Corporate activism: how to move from commitment to social impact

Corporate activism has become one of the defining business concepts of 2026. As scrutiny of companies' social and environmental impact intensifies across their value chains, concepts like ESG strategy, decarbonization, regenerative economy, and equity are no longer peripheral, they are central to how organizations operate and communicate.

But there is a critical distinction: some companies adopt these concepts out of genuine conviction, while others use them as cover for greenwashing or purpose-washing. Corporate activism sits firmly on the side of authentic, systemic action.

What is corporate activism?

Corporate activism can be defined as a holistic approach to achieving social and environmental transformation through focused, honest business action that generates measurable positive impact, embedded into strategy, culture, and governance, not just communications.

Eulalia Devesa, Director of Corporate Social Responsibility at ISS Spain, believes that "being activists means that the purpose of connecting people and places to contribute to something better must be part of the culture and the way of working of the entire company, of every employee." 

For his part, Mario Rovirosa, CEO of Ferrer, the first Spanish pharmaceutical laboratory certified as a B Corp, states that the brand’s motto, 'Ferrer for good,' speaks for itself.

"It is the company's purpose: to do good in society and on the planet, to have a positive impact on society," explains Rovirosa. "Even though we are known as a large pharmaceutical company, all of us who work here see that this is only a means to obtain the resources needed to do good," he adds.

In recent years, more than 50% of the company's profits have been directed toward social and environmental projects. "It stems from our main shareholder, who has been the first believer in this need and has preached it for over twenty years, and the company has aligned itself with that," says Ferrer's CEO.

The rise of corporate activism: a turning point

In 2018, we experienced how corporate activism burst with force in our society: Nike made public its support for the Black Lives Matter movement in a campaign starring Colin Kaepernick, the American football player who took a knee while the US national anthem was played at the Super Bowl final. It was a positioning campaign, with worldwide repercussions, under the slogan "Believe in something, even if it costs you everything". 

Kaepernick's gesture was a protest against police brutality toward African-American citizens. Nike's positioning campaign, under the slogan “Believe in something. Even if it means sacrificing everything” reached the entire planet, generated social debate, and had an impact on the perception of the brand. 

But activism is not limited to brands. Senior executives are also becoming activists as individuals. In the same year as the Nike campaign, the Harvard Business Review published an article titled “The New CEO Activists” which looked in detail at the characteristics and attributes of activist corporate leaders.  

This transition to corporate activism has had a direct impact on public perception. In 2020, the Edelman Trust Barometer, which measures citizens' trust in different institutions, showed that, for the first time, companies were gaining ground on NGOs – the institutions that had traditionally obtained the highest ratings. 

In addition, the results of the barometer showed that 61% of the population expects CEOs to take a stand in tackling social and environmental challenges and that 81% expect institutions to make these commitments public.

In 2025, the regulatory context accelerated this trend significantly. The entry into force of the Corporate Sustainability Reporting Directive (CSRD) in Europe obliged thousands of companies to account for their social and environmental impacts according to standardised criteria. In parallel, pressure from institutional investors managing portfolios under ESG criteria turned corporate activism into a factor of competitiveness, not merely of reputation.

The new face of corporate activism

If in the previous decade corporate activism was primarily associated with large consumer brands taking public stances on social debates, the new face of corporate activism is more systemic, more cross-cutting, and more demanding. It is no longer about a communications campaign or a one-off statement from the CEO: it involves transforming the strategy, the value chain, and the culture of the organisation from its very foundations.

Three major trends define this evolution in 2025–2026:

• First, the integration of corporate purpose into governance, with boards of directors incorporating social impact objectives into their success metrics.
• Second, the emergence of verifiable metrics. Activist companies no longer limit themselves to communicating intentions they publish audited data on their impacts.
• Third, cross-sector collaboration. The most effective corporate activism arises from alliances between companies, NGOs, public administrations, and organised citizens.

This approach connects directly with the creation of value through sustainability, an area in which Esade research demonstrates that initiatives oriented toward material results, not just communication, generate sustainable financial returns over the long term.

From theory to action: How companies embed corporate activism 

In order to carry out such corporate activism, companies need strong internal commitment, which must be integrated into business strategy across all levels. Leadership and governance play a key role in integrating this commitment into corporate culture and in helping companies play an active and positive role in society. 

This commitment must, however, be authentic and come from within, generating a sense of pride and belonging in everyone who works in the organization. At the same time, it must be shared externally: this corporate culture must be transmitted through alliances and collaborations in order to inspire other companies. 

It is especially important in times of conflict, uncertainty, and fear, that companies committed to corporate activism find the optimism and strength to take action. An activist is, above all, a person compelled to act.

Strategic CSR plays a fundamental role here: Esade research demonstrates that integrating social responsibility into corporate strategy increases employees' affective commitment and becomes a competitive advantage that is difficult to replicate.

Mónica Chao, Sustainability Director at IKEA Spain and president of WAS (Women, Action, Sustainability) explains the position of ‘activist’ in her company: “We created it in response to those people who wanted to become more actively involved in sustainability objectives, giving them an active, leading role.” 

Meanwhile, Eulalia Devesa of ISS Spain points out that “if you do what you have to do and do it well, a virtuous circle is created within the company that makes everyone become activists: they are the ones who commit themselves internally and externally, with customers, unions, suppliers, and more.”

Sustainable workplaces, according to the Esade-ISS Barometer, are the most tangible reflection of this cultural commitment: spaces where purpose permeates corporate values, rewarded behaviours, and the way success is measured.

The business return

Despite profit not being its main objective, business activism can have a major impact on the bottom line. There are also other benefits, such as talent retention, according to Ferrer CEO Mario Rovirosa. 

“In the selection interviews we conduct, when we explain the company’s purpose, the interview changes — people are hooked. When the values of both parties mesh, the employee has a very high level of satisfaction and participation,” says Rovirosa. 

Devesa holds a similar opinion and points out that, in the case of ISS Spain, “it has helped employees who are far away [in terms of physical distance] to feel that they are part of something, and that they themselves are a lever for change and improvement in the company.” 

“We defend decent employment conditions under the premise 'equal work, equal pay' to the point that over the years we have attracted a lot of talent and achieved a very low turnover, with a retention rate of 90%. We believe that having this foundation makes people committed and loyal,” says Devesa. 

Authenticity vs. greenwashing 

Many international voices and non-profit organizations warn of the danger of greenwashing campaigns by companies that carry out misleading communication and marketing actions, positioning themselves as 'green brands' with the sole purpose of increasing their profits. 

Mario Rovirosa believes that “eventually these companies will end up revealing themselves, because there comes a time when you have to make decisions, and that's when you see the ones who really mean it. The difference lies in integrity and authenticity.” 

“It is essential to act with trust and foster trust," says Monica Chao. “The risk of greenwashing lies in unfocused action and the noise it generates, which prevents us from listening to what is important. Action without focus takes us away from purpose and can lead to ‘compassion fatigue’ in society.”  

For Eulalia Devesa, the key is to do “few things, well, with a lot of consistency over time. First, do something and, when you have tried it and see that it works, explain it.”

In Europe, the regulatory framework is reinforcing this demand for authenticity. The CSRD, the Green Taxonomy Regulation, and the Corporate Sustainability Due Diligence Directive (CSDDD) oblige companies to demonstrate with verifiable data that their sustainability commitments are real.

In this context, the new face of corporate activism also has a regulatory compliance dimension: organisations that do not transition toward genuine impact models will face growing reputational and financial risks.

The Spanish-language event 'Activismo corporativo: del compromiso al impacto’ was held as part of the 'Connecting Through the Workplace' conference series organized by Esade's Institute for Social Innovation together with ISS Facility Services.