among those who don’t volunteer. Volunteer participants also tend to stay with the company longer; studies have shown they are 52% less likely to leave, significantly reducing turnover costs. In fact, offering volunteer time off has been linked to a 50% reduction in turnover and boosts in productivity by 13%. It’s clear that investing in employees’ altruistic passions can pay off in a more committed, motivated workforce.
  • Skill Development and Leadership Growth: Volunteering is a proven driver of professional development. 76% of people say they have developed core work skills through volunteering opportunities. These assignments often stretch employees in new ways – honing skills like project management, communication across cultures, and creative problem-solving – which they bring back to their day jobs. 92% of HR executives believe that contributing time to nonprofits helps employees develop leadership skills. Companies like SAP explicitly use skills-based volunteering to groom future leaders, finding that 74% of participants gained new perspectives and confidence that advanced their careers. In short, SBV doubles as a hands-on training program, building competencies that formal training can struggle to impart.
  • Boosted Morale and Well-Being: Enabling employees to give back improves workplace morale and personal well-being. 70% of corporate volunteers believe that volunteerism boosts workplace morale more than company social events. After 12 months of regular volunteering, 93% of employees report feeling better and less stressed – meaning lower burnout and absenteeism for the employer. Especially in high-pressure corporate environments, volunteering can provide employees a sense of balance and fulfillment, leading to a happier, healthier team.
  • Enhanced Brand Reputation and Recruitment: A strong community engagement program burnishes your brand’s image to both outsiders and potential hires. 89% of Americans believe companies that sponsor volunteer activities offer a better overall workplace environment, and many proactively seek out employers known for good corporate citizenship. From a consumer standpoint, companies that genuinely invest in communities earn greater trust and goodwill. Internally, volunteering is a magnet for talent – top candidates, especially Millennials and Gen Z, are drawn to companies with a reputation for purpose. Offering skills-based volunteering gives you a recruiting edge by signaling that your company walks the talk on values. As an executive at Points of Light put it, “It’s not just nice-to-have – our volunteer program has become a strategic asset for culture and brand.”

Gaining Executive Buy-In Through Alignment

In today’s environment, CSR leaders must speak the language of the business. The hesitancy we see (“Is this going to be viewed as too woke?”) often stems from a fear that social impact initiatives will detract from the bottom line or incite controversy. The solution is to design CSR strategies that are both impactful and clearly tied to business priorities, then communicate that alignment to leadership. The rise of skills-based volunteering exemplifies this approach. Rather than pitching a standalone charity effort, CSR teams can highlight how an SBV program will help attract talent, develop employees, drive innovation, and strengthen the company’s network in emerging markets – all goals any CEO or CFO can get behind. It’s telling that among senior leaders who plan to increase CSR investment, 43% are doing so because they see direct business ROI, and 31% specifically to gain an edge in talent acquisition. Framing volunteering and CSR in terms of ROI, talent retention, consumer preference, and risk management converts it from a “nice-to-have” to a strategic necessity.

Equally important is addressing the fear factor head-on with evidence. Executives wary of external backlash can take comfort in the fact that employee volunteerism is positively received across the political spectrum – it’s hard to argue with feeding the hungry, mentoring students, or lending expertise to nonprofits. These programs generate goodwill without inviting Twitter storms. And by focusing on causes that dovetail with the company’s mission (for example, a tech firm’s employees volunteering in STEM education), CSR leaders can reinforce the brand’s core narrative while doing social good. This business-aligned approach to CSR creates a virtuous cycle: it earns internal support from the C-suite and board because it advances company goals, and it earns external support because it addresses real community needs in a credible way.

Moving Beyond Fear: Purpose as a Performance Driver

Now is the time for CSR leaders to move past the paralysis of “woke backlash” fears. Yes, the scrutiny is real – but so is the cost of inaction. Employees are imploring their companies to give them purposeful ways to contribute, and they won’t wait around forever. The data is unequivocal that thoughtfully executed CSR yields dividends in employee engagement, innovation, and brand loyalty. Companies like Unilever may have learned that not every brand needs a grand social mission, but even Unilever’s new direction emphasizes selective purpose, not abandoning it – focusing on initiatives (like Dove’s “Real Beauty” or Ben & Jerry’s advocacy) that authentically fit the brand and resonate with customers. In the same vein, CSR leaders should double down on programs that make sense for their business’s unique context.

Purpose-driven work and profit are not mutually exclusive; on the contrary, when done right, they fuel each other. The current corporate climate rewards those who lead with courage and clarity: choosing social investments that align with company values and stakeholder interests, measuring the outcomes, and communicating the wins. As the Executive CSR Report 2025 shows, a significant majority of companies are not retreating but recalibrating – 76% are maintaining or boosting their CSR budgets despite the noise. They are prioritizing areas like employee volunteering and ethical business practices where impact and business strategy intersect. This is a roadmap for moving forward.

In your next strategy meeting, armed with this research, make the case that CSR is a risk mitigator and value creator. Share how skills-based volunteering can energize your workforce, build goodwill, and drive real ROI – all while steering clear of unnecessary controversy. Encourage executives to see that supporting purpose-driven engagement isn’t about appeasing a trend; it’s about unleashing the full potential of your people and securing the company’s long-term relevance. By embracing purpose with pragmatism, CSR leaders can help their organizations not only survive tumultuous times, but emerge stronger – with employees, customers, and communities all pulling together. It’s time to lead beyond fear and harness the power of purpose as a performance driver for the business.

Whether you are looking for data, brainstorming, or an implementing partner, we hope you’ll reach out to us!



AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, inputted into AI with instructions to match our brand voice and readability, and then the post was proofread and finalized by a real human.

How to Help Employees Find Purpose—When Everything Feels Broken

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If you’re a CSR leader at a global company right now, you’re probably feeling two things at once:

  • The personal weight of a world in crisis—from climate disasters to humanitarian emergencies to systemic inequities.
  • The professional pressure to mobilize your workforce to do something about it.

The tension is real.

You want to launch meaningful programs, but you’re navigating budget scrutiny, legal caution, and employee burnout. You want to inspire your colleagues to act, but they, too, are overwhelmed. And it begs the question: How do you lead people toward purpose when they’re not sure where to begin?

Employees Are Ready—They Just Need a Clear First Step

Here’s what we know from the latest data:

  • 95% of employees care about their employer’s community impact.
  • 87% say volunteer opportunities influence their decision to stay.
  • 91% report that participating in skills-based projects boosts morale, cross-team collaboration, and overall fulfillment.

The desire to help is not the problem. The challenge is choice overload and lack of clarity.

When people feel helpless, they don’t need a long list of opportunities—they need a simple onramp. Something close to home. Something they can say yes to.

And that’s where you come in.

Create a Framework for Action: Start Where They Are

We often say that to make a difference, you have to “start where you are.“

As a CSR leader, your opportunity is to help others do exactly that:

  1. Start with existing passions. Encourage employees to volunteer for the causes they care most deeply about.
  2. Encourage them to use their skills. There are so many causes, projects, and asks for time. Help your employees filter through the noise by presenting them guidance on how to use their skills.
  3. Build “surround sound” support. Work through managers, executives, and company leaders to continue to promote the idea that volunteering is something your company absolutely encourages employees do do (here’s tips on how).
  4. Champion action. Recognize your employees that take any step. Celebrate people that contribute, regardless of the size of their effort.
  5. Connect them to community. Encourage employees to consider volunteering with the groups they’re already part of—their team at work, an ERG, a cohort from their last leadership experience, etc.

The right skills-based volunteering software can help, but you can also start small simply by hosting office hours, sharing guides with employees, or manually matching people when they reach out.

Why Skills-Based Volunteering Works Right Now

In a world full of uncertainty, skills-based volunteering (SBV) offers clarity. It’s:

  • Relevant: Employees get to use the skills they’re proud of to support causes they care about.
  • Strategic: Companies see benefits in retention, engagement, and leadership development.
  • Impactful: Social enterprises and nonprofits gain access to expertise they can’t afford.
  • Safe: It’s apolitical, scalable, and legally sound.

Just look at the numbers:

  • 77% of companies reported an increase in employee volunteerism compared to the previous year—up from 61% seeing growth the year prior.
  • Companies with SBV programs see 52% lower turnover among engaged employees.
  • 90% of firms say SBV builds leadership and soft skills.
  • 87% of nonprofits report better service delivery after SBV engagements.
  • 80% of social innovators say they need more skilled support to scale.

When done well, skills-based volunteering becomes more than a feel-good initiative—it’s a flywheel that powers employee purpose, business strategy, and community impact.

Help Your Employees “Be the Change”

In our work with CSR leaders across sectors, we’ve seen one truth emerge over and over: Employees don’t need to be told what to care about. They need access and tools to act on what they already care about.

This means your role isn’t to have all the answers. It’s to design the system that makes it simple for employees to engage:

  • Make it easier to get manager support to take time to volunteer.
  • Spotlight people that mobilize their peers to engage in skills-based work.
  • Offer toolkits for skills-based volunteering.
  • Encourage people to overcome “imposter syndrome”.
  • Create channels to help employees more easily find and match with skills-based volunteering projects.

The more you can shift your programs from “top-down participation” to “bottom-up empowerment,” the more sustainable they become.

Purpose Is a Practice, Not a Policy

We don’t have to solve everything right now. But we do have to move.

CSR leaders have a rare opportunity in this moment—to harness the energy, skills, and compassion that already exist inside their organizations and guide them toward action.

Start small. Start with community. Start where people already are.

And if you need help designing a skills-based volunteering program that meets this moment—MovingWorlds can help.

Because even in a complicated world, purpose is still possible. And it scales best when we build it together.



AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, inputted into AI with instructions to match our brand voice and readability, and then the post was proofread and finalized by a real human.

Why Employees Want Skills-Based Volunteering—Especially Now

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2025 is a complex year. CSR leaders are under pressure to demonstrate impact, reduce risk, and manage programs that are both purpose-driven and politically neutral. At the same time, there’s a growing awareness that employees are craving more than just a paycheck—they’re looking for meaning. The world is uncertain, but one thing remains true: people want to feel useful. They want to grow. And they want to contribute.

And this includes executives. A survey of executives found that 76% plan to increase spending on CSR programming, though the branding and positioning is likely to be malleable to avoid political and media backlash.

This is where skills-based volunteering (SBV) enters the picture. It’s not a buzzword, and it’s not just a trend—it’s an opportunity. For companies navigating tight budgets, risk-averse leadership, and increased employee disengagement, skills-based volunteering offers a way forward that benefits people, business, and society.

Purpose Isn’t a Trend—It’s an Expectation

Employees are no longer satisfied with symbolic volunteering opportunities or performative purpose statements. According to Deloitte’s 2025 workforce sentiment report, 95% of employees said it’s important that their employer makes a positive impact in the community. And more than 87% say company-sponsored volunteer programs influence their decision to stay. Anecdotally, in the programs we run at MovingWorlds, we have seen up to a 2X increase in demand for programs this year.

What’s more, today’s professionals—especially younger generations—are seeking ways to contribute their skills, not just their time. That could mean helping a nonprofit with digital strategy, mentoring an entrepreneur on financial planning, or guiding an impact startup through a rebrand. Employees are eager to apply their expertise to causes they care about—and they’re telling their employers they expect those opportunities to exist.

The Win-Win of Skills-Based Volunteering

Skills-based volunteering is exactly what it sounds like: employees donate their professional skills to organizations that need them. It’s purpose in action—and it checks multiple boxes for business, too.

  • Retention: Data shows that employees who engage in purpose programs are 52% less likely to leave. A longitudinal study at one firm showed a 36% decrease in attrition.
  • Development: 90% of companies surveyed by Deloitte say SBV improves employee leadership and soft skills.
  • Engagement: Participating in skills-based projects boosts morale, cross-team collaboration, and overall fulfillment – 91% of companies have realized this benefit.

Major companies are already leading the way. Programs like SAP’s Acceleration Collective show how providing on-demand as well as time-based programs appeal to the needs of a global employee base, create lasting impact for social innovators, and contribute positively to the leadership and career development of employees. Even the CEO participated!

It’s Not Just Good for Business—It’s Good for the World

Skills-based volunteering isn’t just about employee satisfaction or corporate brand value—it drives real, lasting change for the organizations receiving support. According to the Taproot Foundation, over 80% of social sector organizations report needing pro bono help with strategy, tech, and operations, but fewer than 30% are able to access it.

That gap matters. Many nonprofits, social enterprises, and impact startups are doing transformative work, but they’re held back by a lack of capacity in areas like finance, HR, digital marketing, and data management. Skills-based volunteers fill these gaps in high-leverage ways. Common Impact reports that 87% of partner organizations said SBV projects improved their ability to serve their communities, and 68% reported greater operational efficiency as a result.

When companies connect employees with these organizations through well-designed SBV programs, everyone wins: communities get stronger, organizations get smarter, and employees become more connected to their company’s purpose.

What’s Holding Leaders Back?

We understand the hesitation. Proposing anything new in a risk-averse climate can feel daunting. CSR leaders are navigating legal reviews, brand sensitivities, and limited headcount. But the irony is this: the programs designed to play it safe often fail to deliver real value.

Skills-based volunteering isn’t risky—it’s relevant. It’s a low-cost, high-impact solution that speaks to business goals, employee needs, and social progress. And it’s being embraced by companies that are charting bold paths forward, even in uncertain times.

Leading with Purpose, Backed by Strategy

If you’re thinking about how to reignite purpose in your CSR strategy—for your employees, for your leadership team, and for your community partners—skills-based volunteering might just be your smartest next move.

And if you’d like help building and/or scaling a program that works at your global company, MovingWorlds can help.

Let’s move forward—together, with purpose.

How Virtual Skills-Based Volunteering Is Powering Global Social Innovation

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Virtual skills-based volunteering (SBV) – where professionals contribute their expertise to mission-driven organizations – is transforming how support is delivered to social innovators worldwide.

Since the pandemic, virtual SBV has surged, unlocking new possibilities for social enterprises to tap into global talent regardless of geography. At MovingWorlds, we’ve facilitated over 2,500 skills-based projects across 122 countries, delivering more than $51 million in pro bono support to social enterprises. We’ve seen firsthand that virtual volunteering isn’t just a temporary substitute for in-person service — it’s an inclusive and powerful model to create meaningful impact at scale.

In our experience, we see that virtual skills-based volunteers engage in 5 primary functions:

  1. Mentoring
  2. Coaching
  3. Training
  4. Consulting
  5. Quick advice calls

Here’s how virtual SBV is delivering real impact across five powerful roles:

1. Mentors: Sharing Industry Expertise & Insight

Mentors act as trusted guides, sharing years of professional and industry-specific experience with social entrepreneurs. These relationships often take the form of regular check-ins or strategic sounding boards. While the insights are invaluable, it’s the human connection that often leaves the deepest mark.

For example, in SAP’s Acceleration Collective program, employees mentor early-stage social entrepreneurs around the globe, helping them refine their business models, avoid common pitfalls, and connect to markets.

(check out our SAP Skills-Based Volunteering Case Study here.)

“Her support helped me create the strategic connections I needed — we ended up being funded by National Geographic!”
— Social entrepreneur supported through a MovingWorlds mentor match

These mentorships don’t just improve the business — they support the person behind the mission, often helping founders gain confidence to push through moments of doubt or challenge.

2. Coaches: Strengthening Leadership & Teams

Leadership can be isolating, especially in resource-constrained, impact-driven environments. Virtual coaches support social enterprise leaders by helping them reflect, strategize, and grow their leadership capabilities.

Coaches often help changemakers:

  • Clarify priorities and show-up as more effective leaders
  • Strengthen team dynamics and create more collaborate and high-performing environments
  • Improve communication and management styles that improve organization efficiency
  • Work through mental health and isolation challenges

In one success story we just learned about, an employee coach from SAP guided a startup founder in Eastern Europe through defining her vision and fundraising strategy — which led directly to a successful pitch and major funding.

The coaching relationship proved so impactful that the entrepreneur credited it with “giving me the clarity and resolve to pursue a bigger opportunity.“

3. Trainers: Building Skills & Capacity

Capacity-building is at the heart of sustainable development. Virtual volunteers who serve as trainers offer hands-on education to individuals and/or teams in areas like finance, accounting, HR, operations, sales, strategy, as well as with tools like CRMs, AI, Websites, and more.

A recent report from Common Impact shows that skills-based projects improve nonprofit effectiveness by up to 28%. (check out our list of platforms that help manage virtual volunteering at scale).

These engagements aren’t just tactical — they create a multiplier effect. When staff gain new skills, they bring that knowledge back into the organization, train others, and build stronger systems that lower costs and help them scale.

4. Pro Bono Consultants: Driving Strategy & Execution

SBV professionals often act as pro bono consultants, stepping in to solve complex strategic or operational challenges. They may:

  • Support in the development of strategic and operation plans
  • Lend execution support to help deliver programs
  • Help guide the selection and implementation of new tech tools
  • Provide a capacity building boost to teams working to deliver a project on-time
  • Conduct in-depth analysis on current or future challenges and opportunities

In addition to what we see in our own research, other organizations like Taproot Foundation and Common Impact have demonstrated that high-quality consulting can be delivered virtually — with fewer costs and greater reach. In fact, Common Impact found that virtual engagements allow for increased scalability, higher ROI, and reduced logistical barriers.

One example: A volunteer marketing strategist helped 100cameras refine its outreach strategy — which ultimately led to national media coverage on NBC’s Rockefeller Center Tree Lighting Special.

5. Advisors: Providing Quick, Targeted Support

Sometimes, the most valuable contribution is a quick call or email — a “flash consulting” session or a warm introduction. Virtual platforms make these easy to coordinate.

Whether it’s a 30-minute call to review a pitch deck, or a recommendation for an industry insider, these quick connects often punch far above their weight. In fact, some social entrepreneurs credit one conversation with unlocking a major growth opportunity.

Through initiatives like SAP’s social procurement program, corporations are also acting as advisors by opening up new markets and supply chain access to social enterprises.

“You won’t know everything, but you are there for the client — and the world.”
— Volunteer advisor through MovingWorlds

The Real Impact: Why It Works

When professionals volunteer their skills virtually, social innovators benefit in multiple ways:

✅ Projects get completed and scaled:
Whether it’s launching a website or building a financial model, virtual SBV brings the right expertise at the right time.

✅ Teams are upskilled and more confident:
Volunteers pass on knowledge that strengthens internal capacity and builds long-term resilience.

✅ Operations improve for the long term:
Strategic support helps organizations implement better systems, enabling growth and efficiency.

✅ Founders feel supported and energized:
The human connection of mentorship, coaching, and collaboration helps sustain the passion needed to keep going.

✅ New markets and opportunities become accessible:
Volunteers often open doors that lead to partnerships, funding, and new customers.

A Win-Win for CSR Programs

It’s not only the social enterprises that benefit — companies see tangible gains, too.

For CSR and HR leaders, virtual SBV is a proven way to:

  • Increase employee engagement and performance
  • Grow cross-cultural collaboration and leadership skills of employees
  • Retain purpose-driven employees
  • Identify innovation and new market opportunities
  • Build brand value by communicating social impact that is aligned with corporate strategy

According to Deloitte, 92% of business leaders agree that volunteering improves employees’ leadership and broader professional skills. MovingWorlds’ partners have echoed this, noting increased employee satisfaction and retention.

(see this ROI calculation proving the awesome return on investment that skills-based volunteering programs provide.)

Virtual programs also expand access to a more diverse group of employees — not just those who can travel. Everyone, from a junior analyst to a seasoned executive, can contribute their skills on their schedule, from anywhere.

The Future Is Hybrid — But Virtual Is Here to Stay

At MovingWorlds, we believe that the future of volunteering is hybrid — blending the immersive value of in-person service with the reach and efficiency of virtual collaboration.

But make no mistake: virtual skills-based volunteering is already changing the world.

If you’re a CSR leader, social innovator, or purpose-driven professional: Virtual SBV isn’t just possible — it’s powerful. And if you need a partner in scaling a global skills-based volunteering program, we’d love to talk to you.

Let’s keep building bridges — across industries, continents, and missions — to create a more equitable and sustainable world.

AI disclaimer: Following our AI Ethics policy, we disclose when we use AI. This post was written with the help of an AI chatbot that we trained with our research, brand voice, and other rules. The content strategy was first written by MovingWorlds, as was an initial list of data. We then used AI to final supplemental research, which we fact checked. We then finished writing the post.