New Research From CECP Reveals Corporate Purpose Integration as a Key Driver of Business Value and Resilience

Chief Executives for Corporate Purpose (CECP) — Tue, 21 Apr 2026 13:20:00 -0400

NEW YORK, April 21, 2026 /3BL/ - A new study released today by Chief Executives for Corporate Purpose© (CECP) demonstrates that companies with deeply integrated corporate purpose across their core business systems achieve significantly better business outcomes in comparison to those that treat purpose as a PR exercise. The 2026 edition of Corporate Purpose: Driving Business Value highlights that while 92% of S&P Global 1200 companies now have a purpose statement, the true competitive advantage lies in "Purpose-Driven Systems”, where purpose is hardwired into a company’s governance, incentives, and operations.

Despite recent shifts in the global business landscape, the research indicates that most organizations are not retreating from corporate purpose. According to a CECP Pulse Survey from March 2026 of 526 respondents, a majority are maintaining or accelerating their commitment: 28% have not changed their strategy, while 26% are leaning further into purpose-led programs.

The research identifies a material difference in performance across the "Purpose Integration Continuum", a framework for implementing purpose across the organization. Key findings include:

Organizational Scale: Companies further along the Integration Continuum are not small; they boast a median revenue nearly 2x higher than companies at the "Stated Purpose" stage, suggesting that business integration correlates with long-term scale and longevity.
Innovation & Creativity: Companies with a well-defined mission report a 30% increase in innovation rates, reflecting how clarity and alignment unlock creative execution.
Operational Resilience: Nearly all CEOs (99%) now view these efforts as central to long-term value creation and competitive advantage rather than optional or reputational exercises.
Workforce Stability: Highly integrated companies see significantly lower voluntary turnover (6.3%) compared to those that only state their purpose (8.1%).

"The presence of a purpose statement is no longer a differentiator, it is the baseline, with 92% of the S&P Global 1200 already on board," said Kate Stobbe, Director of Insights, CECP. "Our data shows that the most resilient and successful companies are those that move beyond aspiration to execution. By embedding purpose into durable systems like executive compensation and risk management, these organizations aren't just doing good; they are building a strategic infrastructure that drives measurable returns and protects companies’ long-term value through volatility."

The report contains several company case studies. In 2015, Walmart made a controversial decision to raise its starting wage to $9 an hour—a move that initially triggered a 10% drop in its share price and drew skepticism from investors. At the time, the company faced high employee turnover, mounting pressure from labor activists, and deteriorating customer experience. Then CEO Doug McMillon responded by listening to frontline workers and addressing core operational issues, including wages, scheduling stability, store leadership, training, and inventory management. While the decision carried short-term market costs, it helped catalyze Walmart’s sustained sales growth, online expansion, and a roughly 10% improvement in employee retention, contributing to long-term value creation, with U.S. sales growth every year since 2015 and global revenue reaching $681 billion.

For the methodology, CECP conducted a five-year longitudinal analysis of the S&P Global 1200 companies to distinguish between different stages of purpose adoption throughout the business. The research utilized a Purpose Integration Index based on 11 observable and externally verifiable management actions across five domains: governance, incentives, risk management, climate, and human rights. Companies were categorized into three stages—Stated Purpose, Operationalized Purpose, and Purpose-Driven Systems. Supplemental data includes a Pulse Survey of 526 respondents regarding strategy shifts and business case sentiment on purpose.

CECP Media Contact

Katie Leasor

kleasor@cecp.co

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About Chief Executives for Corporate Purpose (CECP)

Chief Executives for Corporate Purpose® (CECP) is the only nonpartisan business counsel and network dedicated to driving measurable returns on purpose. We promote responsible purpose-driven business as it increases customer loyalty, builds employee engagement, improves brand trust, attracts top talent, connects with strategic investors, and contributes to the bottom line.

More than 200 of the world’s leading companies seek to improve their return on purpose through access to CECP's solutions in research and insights, strategy and benchmarking, and convening and communications. With our companies, we harness the power of purpose for business, stakeholders, and society.

For more information, visit http://cecp.co.

The Traitors Fuels a Small Business Boom in the Scottish Highlands

GoDaddy — Tue, 21 Apr 2026 10:00:00 -0400

New GoDaddy data shows a surge in microbusiness activity across the Scottish Highlands since season two of The Traitors aired in January 2024
The constituency of Caithness, Sutherland, and Easter Ross – home to Ardross Castle, where The Traitors is filmed – has seen an impressive uplift of 53% in its microbusiness density rate, the number of small businesses per 100 residents
Inverness, Nairn, Badenoch and Strathspey also grew its microbusiness density rate from 0.76 in 2024 to 1.34 in 2025, an increase of 76%
The new data comes from the GoDaddy Small Business Research Lab, which analyses over 600,000 British small businesses
The Traitors became a cultural phenomenon in season two, near doubling its viewing figures to 6.9 million on average, compared to 3.4 million in season one

The Traitors has sparked an entrepreneurial drive in the Scottish Highlands, as new GoDaddy data reveals a dramatic growth in small business activity since the show's second season aired in January 2024.

The new data comes from the GoDaddy Small Business Research Lab, an international research initiative that studies the economic impact of more than 600,000 small businesses in the UK, as well as the attitudes of their owners. Each constituency in the UK receives a microbusiness density count by mapping the concentration of microbusiness owners against local population sizes.

Jamie Stone, MP for Caithness, Sutherland and Easter Ross, praised the show for bringing millions of pounds and jobs to the Scottish Highlands, and GoDaddy data demonstrates the economic impact across the region.

Ardross Castle constituency sees 53% rise in Microbusiness Density

The Traitors is filmed at Ardross Castle in the Scottish Highlands, within the constituency of Caithness, Sutherland and Easter Ross. The constituency has increased its Microbusiness Density from 0.65 (before the first series aired) to 0.99 today, representing an impressive 53% uplift.

The uplift reflects how a cultural phenomenon parallels real-world opportunity for growth in new businesses across sectors such as tourism, hospitality, transport, and local goods and services among others.

GoDaddy data suggests a wider ripple effect across the Highlands

The Highland constituency of Inverness, Nairn, Badenoch and Strathspey has grown its microbusiness density by an impressive 76% since season two, whilst Ross, Skye and Lochaber experienced strong growth of 66%.

Highland growth has matched - and in some cases outpaced - key economic centres including Glasgow South West (+69%), Edinburgh South West (+73%), Leeds Central (+44%), and Bristol West (+61%).

According to further research from GoDaddy and Frontier Economics, the growth of digital microbusinesses delivers measurable benefits to the wider economy. A 10% increase in digital microbusiness density is linked to an average rise of £360 in median annual pay, 5.1 additional jobs per thousand residents, and over £26 million in additional GDP for a typical local authority of 200,000 people. This constituency-level growth reflects broader economic benefits associated with rising digital microbusiness activity

Alexandra Rosen, Economist and Head of the GoDaddy Small Business Research Lab, said:

“Major TV moments can act like an economic spark for the places they spotlight. While the business of filming provides a short-term boost to local economies, the real opportunity lies as viewers become inspired to visit and book experiences to get a taste of what they have seen on screen, or local residents become inspired to pursue passions and fulfil local and widespread demands. It is inspiring to see that a surge in attention is being paralleled by entrepreneurs across the Scottish Highlands, delivering benefits to their local economies.”

--- ENDS ---

Notes to the editors

Growth in Microbusiness Density since Season 2 of The Traitors aired
Highland constituency	Growth since January 2024
Argyll and Bute	+65%
Ross, Skye and Lochaber	+66%
Na h-Eileanan an Iar	+57%
Orkney and Shetland	+85%
Caithness, Sutherland and Easter Ross	+53%
Inverness, Nairn, Badenoch and Strathspey	+76%
Moray	+67%

PR contact

GoDaddy@MHPGroup.com

About GoDaddy
GoDaddy, the world's largest domain name registrar, helps millions of entrepreneurs globally start, grow, and scale their businesses. People come to GoDaddy to name their idea, build a website and logo, sell their products and services and accept payments. GoDaddy Airo^®, the company's AI-powered experience, makes growing a small business faster and easier by helping them to get their idea online in minutes, drive traffic and boost sales. GoDaddy's expert guides are available 24/7 to provide assistance. To learn more about the company, visit www.GoDaddy.com.

About GoDaddy Small Business Research Lab

GoDaddy Small Business Research Lab is a multi-year research initiative, which analyses data from over 600,000 UK microbusinesses - conducted by GoDaddy to quantify the impact of these microbusinesses on the UK economy and their local communities.

CVS Health’s Annual Impact in Tennessee

CVS Health — Tue, 21 Apr 2026 08:30:00 -0400

Originally published in the CVS Health National Economic Impact Report

With more than 9,000 locations and 300,000 employees, CVS Health is a driving force in the American economy, delivering $474 billion in economic impact nationwide.

As one of the country’s largest private employers, we’re making health care more affordable and accessible for you and your family.

Discover how our economic footprint benefits communities across the U.S: creating jobs, fueling local investments and generating tax revenue that supports schools, emergency services, infrastructure and more.

With 149 locations, CVS Health is bringing high-quality and affordable care to Tennessee communities, improving people’s health and driving economic growth.

$4.2 Billion in Economic Impact

CVS Health’s operations in Tennessee generated an economic impact of $4.2B in FY24. This includes a direct impact of $2.4B, $889.8M indirect and $942.5M induced.

Source: Parker Strategy Group using data from CVS Health in IMPLAN

With multiple locations and prescription delivery services, CVS Health proudly serves patients and communities throughout Tennessee.

Generating $1 Billion in Labor Income

CVS Health generated $1B in total labor income in Tennessee ($440.8M direct, $278.5M indirect and $302.8M induced) in FY24.

Source: Parker Strategy Group using data from CVS Health in IMPLAN

Supporting and Sustaining Jobs

Overall, CVS Health supported 17,087 jobs in Tennessee in FY24 (8,534 direct employees, 4,085 indirect and 4,467 induced).

Source: Parker Strategy Group using data from CVS Health in IMPLAN

Contributing to the Local and State Tax Base

CVS Health supported $299.7M in state and local taxes in Tennessee as a result of operations and capital spending in FY24. State ($158.8M) and local taxes ($140.8M) paid include employment-related, business and consumption-based taxes.

Source: Parker Strategy Group using data from CVS Health in IMPLAN

Giving Back to the Community

$468,103 in Community Support
1,963 Volunteer Hours

Source: CVS Health, 2024 Data

To learn more, Download national report and Explore impact by state

Methodology

The study is a snapshot of economic impact as of December 31, 2024, unless otherwise noted. Data used to complete the economic analysis was provided by CVS Health. Data supplied included operating expenditures, capital spending, pay and benefits, direct taxes paid and total employees. The colleague data used in the analysis of the report represents the sum total of all colleagues who were in the state at any time in 2024. Average number of CVS Health colleagues reflects a point-in-time estimate in 2024. Primary and secondary data was used to complete the input-output models in IMPLAN. Additional jobs include indirect employment created as a result of CVS Health’s economic impact and induced employment as a result of household spending by CVS Health employees and employees of vendors. The CVS Health colleague and location data is as of January 1, 2025. Patient counts are not unique across mail, retail and specialty pharmacy. Numbers in this report are subject to rounding.

New CVS Health Report Highlights the Company’s Role as a Top U.S. Employer, Investing in Improving Health and Supporting Local Communities

CVS Health — Mon, 20 Apr 2026 08:30:00 -0400

WOONSOCKET, R.I.,— CVS Health® (NYSE: CVS) recently released its inaugural National Economic Impact Report demonstrating the positive economic impact that the company has in communities across the country.

The report demonstrates how CVS Health delivers $474 billion annually for the U.S. economy and supports 1.3 million jobs nationwide through its operations in every U.S. state and Washington, D.C. In addition, CVS Health operations generated $58.6 billion in local, state and federal taxes, helping to fund schools, emergency services and critical infrastructure.

“At CVS Health, our economic impact reaches far beyond our stores, clinics and facilities,” said David Joyner, President and CEO, CVS Health. “To be America’s most trusted health care company means that we help simplify care and improve health one person, one family, one community at a time. Through supporting over a million American jobs and generating significant tax revenue that helps fund schools, emergency services and infrastructure, we create stronger, more resilient communities across the country.”

Nearly 85% of Americans live within 10 miles of a CVS Pharmacy, and CVS Health serves 185 million individuals, expanding access to care across cities, towns and rural communities.

Key highlights from the report*:

$474 billion annual economic impact
Approximately 9,000 retail pharmacy locations, as well as more than 1,000 walk-in and primary care medical clinics
300,000+ employees; 1.3 million jobs supported
$58.6 billion in taxes for local, state and federal programs
$239 million invested in community initiatives
84,000 volunteer hours

“We are focused on helping improve communities across America. Supporting health and vitality is the foundation of our business,” said Joyner. “From our beginnings as Consumer Value Store in Lowell, Massachusetts over 60 years ago, to our presence in every state today, we’ve stayed steadfast to our core mission: helping our neighbors and our communities.”

Explore the full National Economic Impact Report, including state-by-state data and community stories, at CVS Health National Economic Impact.

*Source: Parker Strategy Group using data from CVS Health in IMPLAN

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About CVS Health

CVS Health is a leading health solutions company building a world of health around every consumer, wherever they are. As of September 30, 2025, the Company had approximately 9,000 retail pharmacy locations, more than 1,000 walk-in and primary care medical clinics and a leading pharmacy benefits manager with approximately 87 million plan members. The Company also serves an estimated more than 37 million people through traditional, voluntary and consumer-directed health insurance products and related services, including highly rated Medicare Advantage offerings and a leading standalone Medicare Part D prescription drug plan. The Company’s integrated model uses personalized, technology driven services to connect people to simply better health, increasing access to quality care, delivering better outcomes, and lowering overall costs.

Energy for a Better Future: Our 2025 Corporate Citizenship Impact

Entergy Corporation — Fri, 17 Apr 2026 10:50:00 -0400

April is Volunteer Month, and we're proud to reflect on an incredible year of giving back. In 2025, our amazing volunteers dedicated more than 160,000 hours to make a positive impact in the communities we serve. Check out our full 2025 Performance Report to see how we’re making a difference together.

Empowering our communities
Giving back to our communities, and empowering them, is at the core of our corporate mission. In 2025, our continued focus on improving the lives of our customers and communities resulted in an economic impact of $145.3 million across our service area. Our dedicated employees contributed 169,000 hours of volunteer service, valued at $5.8 million.

The Civic 50 honoree
In 2025, Entergy was again recognized as an honoree of The Civic 50, in which Points of Light highlights U.S. companies leading the way in employee volunteerism and community investment. It was the 10th consecutive year that Entergy has received this significant honor. In addition, Entergy was named the Utilities Sector Leader for the third consecutive year and was named this year’s Volunteer Leader Awardee for the first time.

Helping our customers “Beat the Heat”
In response to high temperatures in summer 2025, our shareholders, customers and employees focused on helping customers who were struggling to pay their energy bills.

Through the 2025 program, we:

Donated $2.8 million from shareholders, employees and customers to The Power to Care program that helps older adults and customers with disabilities pay their energy bills.
Gave all residential customers access to Single Stop, an online platform that connects families in need with financial resources.
More than 6,000 customers were able to receive almost $500,000 in additional financial assistance and benefits from federal, state and local resources.
Awarded more than $100,000 in grants to provide electric fans and home weatherization kits to help customers stay cool and reduce their energy use.
Donated $25,000 to local organizations that weatherize homes for customers needing assistance.
Held community outreach fairs in underserved neighborhoods, where customers received on-site help and resources for managing their bills, energy efficiency kits, pro bono legal aid, Kids to College savings accounts, and more.
Provided more than 4,000 free electric fans to help customers beat high temperatures and save on electricity bills throughout the summer.
Distributed more than 1,000 energy efficiency kits to customers, with money-saving LED lightbulbs, advanced power strips, bathroom faucet aerators and V-seal weatherstripping.

Free tax preparation for our customers
For more than 15 years, we have provided free tax preparation for our low-to-moderate-income customers at Volunteer Income Tax Assistance sites across our service area in Arkansas, Louisiana, Mississippi and Texas. Every year, our IRS-certified employees help customers file their taxes and access valuable information on tax credits and deductions they are eligible for, maximizing their tax refunds. In 2025, Entergy helped low-to-moderate-income customers receive $54.2 million in federal tax refunds. Since 2009, our support of VITA sites has helped return $333 million to nearly 200,000 customers in our service area.

Read the full report here.

Sands Surpasses the Primary People, Communities and Planet Ambitions Set for Its 2021–2025 Reporting Period

Las Vegas Sands — Thu, 16 Apr 2026 12:05:00 -0400

Published by Las Vegas Sands on April 9, 2026

LAS VEGAS /3BL/ - Las Vegas Sands (NYSE: LVS) has released its latest environmental, social and governance (ESG) report, highlighted by the accomplishment of its 2021-2025 ambitions in the areas of workforce development, community volunteerism and carbon emissions reduction. The company’s goals align with its People, Communities and Planet corporate responsibility pillars.

At the close of 2025, Sands had spent more than $270 million on workforce development initiatives since 2021, surpassing its People pillar ambition to invest $200 million by 2025. In 2025, the company invested nearly $53 million in programs to advance job skills and career training for Team Members, hospitality industry professionals and the local labor pool in its regions.

Sands also surpassed its Communities pillar target of contributing 250,000 Team Member volunteer hours by 2025, with more than 290,000 hours amassed between 2021-2025 and nearly 35,000 volunteer hours logged for 82 nonprofit organizations in 2025.

Under the Planet pillar, Sands reduced its scope 1 and 2 emissions by 54% in 2025 from a 2018 base year, achieving its Science Based Targets Initiative (SBTi)-validated 17.5% reduction target as well as its 1.5°C-aligned 30% reduction target in line with the United Nations Paris Agreement. The company supported accomplishment of these targets by accelerating renewable energy use and increasing energy attribute certificate purchases from 8% to 31% during the reporting cycle.

In addition to these primary ambitions, Sands made advancements in other People, Communities and Planet priorities.

People – Beyond its 2021-2025 workforce development investment, which encompassed 235 partnerships with universities and 116 new Team Member development programs, Sands continued to place priority on working with local businesses and small and medium enterprises (SMEs) in support of its regions’ economic health. In 2025, the company procured $2 billion in goods and services from local businesses in its regions, including $437 million from diverse businesses and SMEs. During the full 2021-2025 reporting period, the company spent $1.7 billion with SMEs in Macao alone.

Communities – Along with its priority on community volunteer service, Sands provided $11 million in philanthropic contributions to nonprofit organizations in 2025 and $53 million in sponsorships to support its regions’ cultural events and programs during the 2021-2025 reporting cycle. Helping nonprofits build their capacity through funding and mentorship remained a top priority, headlined by the Sands Cares Accelerator, which incubates the strategic goals of nonprofits over three years and graduated its sixth member at the end of 2025.

Over the five-year reporting period, helping regions navigate the pandemic and other crisis situations was a primary focus, with Sands contributing substantial Team Member volunteer time, emergency-response supplies, in-kind donations and funding for COVID-19 support around the world. The company’s regions also continued their long-standing tradition of aiding people facing hardships by assembling and donating more than 300,000 hygiene and emergency kits through the Sands Cares Global Hygiene Kit Build with Clean the World and other local emergency preparedness initiatives.

Planet – In addition to maintaining achievement of its emissions-reduction target, Sands achieved other milestones in its priority areas of waste diversion, incorporation of sustainable materials and resources, and water stewardship led by the Sands ECO360 global sustainability program. By the end of 2025, the company had increased operational waste diversion by 10% over a 2019 base year, surpassing its 5% target. Sands’ properties also prevented, rescued or diverted 36% of food waste in 2025, well above the company’s 25% target. In support of its global commitment to reduce food waste, Sands donated 52 metric tons of unserved food to local hunger relief organizations during the five-year reporting period.

In line with its focus on increasing use of sustainable materials and resources, Sands successfully transitioned all company-branded water bottles to reusable solutions or sustainable materials as of August 2025. The company also set a target to procure 100% cage-free eggs by 2028 and made strong progress by achieving 40% sourcing at the end of 2025. Finally, Sands reduced potable water use intensity by 8% in 2025 from the 2019 base year, surpassing its 3% reduction target.

“The 2021-2025 reporting period was a time of resilience and sheer determination to reach our targets with the significant challenges the pandemic brought to the hospitality industry in the early part of the cycle,” Katarina Tesarova, senior vice president and chief sustainability officer, said. “We remained committed to our goals throughout every stage, and the credit for achievement of our ESG targets goes to our Team Members around the world.”

Underscoring Sands’ ESG performance in 2025, the company was included on Fortune’s World’s Most Admired Companies 2026 list, Newsweek’s 2026 America’s Greenest Companies and 2026 America’s Most Responsible Companies lists, and CDP’s 2025 A-List for Climate Change.

To read the company’s 2025 ESG Report, visit: https://www.sands.com/resources/reports/.

# # #

About Sands (NYSE: LVS)

Sands is the leading global developer and operator of integrated resorts. The company’s iconic properties drive valuable leisure and business tourism and deliver significant economic benefits, sustained job creation, financial opportunities for local businesses and community investment to help make its host regions ideal places to live, work and visit.

Sands’ portfolio of properties includes Marina Bay Sands® in Singapore and The Venetian® Macao, The Londoner Macao®, The Parisian® Macao, The Plaza® Macao and Four Seasons® Hotel Macao, and Sands® Macao in Macao SAR, China, through majority ownership in Sands China Ltd.

Dedicated to being a leader in corporate responsibility, Sands is anchored by the core tenets of serving people, communities and the planet. The company’s ESG leadership has led to inclusion on the Dow Jones Best-in-Class Indices for World and North America, as well as Fortune’s list of the World’s Most Admired Companies. To learn more, visit www.sands.com.

Contacts:

Kristin Koca

Sands

702.923.9142 Kristin.Koca@sands.com

Two Goals, One Strategy

Wesco International — Thu, 16 Apr 2026 09:30:00 -0400

By Renee Thompson, Sustainability Director, Wesco International

Sustainability and security have long been treated as separate concerns — one focused on the planet, the other on protecting business. Many people don't realize how much common ground they share, and recognizing this connection is increasingly important.

Why These Two Things Are Being Talked About Together

At first glance, sustainability and security seem very different. Sustainability is about how an organization manages its environmental impact—generally focusing on topics like reducing energy use, cutting carbon emissions, and minimizing waste. Security is about protecting the organization from harm, focusing on safeguarding data, defending systems, and keeping operations running safely.

So why are the two increasingly being discussed together now? Because the risks they deal with are starting to overlap in ways that are hard to ignore. A major storm that floods a data center is, all at once, a climate event and a security incident. A supplier without environmental governance may also lack standards across the board, including those for handling sensitive data. These aren't coincidences, they are patterns.

Both sustainability and security are really about the same thing: making sure your organization can keep operating, today and in the future.

The Shared Language of Resilience

The word that brings them together is resilience, the ability to withstand disruption and bounce back from setbacks. Security teams have used it for years to describe systems that can withstand attacks. Sustainability professionals often use it to describe how businesses and communities cope with climate events, resource shortages, and shifting regulations.

Once you frame the goals of both teams this way, the overlap becomes clear. Reducing an organization’s dependency on a single energy source makes an organization more environmentally responsible and less vulnerable to outages. Knowing exactly who is in your supply chain helps you track emissions and reduces the risk of a security breach.

Where the Overlap Shows Up in Practice

Think about the buildings and systems that organizations rely on every day. Office buildings, warehouses, and server rooms all consume energy and need to be physically secure. When an organization upgrades to smart building technology to reduce its energy footprint, it installs connected devices, such as sensors, automated controls, and networked systems. Those same systems need to be secured against unauthorized access. A greener building and a safer building are, in this case, the same building.

The same logic applies to supply chains. Most organizations today source products and services from dozens, hundreds, or possibly thousands of external partners. Tracking the environmental information of those partners, where materials come from, and how much carbon their operations produce, requires the same kind of detailed supplier mapping that security teams use to understand who has access to their systems and data. Many organizations are starting to combine these assessments into a single process, saving time while building a more complete picture of their overall risk.

Practical examples of where sustainability and security meet:

Smart building upgrades that save energy also introduce connected devices that need to be secured.
Supplier audits for environmental standards and security practices can be run together.
Business continuity plans increasingly need to account for extreme weather events.
Reducing energy waste in data centers lowers costs, emissions, and points of failure.
Transparent reporting requirements for both sustainability and security push organizations to improve record-keeping and data governance across the board.

The Role of Regulation

In the EU, for example, Corporate Sustainability Reporting Directive (CRSD) requires larger organizations to report not just on their carbon footprint but also on broader risks, including operational and digital risks that could undermine their ability to meet their sustainability commitments. This is new territory for most companies and their compliance teams, and it is nudging sustainability and security colleagues to work more closely together than they ever have before.

For many organizations, the compliance process itself is where collaboration begins. A shared deadline has a way of bringing people to the same table.

What This Means for People and Culture

Beyond systems and processes, there is a human dimension to this shift. People working in sustainability and security often face the same internal challenge - making the case for investment in something whose benefits are difficult to see. You cannot point to the cyberattack that didn't happen, just as you cannot show someone the emissions that weren't produced. Both require organizations to look into the future and trust that prevention is worth the cost.

The shared experience of advocating for future-focused thinking in organizations that often prioritize short-term results has become an unexpected bond between professionals in both fields. They are increasingly finding that they have more to learn from each other than they once assumed.

The best organizations are not asking whether this is a sustainability problem or a security problem. They are asking: What is the right thing to do to keep this organization safe and responsible in the long term?

A Starting Point, not a Destination

For most organizations, thinking about sustainability and security together is still relatively new. There is no single established model for how to do it. The important thing is to start looking for connections by noticing when a decision in one area has implications for the other, and to make sure the right people are in the conversation when it does.

That might mean a joint review of a supplier shortlist. It might mean including sustainability considerations in a business continuity plan. It may mean scheduling a regular conversation between two teams that have historically had little reason to meet. Small steps, consistently taken, tend to compound.

Over the next decade, the organizations that successfully navigate this collaboration will likely be the ones that stop treating these as separate problems a little earlier than everyone else.

Mastercard: What Financial Health Looks Like Right Now

Mastercard — Thu, 16 Apr 2026 09:00:00 -0400

Originally published by Mastercard

By Vicki Hyman
Director, Global Communications, Mastercard

Financial health is often framed as a long-term goal: building wealth, buying a “forever home,” planning for retirement, perhaps even early retirement. But new global research from Mastercard suggests that for many consumers today, financial health is far more immediate and practical.

Across 11 markets, consumers defined being “financially well” first and foremost as paying bills on time without stress (50%) and being free from debt (50%; rising to 56% and ranking most important of those with low income), followed closely by having emergency savings (47%) and being able to comfortably afford everyday essentials (45%) — gas, not tropical getaways; medicine, not Michelin-star meals.

Longer-term goals like building wealth or retiring when they want fall much lower on the list, underscoring how rising costs, economic uncertainty and day-to-day pressures are reshaping what “doing well” really means.

The findings come from a 2026 survey of 9,605 consumers and 2,276 small businesses across the United States, Canada, Brazil, Mexico, Colombia, the United Kingdom, France, Germany, Australia, India and China, offering a broad view into how people are experiencing their financial lives today.

The survey found that fewer than 1 in 4 (24%) people describe their current financial situation as “very comfortable,” with nearly 3 in 10 (29%) saying they are “just getting by” or “struggling,” more common among lower income segments (46%) and those who are underbanked (35%).

But despite the pressures shaping today’s definition of financial health, optimism remains resilient, with 61% of consumers (65% underbanked) saying they believe their best days are still ahead.

Back to basics

When asked what it means to be financially well, consumers consistently prioritized stability over aspiration. Barely a third named building wealth, and just over a quarter said being able to retire when they want.

“People need to feel confident about getting through the day before planning for the future,” says Shamina Singh, president and founder of the Mastercard Center for Inclusive Growth. “True financial health depends on whether people can use financial tools with confidence, manage short-term needs and weather unexpected shocks.”

That understanding underpins Mastercard’s next chapter in this space — a commitment to connect and protect 500 million people and small businesses on their pathways to financial health by 2030. The focus is on supporting the full journey, from access to active use, from use to security, and from security to long-term resilience, so that participation in the digital economy feels safe, practical and reliable.

This work follows Mastercard’s work during the last decade to bring more than 1 billion people and 65 million small businesses into the formal financial system, which was a critical first step in providing access to digital and financial tools.

This new commitment may look different in different markets. In Africa, farmers are creating a digital profile that can unlock affordable digital financial services through the MADE Alliance initiative. In Southeast Asia, factory workers are receiving digital wages, a safer option than cash, and one that gives them more control over their finances. In North America, small business owners are accessing affordable cyber solutions to protect their enterprises and AI-powered agents that can act as digital executives to gain deeper insights into their operations so they can grow smarter and faster.

And around the world, the Global Financial Health Coalition, launched last year by Mastercard, is convening leaders across the ecosystem to strengthen trust, expand protection and embrace innovation, moving people beyond short-term survival toward lasting financial confidence and opportunity.

“Advancing financial health at scale requires shared insight and collective action,” says Bunita Sawhney, chief consumer product officer at Mastercard. “By bringing different perspectives together, we can better understand what people and small businesses actually need — and design solutions that help them build resilience in ways that are trusted and relevant to their everyday lives.”

Global research data from Mastercard’s Global Financial Sentiment Survey 2026. Contact Jenna.Yasgur@mastercard.com for more information.

Continue reading here.

Follow along Mastercard's journey to connect and power an inclusive, digital economy that benefits everyone, everywhere.

From Risk to Strategic Investment: How the Materiality of Health Is Transforming Investment Priorities

International WELL Building Institute (IWBI) — Mon, 13 Apr 2026 11:10:00 -0400

IWBI’s landmark report, Investing in Health Pays Back: The Business Case for Healthy Buildings and Healthy Organizations, underscores the powerful business case for health in buildings and organizations. The extensive body of research examined in this recently-released second edition points to a clear conclusion: health delivers measurable returns.

From driving societal economic gains to improving company performance through greater productivity, and from strengthening business outcomes to generating real estate benefits such as rent premiums, faster lease-uprates and higher valuations, the benefits are significant and well-documented.

Together, this aggregate research is redefining how investors evaluate risk and opportunity—elevating health and well-being from a perceived soft value to a material driver of long-term performance. As investors increasingly look beyond traditional financials, health has emerged as a critical consideration with ESG frameworks.(1) While all three pillars—environmental, social and governance—touch on aspects of well-being, it is the social pillar that most directly reflects a company’s impact on people, echoing the foundational role of “people” in the original “people, planet, profit” definition of sustainability.(2)

As with changing environmental conditions, social conditions expose companies to new sources of risk and opportunity. For example, companies with broader talent pipelines and inclusive work environments are better positioned to compete for top talent in increasingly competitive markets. These organizations benefit from a variety of perspectives that drive innovation and problem-solving while reducing costly turnover.

From a market perspective, companies that appeal to wider audiences have larger customer bases, generating increased sales opportunities. The business case is straightforward: organizations that recruit from the widest possible talent pool and serve the broadest possible market are better positioned for sustainable growth and profitability. As investors and companies alike seek more sophisticated ways to measure these impacts, social sustainability is emerging as a central focus for developing meaningful, performance-based KPIs.

In one set of examples, researchers uncovered how investing in employee health spurs outperformance at the firm level:

Researchers at Oxford and Indeed used crowdsourced data from the Indeed platform to develop the Work Wellbeing Score and compared it to the financial performance of 1,782 publicly listed companies between October 2019 and December 2023. Researchers found that a 1-point increase in the Work Wellbeing Score was associated with annual increases of 1.4% to 1.6% in return on assets (ROA) and 1.63 to 2.75 billion USD in profits.(3)
This aligns with earlier findings of peer-reviewed studies that used simulation and past market performance and found that companies with strong employee health and well-being programs significantly outperform the S&P 500.
Portfolios composed of companies that received the C. Everett Koop National Health Award appreciated by 325% compared to the overall S&P 500 Index appreciation of 105%.(4)
A study of 45 companies that received high scores in a health and wellness assessment demonstrated appreciation of 235% compared to an overall S&P 500 Index appreciation of 159% over a six-year simulation period.(5)

These dynamics are equally relevant in real estate, where assets are managed, used and paid for by people. Engaged real estate investors pay attention to human capital management, as the connection between employee satisfaction and financial returns holds true in the real estate sector. Additionally, developing and operating real estate with a focus on social sustainability can help increase tenant satisfaction, improve community relations and drive financial performance:

WELL Certified buildings report significantly higher occupant satisfaction compared to those in non-WELL buildings, with 18% more satisfied with access to sunlight, 17% more satisfied with acoustical privacy, 16% more satisfied with connection to the outdoor environment, 12% more satisfied with lighting, 11% more satisfied with thermal comfort,and 10% more satisfied with both indoor air quality and air movement, as well as 12% fewer Sick Building Syndrome (SBS) complaints and 6% fewer musculoskeletal complaints.(8)
U.S. REITs with a health and well-being policy have outperformed, a relationship that was particularly strong in the face of a public health threat—the COVID-19 pandemic. During COVID (Feb 2020 - Feb 2022), REITs with a health and well-being policy and/or assets with healthy building certifications provided annualized returns of 10% compared to 6% for non-health focused REITs.(7)
Tenant satisfaction drives financial performance. Within the commercial office setting, research has found that a 1-point increase in tenant satisfaction is associated with a 4.6% lower probability of moving, and that 10% higher building-level tenant satisfaction correlates with 0.9% higher growth in effective gross rent.(8)

The growing integration of health and social considerations into investment decision-making signals a fundamental shift in how markets define value and manage risk. What we’re witnessing is the early stages of a broader transformation—one that is poised to reshape investment strategies across all asset classes, sectors and geographies.

The organizations and investors who recognize this shift early—and position themselves accordingly—will capture significant competitive advantages. Those who continue to view health and social factors as ancillary considerations risk being left behind as markets increasingly price in these material drivers of long-term performance. The business case is clear, the regulatory landscape is emerging and institutional support is building. We stand at the threshold of an era where investing in health and well-being will not be considered optional—it will be recognized as fundamental to sound investment practice and sustainable value creation.

Access the full report at https://www.wellcertified.com/health-pays-back and explore how the materiality of health is reshaping the investment landscape (p. 46).

Join IWBI at the WELL 2026 Social Sustainability Summit, on Wednesday, April 15, as we explore how people-first strategies are shaping the future of business in Asia Pacific. Register here.

View original content here.

^{1) World Bank. (2004). Who cares wins: Connecting financial markets to a changing world. World Bank Group.}^{https://documents1.worldbank.org/curated/en/280911488968799581/pdf/113237-WP-WhoCaresWins-2004.pdf}
^{2) Triple bottom line. (2009, November 17). The Economist.}^{https://www.economist.com/news/2009/11/17/triple-bottom-line}
^{3) De Neve, J-E., Kaats, M., Ward, G. (2024). Workplace Wellbeing andFirm Performance. University of Oxford Wellbeing Research CentreWorking Paper 2304.}^{doi.org/10.5287/ora-bpkbjayvk}
^{4) Goetzel, R. Z., Fabius, R., Fabius, D., Roemer, E. C., Thornton, N., Kelly,R. K., Pelletier, K. R. (2016). The stock performance of C. Everett Koop award winners compared with the Standard & Poor’s 500 Index. Journal of Occupational and Environmental Medicine, 58(1), 9-15.}^{https://doi.org/10.1097/JOM.0000000000000632}
^{5) Grossmeier, J., Fabius, R., Flynn, J. P., Noeldner, S. P., Fabius, D.,Goetzel, R. Z., & Anderson, D. R. (2016). Linking workplace health promotion best practices and organizational financial performance.Journal of Occupational and Environmental Medicine, 58(1), 16-23.}^{https://doi.org/10.1097/jom.0000000000000631}
^{6) Center Square. (2022). The social spotlight: An emerging focusin real estate ESG.}^{https://www.centersquare.com/wp-content/uploads/2022/09/The_Social_Spotlight_-_An_Emerging_Focus_in_Real_Estate_ESG.pdf}
^{7) Center Square. (2022). The social spotlight: An emerging focusin real estate ESG.}^{https://www.centersquare.com/wp-content/uploads/2022/09/The_Social_Spotlight_-_An_Emerging_Focus_in_Real_Estate_ESG.pdf}
^{8) Hu, M., Kok, N., & Palacios, J. (2024). Tenant satisfaction and commercial building performance (MIT Center for Real Estate Research Paper No. 24/01). SSRN.}^{https://doi.org/10.2139/ssrn.4721577}

KeyBank Survey: Americans Reimagine the Path to Home Ownership in 2026

KeyBank — Mon, 13 Apr 2026 09:00:00 -0400

CLEVELAND, April 13, 2026 /3BL/ — Homeownership remains a cornerstone of the American dream; however, according to KeyBank's 2026 Financial Mobility Pulse Poll, 25% of Americans say homeownership currently feels out of reach. Some keys to closing this gap? Financial education, strategic planning, and expert guidance. By tapping into these resources, prospective buyers can transform uncertainty into action that can help make homeownership achievable.

The data reveals a moment of recalibration rather than retreat. 13% of Americans believe homeownership is within reach in 2026, This signals that current affordability pressures may prompt potential buyers to explore creative pathways like down payment assistance programs, first-time buyer incentives, and personalized financial coaching.

"Homeownership remains one of the most powerful tools Americans have to build long-term wealth and strengthen their communities," said Victor Alexander, Head of Consumer Banking at KeyBank (NYSE: KEY). "Today's buyers are approaching homeownership with more intentionality and planning than ever before, and that's where banks can make the biggest difference. When people have the right tools and support, the path to homeownership can move from possibility into reality. At KeyBank, we're committed to simplifying the journey with clear guidance, helpful resources, and impactful solutions designed for today's market. "

Fair Housing Month: Making the Path to Homeownership More Accessible

April is Fair Housing Month, a time to recognize that homeownership should be accessible to every American, regardless of background or starting point. While each buyer’s journey looks different, prospective homeowners do not have to navigate the process alone.

Banks, housing counselors, and community partners offer a range of tools that can help reduce barriers, including:

Down payment assistance programs
Low down‑payment mortgage options
First‑time homebuyer education
One‑on‑one financial guidance

“The opportunity for banks and financial institutions is clear: equip Americans with the tools, knowledge, and support they need to turn aspiration into achievement, said Eric Fiala, Chief Corporate Responsibility Officer at KeyBank. “From financial education to innovative financing solutions, the right resources can empower buyers to navigate today's market with confidence -- and write their own homeownership success stories.”

What Americans Can Do to Make Homeownership Achievable

While affordability remains a challenge, there are practical steps Americans can take -- now or over time -- to make progress toward owning a home:

1. Start with a clear financial picture

Understanding your credit score, debt‑to‑income ratio, and savings is the foundation of any homebuying plan. KeyBank’s mortgage affordability calculator can help clarify where you stand today.

2. Explore down payment assistance options

Many state and local programs, as well as lender‑supported solutions, offer grants, credits, and low down‑payment options that can significantly lower upfront costs.

3. Talk to a banker early and often

You don’t need to be ready to buy to start the conversation. Connecting with a banker 12–18 months ahead is one step that can help improve readiness through credit planning, savings strategies, and realistic timelines. Keep that conversation going as your financial picture becomes more clear.

4. Rethink the timeline, not the goal

For many Americans, homeownership is becoming a multi‑year plan rather than an immediate step. Progress rather than speed is what matters most.

A Call to Action: Empowerment Over Uncertainty

KeyBank’s 2026 Financial Mobility Pulse Poll highlights the emotional and financial strain Americans are feeling, but it also underscores the importance of education, planning, and partnership. As housing affordability challenges persist, equipping consumers with the right tools and guidance can help keep the door to homeownership open.

KeyBank remains committed to supporting financial mobility and helping customers make progress toward their financial dreams.

To learn more about the survey findings, visit the KeyBank 2026 Financial Mobility Pulse Survey Executive Summary.

Methodology

This survey was conducted online by Schmidt Market Research in January 2026 polling 1,000 Americans ages 18-70. All respondents have sole or shared responsibility for household financial decisions and maintain a checking or savings account. The survey examined respondents' spending and savings habits, levels of financial confidence, stress and resiliency factors, economic sentiment, and debt impacts.

ABOUT KEYCORP

KeyCorp's roots trace back more than 200 years to Albany, New York. Headquartered in Cleveland, Ohio, Key is one of the nation's largest bank-based financial services companies, with assets of approximately $184 billion at December 31, 2025.

Key provides deposit, lending, cash management, and investment services to individuals and businesses in 15 states under the name KeyBank National Association through a network of approximately 950 branches and approximately 1,200 ATMs. Key also provides a broad range of sophisticated corporate and investment banking products, such as merger and acquisition advice, public and private debt and equity, syndications and derivatives to middle market companies in selected industries throughout the United States under the KeyBanc Capital Markets trade name. For more information, visit https://www.key.com/. KeyBank Member FDIC.

NMLS #399797. Equal Housing Lender.

CFMA #260403-4302378

It’s Time for Impact – a Call for Action by CDL in Its 19th Integrated Sustainability Report 2026 – Future-Proofing Planet, People and Prosperity

City Developments Limited — Fri, 10 Apr 2026 15:00:00 -0400

Strengthens climate disclosures with enhanced alignment to International Financial Reporting Standards (IFRS) S1 and S2, including quantification of key climate risks and opportunities
Expands fourth climate change scenario analysis to include Japan, with a 2050 horizon
Advances nature and biodiversity conservation, restoration and education with launch of CDL EcoTrain, CDL MicroForest and CDL MicroFarm
Recognised across 14 global ESG benchmarks, including MSCI ‘AAA’, CDP ‘A’ List for Climate Change and Water Security, Global 100 Most Sustainable Corporations in the World

City Developments Limited (CDL) has released its 19th Integrated Sustainability Report (ISR) 2026, titled “Time for Impact: Future-Proofing Planet, People and Prosperity”. The report highlights CDL’s continued progress in decarbonisation, enhanced climate disclosures in progressive alignment with IFRS S1 and S2, and expanded efforts to accelerate nature-positive outcomes. It also reflects the Group’s sustainability leadership since 1995 and its progress towards achieving its Environmental, Social and Governance (ESG) goals and targets under the CDL Future Value 2030 Sustainability Blueprint.

In 2025, CDL reduced its Scope 1 and 2 operational carbon emissions for assets under direct management and operational control by 29% from 2016 levels. It also achieved a 50% reduction in Scope 3 embodied carbon emissions for new developments completed in 2025, based on project-level assessments, alongside a 59.6% reduction in Scope 3 emissions for its investments. These reductions support the Group’s Science Based Targets initiative (SBTi)-validated targets.

Ms Esther An, CDL’s Chief Sustainability Officer, said, “As 2030 draws closer, Singapore continues to push forward with strong ambition and clear direction toward decarbonisation and a City in Nature. At CDL, we remain steadfast in maintaining our momentum and commitment to ESG as a driver of long-term resilience and value creation. In 2025, we strengthened our climate and nature-related disclosures, advanced decarbonisation across our operations and value chain, and launched high-impact initiatives such as the CDL EcoTrain and CDL MicroForest to support climate education and regenerate urban biodiversity. These efforts reflect our commitment to sustainability as a long-term business imperative, and we will continue to work with our partners and stakeholders to future-proof our portfolio and contribute to a low-carbon, nature-positive future.”

Strengthening Climate Disclosures and IFRS Sustainability Reporting Standards Alignment

In 2025, CDL continued its dynamic double materiality assessment, evaluating both impact and financial materiality. The top five issues ranked highest for 2025 are:

Decarbonisation – Energy Efficiency & Adoption of Renewables
Cyber-readiness, Security and Data Privacy
Green and Healthy Buildings – Product/Service Quality and Responsibility
Occupational Health, Safety and Well-being
Governance and Business Conduct

With the implementation of the IFRS S1 and S2 for STI constituents, CDL has taken further steps towards adopting the global sustainability reporting baseline. The Group undertook a rigorous assessment to identify and quantify its top three climate-related risks and opportunities, enhancing transparency and strengthening integration of climate considerations into strategic planning.

In December 2025, CDL completed its fourth climate change scenario study with an independent consultant, significantly enhancing the depth and breadth of its analysis. The study expanded its scope and geographical coverage to include Japan and assessed the Group’s exposure to physical and transition risks across short, medium and long-term horizons from 2030 to 2050.

Amid rapid global biodiversity loss, CDL has intensified its commitment to nature preservation and regeneration, publishing its third Taskforce on Nature-related Financial Disclosures (TNFD) report within the ISR. Key advancements include expanding its asset coverage to 27 hotels and offices in the United Kingdom, a deeper dive into the Singapore and New Zealand portfolios, and the use of new nature-related tools and databases for reporting and analysis.

Since 2017, CDL has secured over S$11 billion in sustainable finance, leveraging its strong sustainability performance and credibility, validated by global ESG benchmarks such as FTSE4Good, MSCI ESG Ratings (‘AAA’ since 2010), and the CDP with double A List (‘A’ ratings for Climate Change (since 2018) and Water Security (since 2019). CDL was also ranked 69th on the 2026 Corporate Knights Global 100 Most Sustainable Corporations in the World, maintaining its position as Singapore’s top real estate management and leasing company.

Accelerating Collaboration for a Low-Carbon and Nature-Positive Future

As Scope 3 emissions become increasingly critical to the net-zero transition, CDL continues to engage and empower its value chain. In October 2025, the first cohort of 42 SMEs graduated from CDL’s SME Supplier Decarbonisation Queen Bee Programme. The initiative was developed with Enterprise Singapore, Global Green Connect and DBS Bank. Participating SME suppliers were equipped with the knowledge and tools to measure and manage their carbon footprint while strengthening supply chain resilience.

CDL also continued to actively engage tenants in its green building initiatives. In 2025, it concluded the City Green Tenant Bonus Programme, a pioneering decarbonisation initiative launched in 2024 for tenants at Republic Plaza, its flagship commercial property. Building on its Green Lease framework, the programme incentivised tenants to adopt more sustainable practices and reduce energy consumption, supporting efforts to lower Scope 3 emissions.

In 2025, CDL significantly advanced its nature and biodiversity agenda with the launch of three innovative community initiatives at its flagship City Square Mall — the CDL EcoTrain, CDL MicroForest and CDL MicroFarm. These initiatives support CDL’s adoption of the TNFD and underscore the Group’s efforts to enhance urban biodiversity, build climate resilience and inspire future eco-champions. In its first year of operation, the zero-energy CDL EcoTrain reached more than 70,000 visitors and over 1,500 workshop participants.

Designed to mitigate urban heat, enhance climate resilience and boost biodiversity, the CDL MicroForest, located at City Square Mall’s City Green park, is Singapore’s first research-driven tropical microforest in a retail mall. Based on recent first-year findings, temperatures within the CDL MicroForest can be up to 5°C cooler than in surrounding and roadside areas.

These initiatives reflect CDL’s commitment to advancing climate impact and future-proofing its developments and portfolio.

Issued by City Developments Limited (Co. Regn. No. 196300316Z)
For media enquiries, please contact CDL Corporate Communications:

Belinda Lee, Head, Investor Relations & Corporate Communications
+65 6877 8315 / +65 9751 1004

Eunice Yang
+65 6877 8338 / +65 9690 8224

Jill Tan
+65 6877 8484 / +65 9155 1362

Follow CDL on social media:
Instagram: @citydevelopments / instagram.com/citydevelopments
LinkedIn: linkedin.com/company/citydevelopments
X: @CityDevLtd / x.com/citydevltd

Tire Industry Project-Supported Study Introduces Advanced Model for Simulating Movement of Tire and Road Wear Particles Through Soil and Waterways

Tire Industry Project — Thu, 9 Apr 2026 09:00:00 -0400

GENEVA, April 9, 2026 /3BL/ - The Tire Industry Project (TIP) today announced the publication of a scientific study that introduces one of the most advanced models for understanding the movement and concentrations of tire and road wear particles (TRWP) in land and freshwater. The mass balance model as it is known presents a methodology to track and predict with high spatial granularity how TRWP move through watersheds – areas of land where rainfall and surface water drain into a river, lake or estuary – across diverse climates and regions.

TRWP are particles unintentionally generated at the frictional interface between the tire and roadway during vehicle use. As scientific and regulatory interest in these particles grows, tools that can generate reliable TRWP data are an essential prerequisite to understanding how they move through different environments. TRWP flow through waterways in particular remains an understudied topic.

The newly released model is designed to use global and local datasets and open-source modeling frameworks such as the ERA5 global climate dataset by the Copernicus Climate Change Service and the Wflow catchment hydrology model by Deltares, a water solutions research consultancy. Validated against field measurements from watersheds on three distinct continents — the Seine River basin in France, the Chesapeake Bay basin in the United States, and the Yodo River basin in Japan – the modeling approach is applicable at a watershed-scale in regions with varying watershed characteristics, climates and stormwater management systems.

Results of applying the model to the three above watersheds show substantial differences in how much TRWP reach surface waters, with amounts reaching estuaries ranging from 2% to 18%, depending on factors such as watershed basin size, level of urbanization, climate and stormwater management infrastructure. The study further indicates that factors like improvements in stormwater systems can reduce TRWP transport to surface waters by up to a half, underscoring the value of infrastructure-based mitigation measures.

“Having a robust, reproducible model for TRWP transport and fate that can be applied worldwide is essential for advancing both scientific understanding and practical solutions,” said Nicolas Tissier, Research Director at TIP. “Our role at TIP is to support rigorous, transparent science that helps researchers, policymakers, and industry make evidence-based decisions. By making this model open access, we aim to support broader collaboration across the scientific community around TRWP in the environment, and to enable the development of more effective mitigation strategies.”

The newly published model is a refinement of earlier work and extends the modeling approach to a global scale. The next phase of development is already underway, aiming to make the model accessible to users beyond the scientific community.

-ENDS-

Notes to editors:

The study Management-oriented modeling of tire and road wear particle fate and transport in the terrestrial and freshwater environment with a global perspective was published in the journal Water and is available to read here.

The study was authored by Jos van Gils (Deltares), Hélène Boisgontier (Deltares), Lora Buckman (Deltares), Steffen Weyrauch (Helmholtz Centre for Environmental Research—UFZ), Thorsten Reemtsma (UFZ and University of Leipzig), Timothy R. Barber (ERM), and Kenneth M. Unice (TRC Companies).

About TIP

Formed in 2005, the Tire Industry Project (TIP) is a voluntary CEO-driven initiative with a mission to anticipate, understand and address global environmental, social and governance (ESG) issues relevant to the tire industry and its value chain.

TIP acts by commissioning independent research of the highest standards, collaborating on sectoral solutions and engaging with external stakeholders.

TIP is part of the World Business Council for Sustainable Development (WBCSD), bringing together 10 leading tire companies that represent more than 60% of the world’s tire manufacturing capacity.

In 2025, TIP marked its 20th anniversary—a milestone that reflects its long-term commitment to advancing scientific knowledge and fostering collective industry action to improve sustainability across the tire value chain.

For more information, visit The Tire Industry Project.

Ditch “Aisle Anxiety” With Guiding Stars

Guiding Stars Licensing Company LLC — Wed, 8 Apr 2026 09:30:00 -0400

Originally published on Guiding Stars Health & Nutrition News

by Kitty Broihier

According to a recent survey of US adults, more than a third of respondents experience “aisle anxiety” when grocery shopping. And 39% feel “overwhelmed” by all the options. The survey also found that the average shopper spends four minutes deliberating over each item—and 32% take longer. It doesn’t need to be this way! Use the Guiding Stars nutrition navigation system to help you “see” what’s inside those food packages. By doing so, you’ll know which are the best choices for you and your family. Here’s how…

Look for the Guiding Stars

If you have time to study the labels and ingredient information for everything you plan to purchase, spend the time. Knowing how to read labels is a valuable skill. But for a faster shopping experience (without giving up your quest for healthy foods), it’s time to get starry-eyed. As you walk the aisles, you’ll find many products sporting the blue and green Guiding Stars apple along with 1, 2, or 3 Stars. The easy-to-spot icon shows up on shelf tags, signage, and even some store-brand product packages. The stars indicate good, better, and best nutrition (more on that below). To maximize the nutritional quality of your diet, simply focus your food and beverage choices on Star-earning items.

More Stars Means More Nutrition

Healthy eating begins with healthy food—which means selecting those foods while shopping. Aligning your food choices with your health goals is definitely a way to help achieve a healthy diet. But making all those smart decisions in the midst of a grocery shopping trip can be daunting. This is when choosing Star-earning foods can save you time and effort. If a food earns Guiding Stars, you can trust it’s already one of the better choices in its category. For example, foods earn Guiding Stars for:

being lower in sodium
having less added sugar
being lower in saturated and trans fats
containing more fiber
containing more vitamins and minerals
including live, active cultures
being higher in omega-3 fatty acids
containing more whole grains
having fewer additives to limit

The bottom line? When you choose Star-earning foods, you’re automatically filling your cart with foods that are more nutritious than their non-Star-earning counterparts.

Let the Algorithms Do the Work

Wondering how we assign Stars to foods and beverages? Guiding Stars uses patented algorithms to evaluate the nutritional merits of thousands of different food items. At its most basic, an algorithm is a set of rules for organizing and analyzing data. Because different types of foods and beverages have inherent compositional differences, we utilize five different algorithms. For example, we wouldn’t try to evaluate apples using the same algorithm that we do for olive oil. This way, our evaluations are more relevant, appropriate, and fair.

Evaluating a food’s nutrition and ingredient data through the appropriate algorithm produces a score. It’s determined by weighing numerical credits (for beneficial nutrient characteristics) against debits (for ingredients to avoid or less-healthy characteristics). If that score is positive, the food will receive a Star value of one, two, or three Stars. If the score is negative, the food will not earn any Stars. If you see a product without a Guiding Stars rating, it either does not meet the nutritional qualifications to earn a Star, or it’s in a category of items that we don’t evaluate, such as:

medical foods
meal replacements
supplements
infant formula
foods with less than 5 calories per serving (like spices)
alcohol

Getting started using Guiding Stars is easy. Whether you’re looking to level-up your food choices, or follow an eating plan for specific health reasons, the Stars can help you navigate the aisles and select the best foods for you and your family. Next time you go shopping, follow the Guiding Stars to make informed grocery choices more quickly and confidently.

About Guiding Stars

Guiding Stars is an objective, evidence-based, nutrition guidance program that evaluates foods and beverages to make nutritious choices simple. Products that meet transparent nutrition criteria earn a 1, 2, or 3 star rating for good, better, and best nutrition. Guiding Stars can be found in more than 2,000 grocery stores, in Circana' Attribute Marketplace, and through the Guiding Stars Food Finder app.

Entergy’s 2025 Performance Report Highlights Growth, Reliability and Customer-Driven Initiatives

Entergy Corporation — Tue, 7 Apr 2026 14:00:00 -0400

NEW ORLEANS, April 7, 2026 /3BL/ - Entergy today announced the publishing of its 2025 Performance Report, “Energy for a Better Future,” detailing the company’s achievements last year and the strategic priorities guiding its path forward on behalf of customers and communities. The report includes financial performance as well as updates on local economic development, environmental stewardship, support for the communities we serve and governance practices that support positive outcomes for all stakeholders.

“After a dynamic and productive 2025, Entergy continues to advance the energy solutions our customers and communities depend on,” said Drew Marsh, Entergy chair and chief executive officer. “From modernizing the electric grid to expanding generation resources, we are committed to partnering with our stakeholders to shape a more resilient and sustainable energy future.”

Highlights from 2025 include:

Driving growth in our region. We are an engaged partner in economic development for our region, helping attract or expand 85 economic projects last year. These projects represent a capital investment in local communities by companies totaling more than $77 billion and more than 12,000 new jobs. In support of that growth, we added electric service agreements totaling more than 3.5 gigawatts last year.

Maintaining a resilient power grid. We’re actively at work on projects designed to deliver more reliable power — fewer outages and faster restoration when needed — to our customers. Through the end of 2025, our operating companies have invested more than $800 million in approved accelerated resilience projects.

Strengthening affordability for our customers. We are committed to keeping bills as low as possible for all our customers, especially for those who struggle financially. We promote energy efficiency initiatives that help individual customers save money by reducing their usage. This includes energy audits, incentives, rebates and products to make people’s homes or businesses more energy efficient. Our Bill Toolkit empowers customers with resources and available assistance options to help them more easily manage their energy bills.

Empowering our communities. Giving back to our communities, and empowering them, is at the core of our mission. Our focus on corporate social responsibility last year made a meaningful difference in the lives of our customers and communities, resulting in an economic impact of more than $145 million across our service area. Our dedicated employees were vital to this success, contributing 169,000 hours of volunteer service, valued at $5.8 million. That highlight of our commitment was reinforced by being recognized by Points of Light as an honoree of The Civic 50 for the 10th consecutive year, leading the way in employee volunteerism and community investment.

Delivering on our financial commitments. Our 2025 adjusted earnings per share was $3.91, in the top half of our guidance range. We are investing in our power delivery system to improve reliability and resilience, and we are expanding our clean, modern generation to support rapidly growing industrial load and the clean energy goals necessary for our customers.

Explore the report to read about our progress and learn how we’re delivering energy for a better future.

About Entergy

Entergy (NYSE: ETR) generates, transmits and distributes electricity to power life for more than 3 million customers through our operating companies in Arkansas, Louisiana, Mississippi and Texas. We’re focused on keeping costs for our customers as low as possible while providing reliable energy that our communities count on. We’re also investing in growth for the future with a more resilient, cleaner energy system that includes modern natural gas, nuclear and renewable energy generation. As a nationally recognized leader in sustainability and corporate citizenship, we deliver more than $100 million in economic benefits each year to the communities we serve through philanthropy, volunteerism and advocacy. Entergy is a Fortune 500 company headquartered in New Orleans, Louisiana, and has approximately 12,000 employees. Learn more at Entergy.com and connect with @Entergy on social media.

Investor inquiries:
Liz Hunter
504-576-3294
ehunte1@entergy.com

Media inquiries:
Cristina del Canto
504-576-4238
mdelcan@entergy.com

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Social Sustainability in Sustainable Finance: From Indicators to Impact

International WELL Building Institute (IWBI) — Tue, 7 Apr 2026 12:00:00 -0400

by Minjia Yang and Kristen Coco

April 7, 2026 /3BL/ - IWBI’s Investing in Health Pays Back: The Business Case for Healthy Buildings and Healthy Organizations special report brings together the largest collection of research to date that links investments in health and well-being to measurable economic returns.

The report explores the rising importance of social sustainability, showing how health-related metrics are being embedded into sustainable finance vehicles and reshaping investment decisions at scale. By the end of 2025, WELL has been incorporated in 13 different types of financial instruments—including green bonds, social bonds and sustainability-linked bonds and loans—and featured in sustainable finance frameworks, regulatory guides, reports and case studies in 29 countries, spanning five continents.

Sustainable finance is undergoing a notable evolution, with social sustainability emerging as a critical dimension in how investment frameworks define impact and assess risk. As the field matures, metrics related to human health, inclusion and well-being are increasingly seen not just as socially responsible, but as material factors shaping long-term financial performance.

The global sustainable debt market continues to demonstrate strong growth and resilience, with cumulative aligned issuance reaching $6.8 trillion USD by the end of 2025, according to the latest Global State of the Market 2025 report from the Climate Bonds, reflecting the increasing integration of environmental, social and governance (ESG) considerations into financial markets. The rapid growth of sustainable debt financing underscores the evolving role of ESG-linked financial instruments in global markets. While green finance has long dominated the sector, the inclusion of social KPIs in sustainability-linked loans and bonds represents a critical shift toward a more holistic approach to sustainable finance.

Despite past perceptions that social metrics are less quantifiable than environmental ones, issuers and investors now have a unique opportunity to reshape financial markets by prioritizing transparent, verifiable and benchmarkable social KPIs. By doing so, they can enhance trust, credibility and financial performance while unlocking new avenues for sustainable investment and long-term value creation.

Case studies from Starwood Property Trust, CapitaLand Development and Colliers demonstrate how organizations around the world are integrating health, well-being and broader social considerations into their financing strategies. These examples highlight that social sustainability is no longer just a qualitative ambition—it is now measurable, financially material and directly tied to investment decisions.

By leveraging third-party verified certifications and ratings like WELL and aligning with recognized frameworks such as ICMA’s Sustainability-Linked Bond Principles, companies can structure financial instruments that not only meet sustainability commitments but also communicate their long-term vision and potentially unlock tangible financial benefits. As social sustainability continues to gain traction in global regulations, corporate strategies and investor priorities, its integration into sustainable finance will be key to driving long-term economic resilience and societal impact.

Dive into this special section (p. 56) of the report as it traces the rise of social considerations in sustainable debt financing, explores the growing prominence of WELL Certification and ratings across a range of sustainable finance vehicles and makes the case that health is not only central to social sustainability—but a strategic priority for investors focused on resilient returns.

Download the full report at https://www.wellcertified.com/health-pays-back.

Join IWBI at the WELL 2026 Social Sustainability Summit, on Wednesday, April 15, as we explore how people-first strategies are shaping the future of business in Asia Pacific. Register here.

View original content here.

Americans Respond to Financial Pressures With Smarter Spending and Increased Saving, New KeyBank Pulse Poll Finds

KeyBank — Mon, 6 Apr 2026 09:00:00 -0400

CLEVELAND, April 6, 2026 /3BL/ - Economic uncertainty hasn't slowed Americans down – it’s spurred them into action. KeyBank's 2026 Financial Mobility Survey Pulse Poll, a follow-up to KeyBank’s Financial Mobility Survey conducted in July 2025, reveals that, though concern about the economy has increased (rising from 26% in 2025 to 28% today across all income levels), Americans are responding to financial pressure with intention, adaptability, and proactive decision-making.

“The financial pressures people face today are real and widespread across the financial spectrum. What stands out, though, is that Americans aren't waiting for conditions to improve,” said Daniel Brown, EVP & Director, Consumer Product Management at KeyBank. “They're being proactive and resourceful in response to these pressures, and these aren't just one-time reactions – 88% of Americans have made at least one meaningful adjustment to their finances. People are navigating the current economic climate through daily decisions that are quickly becoming lasting habits.

Financial Decision-Making Has Become a Daily Practice

Perhaps the most striking finding from KeyBank (NYSE: KEY): one in three Americans (33%) are making financial trade-offs every single day, and another 31% are doing so weekly. That means nearly two-thirds of Americans are actively managing their spending and savings on at least a weekly basis – a sign of financial engagement. Higherearners are not exempt, with a quarter (26%) of those with at least $100,000 in income making daily financial compromises.

Americans Are Finding Smart, Creative Ways to Stretch Their Dollars

The survey's most empowering finding: 88% of Americans have made at least one meaningful adjustment to their financial behavior, a figure that spans income levels and generations. The most common strategies include switching to less expensive brands or services (59%, up from 49% in 2025), cutting subscriptions or memberships (51%, up from 41%), and reducing discretionary spending (11%, up from 8% in 2025). Side hustles are also rising. More than one in three Americans (35%) has taken on additional work to generate supplemental income, with Gen Z leading the charge at 49%.

Confidence is Softening Across Every Income Level

Americans are taking a more measured view of their personal financial outlook, with optimism at 20% today compared to 26% in 2025. This shift cuts across income levels, with 29% of households earning $100,000 or more reporting a positive outlook, down from 34% in 2025. Notably, millennial adults, while maintaining a baseline level of confidence in their personal finances, are also seeing that sentiment ease, with optimism declining to 23% from 28% in 2025.

Cost-of-Living Pressures Are Reshaping Financial Priorities

When asked about their top financial concerns, Americans pointed overwhelmingly to everyday expenses: grocery prices (58%), housing costs (44%), and healthcare expenses (30%) top the list. Healthcare is a notable mover, up from 22% in 2025, reflecting growing anxiety about medical costs as a driver of financial strain. Even so, 17% of Americans cite retirement savings as a top concern, a signal that despite near-term pressures, many are keeping one eye on the future.

Looking Ahead: KeyBank's Guidance for 2026

Based on the survey findings, KeyBank has identified five priorities to help Americans turn today's adjustments into tomorrow's financial strength:

Shift from reactive budgeting to proactive planning. With daily financial trade-offs becoming the norm, regularly reviewing spending habits, savings goals, and financial priorities can ensure that short-term adjustments support long-term stability.
Turn supplemental income into lasting progress. Channeling additional income toward emergency savings, debt reduction, or retirement contributions can compound its impact over time.
Seek personalized guidance. Working with a trusted financial partner to build a tailored plan can help Americans navigate uncertainty with greater confidence.
Deepen your relationship with your bank. A strong banking relationship can enhance your banking experience. Some banks have specific relationship programs, like KeyBank’s relationship benefits, which can provide benefits to clients who have a deeper relationship with their bank.
Turn everyday banking into added value. The right checking account, like KeyBank’s Key Select Checking, or right credit card may also unlock rewards, interest, and relationship benefits.

To learn more about the survey’s findings, visit the KeyBank 2026 Financial Mobility Pulse Poll Executive Summary.

Access KeyBank’s financial wellness online resources, including the Financial Wellness Center’s Banking 101 curriculum, or meet with a local banker to complete a Key Financial Wellness Review to chart a path for a more financially confident future.

Methodology

ABOUT KEYCORP

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G&A Institute Issues Quick Reference Guide on Brief on Finalized CSRD and CSDDD Regulations

Governance & Accountability Institute — Fri, 27 Mar 2026 10:00:00 -0400

NEW YORK, March 27, 2026 /3BL/ - Governance & Accountability Institute (G&A), a leading sustainability consulting and research firm, has issued a new issue brief: “The Long Road to Finalization: What the CSRD and CSDDD Revisions Mean for Your Company.” The new brief, which is available here, is designed to help companies understand the most consequential changes in the European Commission’s finalized amendments to CSRD and CSDDD.

“The EU’s sustainability regulatory framework has been undergoing an evolution,” said Louis Coppola, CEO & Co-Founder at G&A Institute, “and these new revisions have significantly reshaped compliance obligations for thousands of companies operating in the EU market.” Coppola added, “Our new issue brief provides clear, practical guidance on what has changed and what it means for affected companies.”

As of March 2026, the European Commission’s finalized amendments to the Corporate Sustainability Reporting Directive (CSRD) and Corporate Sustainability Due Diligence Directive (CSDDD) are officially in force. G&A’s issue brief includes:

A structured, side-by-side comparison of original CSRD and CSDDD requirements against the finalized Omnibus I Package amendments, including changes to scope, timelines, assurance, and enforcement
The most significant changes to company size threshold and reporting deadlines
How the revisions fit within the broader EU regulatory and competitiveness agenda, including implications for companies that have already begun aligning with the original requirements
What the revisions signal for the long-term trajectory of sustainability reporting and due diligence as a business practice

Coppola said, “G&A is available to help sustainability officers, legal and compliance teams, and corporate governance practitioners navigate the evolving regulatory landscape in Europe. Our new issue brief supports informed strategic planning and decision making as companies assess their reporting obligations.”

G&A’s new Issue Brief is available for download on the company website.

About G&A Institute, Inc.
Founded in 2006, Governance & Accountability Institute, Inc. (G&A) is a sustainability consulting and research firm headquartered in New York City. G&A helps corporate and investor clients recognize, understand, and develop winning strategies for sustainability and ESG issues to address stakeholder and shareholder concerns. G&A’s proprietary, comprehensive full-suite process for sustainability reporting is designed to help organizations achieve sustainability leadership in their industry and sector and maximize return on investment for sustainability initiatives.

Since 2011, G&A has been building and expanding a comprehensive database of corporate sustainability reporting data based on analysis of thousands of ESG and sustainability reports to help steer strategy for our clients and improve their disclosure and reporting. More information is available on our website at ga-institute.com.

FOR MEDIA INQUIRIES & INTERVIEWS, CONTACT
Louis D. Coppola
CEO & Co-Founder
Governance & Accountability Institute, Inc.
Tel 646.430.8230 ext 14
Email lcoppola@ga-institute.com

G&A Institute Issues Quick Reference Guide on VSME

Governance & Accountability Institute — Thu, 26 Mar 2026 10:00:00 -0400

NEW YORK, March 26, 2026 /3BL/ - Governance & Accountability Institute (G&A), a leading sustainability consulting and research firm, has issued a new quick reference guide on the Voluntary Standard for Small- and Medium-Sized Enterprises (VSME). The new guide, which is available here, is designed to help sustainability practitioners understand the new sustainability reporting framework which has been recommended by the European Commission.

“Large companies subject to the CSRD are working to disclose required information on their value chains,” said Louis Coppola, CEO & Co-Founder at G&A Institute. “The VSME offers a framework to help suppliers respond to data requests and provide a structure for their disclosures.”

The new quick reference guide includes:

An outline of the new Standard’s purpose, scope, and disclosure requirements
A clear summary of the two disclosure paths (the Basic Module and the optional Comprehensive Module) to support practical decision-making around value chain data requests and voluntary reporting
Highlights of the VSME’s connection to CSRD and ESRS, and how it is intended to be used
Context on how the VSME fits within the broader EU sustainability regulatory landscape
Why a standardized approach for SMEs is important for supply chain data quality and resilience

This guide supports sustainability, supply chain, and procurement teams at large companies managing CSRD value chain obligations, as well as SMEs operating within those supply chains.

Coppola said, “The VSME helps ensure the reporting burden for SMEs is proportional to their size and capacity to provide ESG information. G&A is available to help companies with strategic planning to help navigate the evolving regulatory reporting requirements in Europe.”

G&A’s new Quick Reference Guide is available for download on the company website.

FOR MEDIA INQUIRIES & INTERVIEWS, CONTACT
Louis D. Coppola
CEO & Co-Founder
Governance & Accountability Institute, Inc.
Tel 646.430.8230 ext 14
Email lcoppola@ga-institute.com

Spring Cleaning Your Budget: A Fresh Start for Your Finances

Aflac Incorporated — Wed, 25 Mar 2026 09:00:00 -0400

Originally published on Aflac Newsroom

If spring cleaning your closet feels satisfying, scrubbing your budget might feel downright transformative. Just like clutter tends to accumulate in the corners of your home, unused subscriptions, autopay traps and shifting expenses gather quietly in your financial life. If you’ve felt financially strained, a seasonal audit isn’t just helpful — it’s essential.

Recent national data shows that financial uncertainty remains common, even as some economic indicators improve. For instance, 55% of U.S. adults are concerned about their financial decisions, and 59% of Americans reported that high prices for essential goods are their top financial stressor.¹ Against this backdrop, a thoughtful review of your expenses can be one of the most effective ways to regain control.

Think of your budget as a living document. It’s meant to flex as life does. But many people tend to set a budget once and never revisit it, even though their needs and income evolve over time, even within a single year.

This habit can leave consumers unprepared for surprises. According to the 2025-2026 Aflac WorkForces Report®, 44% of U.S. adults said they would not be able to handle an unexpected $1,000 medical bill.² Similarly, the Federal Reserve found that 37% of adults cannot fully cover a $400 emergency expense with cash or its equivalent, often turning to credit or borrowing instead.³

Inaccurate or outdated budgets can make these financial shocks even harder to manage, but regular budget audits can help you track these improvements, plug spending leaks and make sure your money is aligned with your goals and not disappearing into digital subscription oblivion.

So grab your metaphorical gloves — here’s why a budget dusting and cleaning matters and how to do it without excess stress.

5 budget spring-cleaning tips to help strengthen your finances

1. Dust off your spending categories (they’ve probably shifted).

Prices on essentials like food, housing and insurance have climbed in recent years. Many Americans still feel these effects, with inflation named a top concern for 41% of households.⁴ Review your last three months of statements to compare what you think you spend with what you actually spend.

You might discover that your grocery bill has quietly grown or that your gym membership hasn’t been used since you set your New Year’s resolutions … in 2025. Reallocating funds based on current reality helps ensure your budget reflects the world you’re living in today, not last year’s.

2. Build (or rebuild) your emergency cushion.

Emergency savings can be a cornerstone of financial resilience, and it’s one area where many people need reinforcement. According to the Federal Reserve, the share of adults who have at least three months of expenses in rainy day funds has ticked up slightly in recent years but still remains below 2021 levels at just 55%.⁵

Start by aiming for one month of expenses, then gradually work toward three to six months. Think of this as the financial equivalent of cleaning out your gutters before storm season — you’ll be glad you did.

3. Prepare for life’s curveballs with the right financial protections.

Even the most careful budgeter can't predict everything, but insurance can help soften the blow. Supplemental insurance, for example, provides payments when you face unexpected medical events or accidents, helping cover out-of-pocket costs that your major health insurance might not fully address.

Pairing supplemental insurance with an updated budget can give you two layers of defense to help protect your savings and your financial stability.

4. Tidy up your debts with a strategy you’ll actually stick to.

Debt can often grow in the shadows like those dust bunnies under the bed. About 41% of U.S. adults carry credit card debt,⁶ and credit card APRs remain near historic highs, with interest‑bearing accounts averaging about 22.30% as of late 2025.⁷

Consider using the avalanche method (tackling the highest interest rate first) or the snowball method (eliminating the smallest balances first). Whichever feels more motivating is the right choice — behavioral momentum matters as much as math.

And if your debt balances have changed recently, adjust your budget to reflect new minimum payments so there are no surprises.

5. Refresh your goals and make them practical.

Financial goals should be as dynamic as your life. According to a recent Fidelity study, 64% of Americans are setting financial resolutions this year, with rising everyday prices and unexpected expenses topping their list of concerns for 2026.⁸

This spring, once you’ve cleaned out your closets and garage, take some time to revisit your goals and confirm they still match your priorities. Are you saving for a vacation? A down payment? A medical procedure you’ve put off? Update contribution amounts, timelines and savings categories accordingly. Are you prepared for that unexpected medical bill?

A goal that felt exciting a year ago may not fit your needs today, and that’s okay. Adjusting is part of staying financially nimble.

The bottom line

Spring cleaning your budget doesn’t have to be a chore. With a little time and attention, you can uncover hidden expenses, strengthen your safety net and chart a more confident financial path forward. Taking these proactive steps — such as regular check-ins, improved emergency savings and thoughtful use of tools like supplemental insurance — can help lighten the mental load.

Your finances deserve a fresh start just as much as your home does. So while you’re opening the windows and shaking off the dust, be sure to also give your budget the seasonal refresh it deserves. Your future self will thank you.

^1,4,6 Moneywise (2025, Feb. 11). 54 eye-opening personal finance statistics and facts in 2025. https://moneywise.com/research/personal-finance-statistics

² Aflac WorkForces Report® (2025), page 24. Workplace benefits trends: Executive summary. https://www.aflac.com/docs/awr/pdf/2025-overview/2025-aflac-awr-executive-summary.pdf

³ Federal Reserve (May 2025). Report on the Economic Well-Being of U.S. Households in 2024 - May 2025. https://www.federalreserve.gov/publications/2025-economic-well-being-of-us-households-in-2024-savings-and-investments.htm

⁵ Federal Reserve (2025, May 28). Survey of Household Economics and Decisionmaking: Adults who have 3 months emergency savings. https://www.federalreserve.gov/consumerscommunities/sheddataviz/emergency-savings.html

⁷ Federal Reserve (2026, Feb. 6). Consumer Credit - G.19. https://www.federalreserve.gov/Releases/g19/current/

⁸ Fidelity (2024, Dec. 11). Fidelity's 17th Annual Resolutions Study: Americans Preparing For a Year of 'Planning with Purpose'. https://newsroom.fidelity.com/pressreleases/fidelity-s-17th-annual-resolutions-study--americans-preparing-for-a-year-of--planning-with-purpose-/s/fc3d5689-e2a4-433b-8048-d56053f283e0

Content within this article is provided for general informational purposes and is not provided as tax, legal, health, or financial advice for any person or for any specific situation. Employers, employees, and other individuals should contact their own advisers about their situations. For complete details, including availability and costs of Aflac insurance, please contact your local Aflac agent/producer.  

Aflac coverage is underwritten by American Family Life Assurance Company of Columbus. In New York, Aflac coverage is underwritten by American Family Life Assurance Company of New York.

Aflac WWHQ | 1932 Wynnton Road | Columbus, GA 31999

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EXP 3/27

What We Learned From Talking to Hundreds of Web Designers and Developers in 2025

GoDaddy — Tue, 24 Mar 2026 09:30:00 -0400

Originally published on GoDaddy Resource Library.

By Joseph Palumbo

Over the course of 2025, the GoDaddy Pro team spent hundreds of hours speaking directly with freelancers, studio owners, and agency leaders across the digital services landscape. We conducted in-depth, first-hand interviews with Pros from around the world, such as designers, developers, marketers, and full-stack digital specialists who build and maintain the web for millions of small businesses.

To complement those conversations, we partnered with Promethean Research to field larger, statistically meaningful studies that helped us validate trends, quantify sentiment, and understand the broader forces shaping the digital agency ecosystem today and in the years ahead.

Why we invested so deeply in this research

We undertook this work because GoDaddy is deeply committed to becoming the go-to platform for digital professionals. We know freelancers and agencies are the backbone of the modern web, and our mission is to empower them with everything they need to start, run, and grow their businesses.

And as we conducted these interviews, something interesting happened: almost every Pro we spoke with wanted to know what everyone else was saying, doing, struggling with, or learning.

Many Pros told us they rarely have access to market-wide data and rely heavily on peer communities to understand how the industry is changing. They join networks, private groups, and forums because insights shared by other Pros directly influence how they price, package, hire, market, and scale.

So, for this end-of-year roundup, we want to pay that forward. This report represents the major patterns, lessons, and opportunities we uncovered throughout 2025, shared openly to help freelancers and agencies make smarter, more confident decisions in 2026.

10 key takeaways from web designers and developers in 2025

We’ve gathered the ten most important themes we heard this year, distilled from interviews, data, and real-world stories shared by the very people shaping the web today.

Want to learn more? Join the insiders in the GoDaddy Pro Facebook community, run by the team that collected these insights. We share everything we learn about the industry in this community of digital professionals and ask for feedback about how GoDaddy can improve the experience for web professionals.

1. Everyone enters this industry from a different door, but all grow into multi-disciplinary roles

If there’s one theme that immediately crushed any ideas about “the right way” to become a web professional, it’s this:

Nobody starts in the same place, and it doesn’t matter. What matters is how well you serve your clients and how committed you are to learning what they need next.

Some Pros began as graphic designers. Others came from IT, healthcare, accounting, construction, or completely unrelated careers. One told me:

“I dropped out of high school at 17 and built 400–500 websites since then.”— Rob

Another started in video production:

Here’s the truth that became obvious interview after interview:

The most important skill in this industry isn’t code or design. It’s the willingness to learn as you go.

Nearly every freelancer and agency owner described a similar journey:

They started with one offering.
A client asked for something new: Can you build our website? Can you help with email? Can you manage our hosting?
Instead of saying no, they figured it out.
That curiosity and adaptability became the bridge: from freelancer → multi-disciplinary professional → full-fledged agency.

Some didn’t even realize they had become an “agency” until years later. They were simply responding to what their clients needed, one project at a time.

And that’s the part I hope everyone reading takes to heart:

You don’t have to come from a traditional background.
You don’t need a degree in design or computer science.
You don’t need to have everything figured out before you start.

Every single Pro we spoke with grew by being resourceful, by saying “yes” before they fully knew how, and by trusting that they could learn anything necessary to help their clients succeed on the web.

It doesn’t matter where you start, it’s how you show up for your clients, how you keep improving, and how you stay curious enough to grow into whatever they need next.

Takeaway: Pros become multi-disciplinary not because they planned it, but because they cared enough to learn. This industry rewards adaptability far more than pedigree.

2. WordPress (still) dominates because it’s what pros know and clients expect

Across every interview, from early-career freelancers to seasoned agency owners, one truth kept resurfacing:

WordPress remains the professional standard for building powerful, flexible, client-friendly websites.

Even pros who experimented with tools like Webflow, Framer, and Squarespace consistently returned to WordPress when a client needed:

Custom integrations
Complex functionality
Robust SEO
Ecommerce
Membership systems
Long-term scalability

As one designer put it:

And for many Pros, the decision wasn’t even a debate. It was simply the tool they grew up on.

Some found WordPress through online courses. Others Googled their way into it. And many, like one freelancer we spoke with from Upwork, were pointed to it by mentors:

“Everyone told me: If you want to learn how to build websites, start with WordPress and Elementor.”

What really stood out in these conversations was trust. WordPress may not be the newest tool on the block, but it’s the one that consistently supports the wide range of jobs Pros must do.

A quick note about GoDaddy and WordPress

Because so many of the people we interviewed rely on WordPress daily, it’s important to acknowledge our own relationship with the ecosystem.

GoDaddy is, and has always been, deeply invested in the WordPress community:

We sponsor WordCamps around the world
We maintain contributions to the open-source project
We actively support WordPress creators, educators, plugin developers, and agencies
We’ve built our hosting around what real-world WordPress sites need, not just what looks good on paper

And the feedback from Pros and reviewers this year made something incredibly clear:

GoDaddy’s WordPress hosting is becoming one of the fastest and most reliable options in the industry.

In fact, WP Mayor recently said our Managed Hosting for WordPress is “like having a website that loads before you can even finish blinking.”

That praise wasn’t accidental. It’s the direct result of listening to Pros, optimizing for performance and stability, and making sure our platform delivers the speed, uptime, and support required to run modern WordPress businesses.

Takeaway: WordPress continues to power a major portion of the web because it helps freelancers and agencies deliver real results for real clients. And at GoDaddy, WordPress is more than a product. It’s a community we care deeply about and a platform we continuously invest in to help Pros succeed.

3. Recurring revenue (maintenance + hosting) is the true heartbeat of agency businesses

Nearly every professional I spoke with said some version of, “The website build is great, but the real money is in the maintenance contract.”

Across freelancers, studios, and full agencies, the pattern was undeniable: recurring revenue is what creates stability. And the models vary. Monthly plans, quarterly retainers, pre-paid support blocks, or “call us when you need us” troubleshooting all point to the same truth:

Clients need ongoing help. Pros need a predictable income.

One agency owner explained it simply:

Another freelancer explained that maintenance often leads to more project work:

“People come to me with a problem. Fifteen minutes later, I fix it, and 20% of the time they ask me to rebuild their whole site.”

And whether a Pro is managing five sites or 50, one theme stood out:

The more sites a Pro manages, the more they value automation, centralization, and visibility across all their clients.

How GoDaddy supports recurring revenue for agencies

Because maintenance is such an essential part of how agencies operate, GoDaddy has invested heavily in tools that simplify and streamline this work.

The Hub by GoDaddy Pro

The Hub gives designers and developers a centralized dashboard to manage all their clients’ websites in one place. This includes updates, security checks, site monitoring, backups, and more, regardless of where those sites are hosted.

Pros repeatedly told us that they want one place to see everything happening across their entire client portfolio, and the Hub was built precisely for that.

Site Maintenance Packs for any WordPress website

For Pros who want to turn maintenance into a repeatable, packaged offering, our Site Maintenance Packs provide a turnkey way to deliver professional updates, backups, monitoring, and performance checks — even for websites not hosted at GoDaddy.

That flexibility is important, because many agencies inherit sites on a mix of hosting providers, and they can’t always migrate everything immediately. Being able to standardize maintenance across any WordPress site helps Pros:

scale their recurring revenue
deliver services more consistently
reduce the overhead of managing multiple tools
increase client retention and long-term value

Takeaway: Recurring revenue provides the safety net that allows freelancers and agencies to grow sustainably. Tools that make maintenance easier—automation, centralized dashboards, cross-hosting support, and standardized care plans—directly fuel the financial engine Pros rely on.

And GoDaddy’s Hub and Site Maintenance Packs are designed to make that engine run smoother, faster, and more profitably.

4. Pros don’t care about tools, they care about speed, reliability, and support

One of the clearest themes that emerged this year is that most successful freelancers and agency owners are not emotionally attached to specific tools or platforms. They experiment, adapt, replace, reconfigure, and reorganize their stacks constantly.

Across interviews, the top priorities were:

Fast workflows
Fast hosting
Fast support

Pros choose the tools that help them deliver fast, stable, predictable results for their clients. Everything else is secondary.

Many described switching hosts, plugins, builders, analytics tools, or email platforms multiple times to solve performance issues or reduce friction. But when it came to support, their standards were uncompromising.

One pro put it plainly:

Another added:

“Clients don’t understand tech. They just want to know someone has their back. Support is part of my insurance policy.”

This was a recurring theme. When a site goes down, when email stops working, when DNS misbehaves, or when a plugin breaks a checkout flow, Pros feel the pressure immediately because their reputation is on the line.

They don’t want to open a ticket and wait. They don’t want to read documentation in a crisis. They want a human who understands the issue and can help them resolve it immediately.

How this connects to GoDaddy

This is precisely why GoDaddy continues to invest heavily in:

24/7, U.S.-based human support
Pro-first workflows and tools designed for multi-client management
High-performance hosting engineered for real-world WordPress sites
Infrastructure that reduces load times, improves uptime, and simplifies troubleshooting

This year, those investments paid off in a major way—not just through customer feedback, but through third-party validation.

GoDaddy named best web host for small businesses by developers

For Pros, that performance isn’t an optional luxury, it’s a business expectation. They’re building sites for clients who want immediate load times, smooth user experiences, and uptime they never have to think about.

And when something does go wrong, they need a partner who helps them resolve it, not a platform that pushes them into a chatbot loop or a ticket queue.

Takeaway: Choose tools that deliver fast, stable, predictable outcomes. Speed, support, and reliability are the foundation of client trust, and the foundation of your agency’s growth.

When your tools help you deliver consistently great results, you spend less time firefighting and more time building relationships, solving higher-value problems, and scaling your business with confidence.

5. Client acquisition is still the hardest part for everyone

No matter how long someone had been in the business — six months or 16 years — every freelancer and agency owner shared the same challenge:

Finding a steady, predictable flow of clients is the single hardest part of running an agency.

Pros can master design, development, SEO, or branding, but the pipeline problem remains universal. Most people enter the industry because they love the craft… not because they love marketing themselves.

Across our interviews, client acquisition came from the same core channels:

Freelancer platforms (an essential entry point for many)
Referrals (the most trusted but the least predictable)
Networking (local business groups, chambers, community events)
Agencies hiring contractors (steady but often low-margin)
Organic search (when Pros have time to invest in their own SEO)
Social media (mixed results: high effort, inconsistent payoff)

But regardless of channel, the emotional experience was consistent. Pros often feel like they should be doing more to generate leads, but few feel confident they’re doing it the “right” way.

One freelancer shared a sentiment that echoed:

“Upwork is how I meet clients. We do a few projects there, then move off the platform because both sides want to avoid extra fees.”

Another described the challenge more bluntly:

This doesn’t mean that skills are lacking. Rather, it’s a lack of time, clarity, and dependable systems. When you’re building sites, writing content, fixing bugs, handling revisions, and keeping clients happy, lead generation becomes the task that always gets pushed to “next week.”

Why this matters for agencies

Because client acquisition is such a universal struggle, it’s also one of the most important places where GoDaddy can create real, lasting value.

This is a core reason we built, and continue to invest in, the GoDaddy Agency Partner Program.

The program is designed to give agencies:

More support
More insights (including research like what you’re reading here)
More visibility
More opportunities to connect with potential clients

From sharing market insights, to highlighting high-performing agencies, to creating pathways that help GoDaddy customers discover trusted partners, the Agency Program is designed to give Pros a larger platform — one they don’t have to build alone.

Our goal is simple:

Help agencies grow by connecting them to knowledge, tools, and opportunities they can’t get anywhere else.

Takeaway: Client acquisition is the great equalizer.

The pipeline challenge is real and persistent, no matter if you’re a first-year freelancer or a seasoned agency leader.

Anything that helps Pros get found, get noticed, and get hired fuels the long-term health of the entire industry. And through the GoDaddy Agency Partner Program, we’re committed to helping agencies turn inconsistent opportunities into sustainable growth.

6. AI is becoming an invisible productivity tool

If you only looked at headlines this year, you might think AI is replacing designers and developers.

But that’s not what freelancers and agency owners told us. For real-world Pros, AI isn’t taking the wheel, it’s riding shotgun.

Most professionals aren’t using AI to build entire websites or fully automate creative work. Instead, AI has become a quiet, behind-the-scenes accelerator that helps them work faster, troubleshoot smarter, and spend more time on high-impact tasks.

Across conversations, Pros consistently mentioned using AI for:

Debugging odd WordPress errors
Speeding up copywriting and content drafts
Catching grammar mistakes
Generating ideas for marketing and email campaigns
Structuring proposals and onboarding workflows
Simplifying research or technical explanations
Producing quick code snippets (HTML, CSS, JS, PHP)
Planning site architecture or UX flows

Even those who claimed they “don’t really use AI” quickly admitted:

“I mostly use it for grammar checks or polishing content.”

And on the more technical end of the spectrum, AI is already reducing low-level work:

What unites these two ends of the spectrum is simple: Pros aren’t replacing themselves with AI; they’re replacing inefficiency and redundancy.

They’re using AI to clear bottlenecks, improve speed, and remove the tedious parts of the job so they can focus on what clients truly value: creativity, strategy, and business impact.

Why this matters for GoDaddy

Pros don’t want AI to do the job for them. They want it to make the job easier. This is why GoDaddy is investing in AI features that are:

Assistive rather than automated
Opt-in rather than intrusive
Designed to enhance human creativity
Built around real use cases Pros surfaced in these interviews

From content suggestions to performance insights to workflow automation inside the Hub, our focus is on using AI to:

Eliminate repetitive tasks
Reduce manual work
Solve problems faster
Help Pros deliver more value in less time

These tools aren’t meant to replace the professional, but empower them instead.

GoDaddy’s Airo^® for WordPress is designed to help individuals and agencies build and launch sites in minutes. All with the original WordPress experience intact. So once Airo builds the first version of the website, you can take over and continue with your website design process all from the same WordPress native dashboard.

If you are in the client acquisition phase, you can use Airo for WordPress to build quick mockups to show your client some reference designs. This can significantly reduce the initial workload while Airo does the heavy lifting.

Takeaway: AI isn’t transforming agencies by replacing humans. It’s transforming agencies by freeing humans up to do their best work.

The Pros who thrive in 2026 won’t be the ones who fear AI or the ones who try to automate everything. They’ll be the ones who treat AI like a powerful creative assistant that helps them build smarter, faster, and with more confidence.

7. The most successful pros are the ones with streamlined processes

If there’s one pattern that separated freelancers from fully formed agencies this year, it wasn’t revenue, team size, or location.

The real dividing line is operational maturity.

Freelancers do the work. Agencies build the systems that do the work.

Over and over again, the Pros who grew the fastest — those with consistent income, higher project rates, and the ability to take time off — weren’t necessarily the most talented designers or the most technical developers.

They were the ones who learned how to design and build:

Repeatable workflows
Scalable processes
Predictable systems
Clear handoff steps
Standardized tools
Templates for everything

This evolution is often quiet and gradual, but unmistakable. It starts when a freelancer notices they’re spending too much time answering the same email, rewriting the same proposal, rebuilding the same layout, or troubleshooting the same issues across different clients. Then something clicks.

“If I can streamline this, I can do more work in less time — or bring someone in to help me scale.”

This is the moment the freelancer becomes an emerging agency.

What streamlined pros actually do

Across interviews, the high-performing Pros all shared similar habits:

Designing in Figma first to reduce rework
Using one-day website frameworks to accelerate builds
Standardizing a small set of tools (Elementor, Bricks, Gutenberg, etc.)
Creating proposal templates, intake forms, and SOPs
Systematizing onboarding and communication
Building starter sites or component libraries
Bundling ongoing services into simple monthly plans

One agency owner summarized the payoff:

“Once you start getting more established, you build out the SOPs and then it’s just more like routine than anything else.”

Another explained how process enables pricing differentiation:

“For premium clients, we design in Figma, then build in Bricks. For budget clients, we build directly in WordPress.”

In both cases, the magic isn’t the tool, it’s the repeatability.

The core lesson: Systems build agencies

Every freelancer eventually hits a ceiling. There are only so many hours in the day, and only so many clients one person can juggle.

But the agency owners you interviewed all described the same turning point. They stopped trying to “work harder” and learned how to “work systematically.”

They documented, templated, automated, delegated, and refined. They built a machine that could support:

higher volume
better margins
consistent quality
the ability to hire
the ability to take days off
the ability to grow without burning out

And that’s what ultimately separates a freelancer who’s stuck from one who grows into a thriving, scalable agency.

Takeaway: Tools matter, but processes matter far more.

The fastest-growing Pros of 2025 didn’t settle for only building great websites, they also built great systems. And those systems became the foundation of their success, their profitability, and their ability to grow from solo operators into agencies with real momentum.

8. Predictable pricing matters — a lot

Pricing came up in nearly every conversation this year. Not just as a business tactic, but as a point of stress for freelancers and agencies at every stage.

Across all levels of experience, Pros consistently expressed frustration with tools and platforms that introduce surprise fees, plugin renewals, complex add-ons, or unpredictable hosting costs.

One Pro said what many echoed:

“Don’t make me buy eight plugins for something that should be built-in.”

This wasn’t about money. It was about:

Avoiding awkward conversations with clients
Being able to price projects confidently
Preventing unexpected costs from eating into margins
Providing simple, clear proposals that clients understand
Building predictable recurring revenue in their own agency

And while every Pro had their own project rates, retainers, and billing models, what they valued most was simplicity. They wanted:

Simple plans they could explain in one sentence
Transparent pricing without hidden upsells
Hosting renewals that didn’t surprise their clients
Bundled functionality that reduced the need for scattered tools

And importantly, they wanted products and services they could mark up confidently, without worrying that a client would find a confusing line item and question their pricing.

This was especially true for newer freelancers who were still building confidence in their value. Tools with confusing or unpredictable pricing reinforced imposter syndrome; tools with clean, simple, predictable pricing gave them the stability to charge what their expertise is actually worth.

Where GoDaddy helps

Predictable pricing is a growth enabler. And it’s an area where GoDaddy is intentionally focused on supporting Pros.

Across our hosting, security, and email services, our goal is to offer:

Clear and transparent pricing structures
Easy-to-understand bundles
Renewals that don’t surprise clients
Products that agencies can confidently resell
Management tools (like the Hub) that reduce tool sprawl

This matters because agencies want to spend their time on client work, not decoding pricing tables, tracking plugin renewal dates, or explaining surprise charges their clients found online.

Predictability helps them:

Price projects clearly
Build recurring revenue
Increase client trust
Reduce operational overhead
Standardize their service offerings

And the more predictable pricing becomes, the easier it is for Pros to run profitable, stable, and scalable businesses.

Takeaway: Pricing clarity builds trust, and trust builds retention. Retention builds recurring revenue, and recurring revenue builds healthy agencies.

By offering simple, transparent, and agency-friendly pricing across our products and the GoDaddy ecosystem, we aim to make it easier for Pros to focus on what matters most: delivering amazing work, not worrying about unexpected costs.

9. Most Pros are generalists, but those who specialize are accelerating faster

Across all of our interviews conducted this year, most freelancers and studios described themselves the same way:

“I’ll work with anyone who needs help.”

Generalists truly do work with everyone: restaurants, nonprofits, SaaS companies, real estate agents, salons, and fitness coaches. And for many Pros, especially early in their careers, this flexibility is a strength. It brings in revenue, builds a portfolio, and keeps the business active.

But a smaller group of Pros took a different path. They chose a segment, industry, or problem space and went all-in. The difference in their results was dramatic.

One agency owner shared:

“We’re creating a second brand just for sports facilities — it helps us get in more easily.”

Another Pro explained that niching gave them not just clarity, but confidence:

These weren’t isolated cases either. This pattern aligned almost perfectly with what we saw in broader market data.

What the research shows: Specialists grow faster and earn more

To help us understand the digital agency landscape, GoDaddy partnered with Promethean Research. In their “How Digital Agencies Grow” report, Promethean quantified what we consistently heard in our interviews.

According to the report:

80% of agencies specialize by service mix
59% specialize by industry
49% specialize by both

And the performance gap between specialists and generalists is substantial:

Agencies that specialize by both service and industry have 17% higher average client lifetime revenue
Those same agencies grow 40% faster than average agencies — even in difficult years

Why? Because specialization makes everything easier. Here’s how:

1. It’s easier to build trust

Promethean notes that specialists “understand both the unique challenges and vocabulary” of their target market.

This accelerates relationship-building, one of the most important drivers of agency growth.

2. It’s easier to nurture leads

Specialists create more relevant content, case studies, and insights, which keeps prospects engaged.

3. It’s easier to expand accounts

Specialists can take what they learn from one client and apply it to others in the same industry, building credibility fast. Promethean put it simply:

“These factors play a major role in why specialists were able to grow so much faster than average during a rough 2023.”

What this means for today’s freelancers and studios

Most Pros don’t begin as specialists, and that’s okay. The journey typically looks like this:

Start as a generalist to learn the craft
Notice a pattern in the clients you enjoy most
Realize those clients refer more work
Build deeper expertise in a specific space
Position yourself as the go-to expert for that niche
Raise prices because clients see you as a specialist

You don’t have to niche immediately. And you don’t have to commit to the same niche forever.

But even partial specialization creates predictability, authority, and higher-margin work.

Pros who specialize often report:

Less time selling
Higher close rates
More referrals
Fewer difficult clients
Greater clarity in their marketing
More confidence in pricing

In short, specialists don’t look for clients as often — clients find them.

Why this matters for GoDaddy

Specialization creates stronger, more sustainable businesses. The GoDaddy Agency Partner Program is designed to support this evolution by:

Giving agencies a larger platform to showcase their niche expertise
Helping them get discovered by GoDaddy customers needing specialized skills
Providing research, insights, and community connections that help clarify their positioning
Offering tools (like the Hub) that streamline workflows so agencies can focus on higher-value strategic work
Elevating specialists through badges, tiers, and visibility opportunities

Our goal is to help freelancers and studios transition into specialized, high-performing agencies, without having to navigate the journey alone.

Takeaway: Generalists survive. Specialists scale.

The most successful agencies of the last several years chose a lane, understood it deeply, and became invaluable to the clients in it. With both real-world interviews and industry-wide research pointing to the same conclusion, the message is clear:

Finding your niche isn’t limiting, it’s liberating.

And through the GoDaddy Agency Partner Program, we’re here to support that evolution every step of the way.

10. Pros don’t want to be “website people.” They want to be trusted advisors

If there is one major philosophical shift happening across the industry, it’s this:

Freelancers and agencies don’t want to be seen as “the website person” anymore. They want to be their clients’ go-to advisor for digital growth.

Pros want the opportunity to help their clients:

Refine their messaging
Understand their customers
Structure their services
Build lead generation systems
Make smarter marketing decisions
Choose the right tools
Improve performance and SEO
Optimize conversion
Plan long-term digital strategy

The website is no longer the final deliverable, it’s the starting point.

One Pro summarized this mindset perfectly:

Another Pro described site building as “just the entry point into a long-term consulting relationship.”

This shift matches what Promethean Research has seen across top-performing agencies. According to their findings, agencies that behave as strategic partners rather than technical executors grow significantly faster because:

Clients stick longer
Retainers are easier to justify
Service expansion is seamless
Agencies become part of business decisions, not just tech decisions

Specialization feeds into this as well: when an agency understands a niche deeply, clients naturally rely on them for broader guidance, rather than merely implementation.

What’s driving this shift?

Several market forces are pushing Pros to step into a more advisory role:

1. Clients are overwhelmed by the complexity of the digital ecosystem

Between SEO, content, paid media, local search, AI, CRM tools, analytics, and funnel strategy… most SMBs feel lost. They don’t want a technician, they need a guide.

2. Technology has become more accessible

With visual builders, templates, AI tools, and low-code platforms, clients know they could build something themselves. What they can’t do on their own is make smart, strategic decisions. That’s where Pros add irreplaceable value.

3. Recurring revenue models reward strategic leadership

Retainers shouldn’t be thought of as only for updates. They’re also for insight, direction, and ongoing improvement.

4. Pros themselves want more fulfilling work

Many said some version of:

“I’m tired of being the person who just takes orders and fixes things.”
“I want to help clients grow, not just build what they ask for.”
“I’m more valuable as a strategic partner.”

This desire for deeper impact is reshaping what it means to be a web designer or web developer.

Why this matters for GoDaddy

GoDaddy’s mission in the Pro ecosystem is to empower digital professionals to move up the value chain. That’s why we’re building:

1. The GoDaddy Agency Partner Program

Designed to help Pros:

Elevate their credibility
Get visibility with GoDaddy customers
Access deeper insights (like this report)
Connect with higher-quality clients
Strengthen their business positioning

Agencies in the program are consultants, strategists, and trusted partners. And our goal is to amplify that.

2. The Hub by GoDaddy Pro

A centralized place where Pros can:

Monitor client sites
Manage updates
Automate tasks
Run performance checks
Streamline communication

This frees up time and mental space for Pros to focus on strategy, not firefighting.

3. AI-powered insights and automation

AI tools are not to replace the Pro, but to make it easier to deliver smart, meaningful recommendations that reinforce their value as advisors.

Takeaway: The future of the digital professional isn’t only about building websites. Pros are building business outcomes entirely.

The Pros who stand out in 2026 won’t be the ones who churn out the most pages or the fanciest animations. They’ll be the ones who:

Understand their clients deeply
Guide them with clarity and confidence
Bring data-driven insights
Take a seat at the strategy table
Focus on long-term partnerships
Use tools and AI to enhance their expertise

Digital Pros are becoming strategic partners. Their value is no longer in what they build, but in the clarity and growth they help clients achieve.

And through GoDaddy’s Pro ecosystem and the Agency Partner Program, we’re committed to helping every freelancer and agency owner unlock that next level.

Final thoughts: 2025 was a year of reinvention

If there’s one word that captures what we heard across hundreds of conversations this year, it’s reinvention:

Freelancers reinvented themselves into agencies.
Designers reinvented themselves into strategists.
Developers reinvented their workflows with AI.
Generalists reinvented their positioning by niching down.
Agencies reinvented their business models around recurring revenue.
And almost everyone reinvented how they learn, build, grow, and serve their clients.

What stood out most wasn’t the speed of change in the industry, it was the resilience and creativity of the people in it. Pros showed us again and again that success isn’t about having the perfect process, or the perfect tool stack, or the perfect origin story.

It’s about being willing to evolve: to keep learning, building, and showing up for clients who rely on you.

And that’s exactly why GoDaddy continues to invest in the tools, insights, programs, and community that help digital professionals do their best work. Whether through the Hub, our Managed hosting for WordPress platform, the Site Maintenance Packs, or the GoDaddy Agency Partner Program, our mission is simple:

To help freelancers and agencies build stronger businesses and to grow with them every step of the way.

This series is the start of a broader effort to share what we’re seeing in the market: the trends, patterns, challenges, and opportunities shaping the future of digital work. Over the next several weeks, we’ll dive deeper into each of the ten themes we uncovered in 2025 and explore how Pros can apply these insights to their own business in 2026.

Want to learn more? Join the insiders in the GoDaddy Pro Facebook community, run by the team that collected these insights. We share everything we learn about the industry in this community of digital professionals and ask for feedback about how GoDaddy can improve the experience for web professionals.