Organizations worldwide are making significant strides in environmental and social sustainability.

To understand the progress being made, the 乌鸦传媒 Research Institute conducted an extensive survey involving 2,152 executives from 727 organizations with annual revenues exceeding $1 billion across 13 countries worldwide. They also surveyed 6,500 consumers from the same 13 countries to gain a comprehensive view of sustainability from both organizational and consumer perspectives.

The results of this survey have been collected in the third edition of our A world in balance series. By comparing this data with previous years鈥� surveys, we examine the progress organizations have made in environmental and social sustainability over the past three years and identify the challenges they face.

A world in balance 2024: Accelerating sustainability amidst geopolitical challenges highlights the strides made in areas such as circularity, sustainable design, measurement and data sharing, water stewardship, biodiversity, social sustainability, and sustainability education and training. Despite these advancements, challenges remain, particularly in addressing Scope 3 emissions and effectively engaging consumers.

The report has found that regulations have driven sustainability efforts and accelerated measurement and tracking capabilities. However, many organizations are still unprepared for upcoming directives like the EU Corporate Sustainability Reporting Directive (CSRD).

Read an executive summary below.

Sustainability is a strategic imperative that can drive business value for organizations across industries.

The 乌鸦传媒 Research Institute鈥檚 new report, Driving business value through sustainability, provides a roadmap for businesses to maximize the value of their sustainability investments through:

• Cost reduction: Companies are realizing average savings of up to 21% across waste reduction, energy and water consumption, efficient supply chain management, and more.
• Driving sales: Sustainability initiatives attract new customers and help organizations venture into new markets. Our research shows that 82% of businesses invest in sustainability because it directly boosts sales.
• Reducing risk: Non-compliance with sustainability requirements has strong direct and indirect impacts. 44% of companies have faced reputational damage due to sustainability inaction.
• Building stakeholder value: Sustainability initiatives are directly driving shareholder interest and brand equity 鈥� a trend reported among 81% of businesses. Brand reputation, customer loyalty, and employee engagement are also getting a boost.
• Enhancing competitive advantage: 69% of companies report that sustainability initiatives have accelerated their pace of innovation. At the same time, organizations are losing market share to competitors that have more sustainable products.

Our research indicates that sustainability initiatives remain a top priority for 72% of organizations, with a significant focus on recycling products, improving energy efficiency, and securing stable energy sources. Organizations are also maintaining concrete net zero commitments, with the majority reporting either no change in timelines (41% of surveyed organizations) or a short-term postponement of one to two years (29%).

At the same time, sustainability continues to attract investments: most industries plan to increase their investments in 2025, particularly toward climate technology and product design. On average, one out of every two organizations across industries is planning to invest in climate tech.

Driving business value through sustainability is a must-read for business leaders, and sustainability officers who are dedicated to advancing their organizations through sustainable practices. The research brief provides a comprehensive analysis of the multifaceted benefits of sustainability, and identifies specific levers for maximizing the value of organizations鈥� sustainability investments.

To learn more about the critical role that sustainability can have in modern business strategies, download the research brief today.

Strategic imperatives for driving market leadership in the coming year and beyond

Transformation is the name of the game across the financial services industry, as change continues to define the competitive landscape. 乌鸦传媒鈥檚 latest research identifies three core themes around which the future of financial services will evolve:

• Customer first: Transforming customer experience focusing on omnichannel interactions and the value of products and services
• Enterprise management: Revamping processes, teams, solutions, and operations to run enterprises with greater agility and operational efficiency to optimize the cost of doing business
• Intelligent industry: Leveraging the most modern solutions to deliver an end-to-end digital experience that transforms the value chain 鈥� from design to delivery of intelligent products and services

These themes inform the industry鈥檚 response to today鈥檚 challenges and opportunities and point to how financial services organizations will position themselves for ongoing success 鈥� key industry trends are evident.

We鈥檝e developed trends books 2025, covering nine major sub-domains of the financial services industry. Each trends book provides a comprehensive overview of the top 10 trends shaping the future of the business 鈥� and offers insights and real-world examples of how to stay competitive; to rise to the ever-increasing demands and expectations of customers, investors, and regulators; and to unlock growth.

Download the trends books 2025 that are most relevant to your enterprise.

Shaping tomorrow鈥檚 mobility and energy

Investment in battery technology is increasing, particularly in the US and Europe. This is due, in part, to the rising demand for electric vehicles and energy storage solutions, and is influenced by an array of geopolitical, sustainability, and technological factors. The battery revolution: Shaping tomorrow鈥檚 mobility and energy, the latest report from the 乌鸦传媒 Research Institute, explores the current state and future trends of battery technology, focusing on investment, innovation, sustainability, and the impact on various industries.

This report is based on findings from a global survey of 750 senior executives in the battery, automotive, and energy and utilities sectors, spanning North America, Europe, and Asia-Pacific. The battery revolution: Shaping tomorrow鈥檚 mobility and energy also includes insights drawn from in-depth interviews with industry leaders.

Organizations are expected to increase battery recycling 鈥� yet two-thirds are still in the initial phases of sustainability initiatives.

Key issues and trends that are examined in the report include:

• Sustainability integration: As sustainability measures become more critical, batteries are emerging as a key factor in decarbonizing carbon-intensive sectors.
• Innovative chemistries: While lithium-ion batteries continue to dominate, the industry is actively exploring alternative chemistries, such as sodium-ion and solid-state batteries, to enhance performance and longevity.
• Changes to the value chain: Significant changes will need to be made in the value chain as battery manufacturers tackle challenges related to cost and profitability, R&D, manufacturing, supply chain resilience, and sustainability. This means that three out of four battery manufacturers will need to update or build new lines to support the production of next-generation cells.
• New business models: Automotive manufacturers are exploring innovative business models, such as battery swapping and battery-as-a-service (BaaS), to address infrastructure challenges and improve cost-effectiveness for electric vehicles.

How can organizations accelerate to a battery-driven sustainable future? Download the report now to find out, and discover more about the battery revolution.

As AI moves from pilot projects to production-scale deployments, organizations are beginning to realize measurable returns.

With an average ROI of 1.7x, AI is no longer a future promise 鈥� it鈥檚 a present-day performance driver. Leading organizations are unlocking ROI and efficiency through AI-driven business operations.

The 乌鸦传媒 Research Institute鈥檚 new report, AI in action: How Gen AI and agentic AI redefine business operations, explores how Gen AI and agentic AI systems are transforming business operations across supply chain, finance, customer service, and people operations. From cost savings to faster decision-making, AI is reshaping the way enterprises operate.

Key findings from the report include:

• AI is delivering real business value: 40% of organizations expect positive ROI from AI within one to three years, and another 35% within three to five years. AI agents are driving improvements in efficiency, accuracy, and customer satisfaction.
• Investment in AI is accelerating: 62% of organizations have increased gen AI spending in 2025, with 36% allocating dedicated capital. Proprietary models are preferred by 77% of executives for their performance and integration capabilities.
• Agentic AI adoption is surging. The use of AI agents 鈥� including multi-agent systems 鈥� has more than doubled in one year, with 21% of organizations now using them in operations. Production-scale deployments are expected to grow by 48% in 2025.
• AI is reshaping core business functions, delivering cost savings of 26鈥�31% across supply chain and procurement, finance and accounting, and customer and people operations.

AI in action: How Gen AI and agentic AI redefine business operations is essential reading for business leaders, technology decision-makers, governance teams, and investors seeking to understand the transformative potential of Gen AI and agentic AI. It provides organizations with the essential steps for developing AI-driven business operations:

• Build a strong foundation of AI readiness
• Make the workforce AI-ready through change-management and cultural transformation to enable smarter human – AI collaboration
• Develop a strong approach to process redesign to unlock agentic AI鈥檚 full potential
• Embrace agentic AI for transformational benefits
• Maintain a sharp focus on cost containment
• Devise a clear strategy for scaling AI across the enterprise.

To discover how AI is reshaping enterprise operations, and learn how to scale AI for lasting impact, download the report today.

Harnessing AI for cyber resilience

Corence Klop, Chief Information Security Officer, Rabobank

Corence Klop holds almost 20 years of experience within Rabobank with leading roles in the areas of digital transformation, innovation and data & analytics. In her current role, as Chief Information Security Officer, Corence is responsible for setting the information security vision, strategy and priorities, develop and maintain the information security standards and frameworks, and representing Rabobank in matters of resilience within The Netherlands.

She also works as a non-executive board member of the Rabobank Pension fund and member of the supervisory board of a library.

Can you walk us through your journey at Rabobank and your current responsibilities as CISO?

I stepped into the role of CISO at Rabobank in September 2023. In this position, I hold global and group-level responsibility  for the security of the bank. This includes our central operations, as well as regional branches and subsidiaries. It鈥檚 a role that comes with immense accountability. If something goes wrong, the buck stops with me. But it also gives me the freedom to shape the bank鈥檚 strategic agenda for change.

Prior to this, I spent three years in the bank鈥檚 data and analytics division. I led, for example, a community of 600鈥�700 professionals focused on data and analytics 鈥� a key area of expertise within the organization. My interest lies in analytics  and uncovering ways to extract value through actionable insights.

I have a background in innovation management, which fuels my passion for emerging technologies. I’m constantly on the lookout for new tools and techniques that can help us stay ahead, particularly in security and operational resilience.

Do you find there is friction between creating value with data and protecting it?

There is friction, but I think it partly comes from my personality. I鈥檓 opportunistic, always thinking about what can be done with data or certain technologies. At the same time, working in security means a strong focus on protecting privacy and assets and ringfencing sensitive data. Both aspects are important. Security isn鈥檛 just about preventing risk 鈥� it鈥檚 also about creating the greatest value for your organization and our customers.

Security isn鈥檛 just about preventing risk 鈥� it鈥檚 also about creating the greatest value for your organization and our customers.

The surge in cyberattacks

Since assuming leadership, have you noticed a rise in the number and nature of cyberattacks?

The increase has been exponential. In the first half of 2025 there has been a major increase in distributed denial of service (DDoS) attacks. March 2025 saw more denial requests entire 2024. Financial Services is the most frequently attacked industry (34% of all global attacks). In Q1 2025, we have seen more than 250k phishing attacks against Rabobank. That鈥檚 a staggering number and testament to how aggressive the threat landscape has become.

The attack maturity is also increasing, which has massive operational implications. We are talking about phishing, QR code scams, man-in-the-middle attacks and, increasingly, deepfake-based threats. What鈥檚 more concerning is that this trend is not plateauing. Rather, it鈥檚 escalating.

That鈥檚 why technologies such as AI are not just a strategic advantage, they’re a necessity. With threats increasing both in volume and sophistication, we need smarter, more scalable solutions to prevent and respond and to stay resilient.

In Q1 2025, we have seen more than 250k phishing attacks against Rabobank.

What do you see as the primary drivers of this surge in cyber threats?

A major factor is the volatile geopolitical environment. These dynamics have real consequences on the cyber landscape.

Nation-state actors and politically motivated threat groups are becoming more active. And even beyond state-driven actions, the general level of criminal sophistication has risen. Bad actors are evolving fast. They鈥檙e using AI themselves now. It鈥檚 no longer just lone hackers or small-time phishing scammers; there鈥檚 a whole ecosystem behind this.

Could you expand on the evolution of phishing and how attackers are adapting their methods?

Phishing remains one of the most persistent and effective forms of attack, but it’s evolving. It鈥檚 no longer just about fake emails with suspicious links. Phishing kits have added AI integration to simplify the process to build multi-language tailored phishing pages delivering much more sophisticated results.

Perhaps more alarmingly, deepfakes are entering the equation. Imagine receiving a video call or voicemail from someone who looks and sounds exactly like your boss, asking you to approve a financial transaction urgently.  Deepfake continues to be on the rise. Threat actors increasingly offer deepfake services claiming to be able to circumvent Know-Your-Customer protocols.

This evolution of threats makes it clear that conventional security measures are no longer sufficient. Attackers are using emerging technologies, and we need to keep up.

Deepfakes are entering the equation. Imagine receiving a video call or voicemail from someone who looks and sounds exactly like your boss, asking you to approve a financial transaction urgently.

Keeping up with the threat environment:

With such advanced threats, how is Rabobank preparing for the future?

Security is a core capability. We have an information security strategy with a solid foundation to defend against most future threats.

The sheer volume of attacks means we need systems that can prioritize, detect, and respond, often autonomously. This is where AI and automation come in. For example, automating the triage of security alerts can save thousands of hours of analyst time and ensure critical incidents are caught early.

Beyond that, the people and process part of our strategy are very important. All employees have a role to play and should have a minimum level of security maturity so they know how to behave in a secure way. Security is not the job of one department. It鈥檚 embedded in our IT, operations, and customer-facing units. Everyone has a role to play.  

We are not alone in this. We actively join forces with other major organizations in the Netherlands by sharing our experiences and knowledge, to stay prepared for future challenges.

Automating the triage of security alerts can save thousands of hours of analyst time and ensure critical incidents are caught early.

How do you align that long-term security view with agile ways of working?

As mentioned in our security strategy, we鈥檝e defined a Foundation, which includes all essential security measures. But beyond that, we also prepare for emerging technologies such as AI and quantum computing.

Our strategy is translated into yearly priorities. Of course, we cover the basics that every organization needs, but we also explore how to prepare for developments that may arise in two or three years. I try to strike a balance in ensuring we have the technology we need today, while building for the future.

A good example is post-quantum cryptography. It might not be an imminent risk, but we know it鈥檚 coming. I push for topics like that to be included in our priorities. That means starting with an inventory of what we currently have, building internal expertise, and embedding these topics in the organization鈥檚 agenda.

Post-quantum cryptography. It might not be an imminent risk, but we know it鈥檚 coming.

AI and cybersecurity:

In your view, where does AI 鈥� and specifically generative AI (Gen AI) 鈥� hold the most immediate potential in cybersecurity operations?

In the short term, I believe the greatest potential for AI and Gen AI, lies within the security operations center (SOC). The SOC deals with a massive volume of alerts daily, and that鈥檚 precisely where Gen AI can be a game-changer.

One key use case is assisting analysts during the alert investigation process. Gen AI can streamline their workflows by quickly searching across multiple databases and offering recommendations for action. It essentially acts as an advisor, advising whether to escalate an alert, ignore it, or take specific action.

What approach are you taking to improve detection and response?

Since we didn鈥檛 find a reliable off-the-shelf solution, we鈥檝e started building our own ML model specifically trained on our own data.

The advantage here is twofold. First, we control the dataset, which means we can fine-tune the model to our environment and threat landscape. Second, it allows us to embed domain knowledge directly into the model, which generic solutions struggle to do.

It鈥檚 still early days, but the results are promising. We can work better with high volume data sources and can better detect.

What are some of the challenges you’ve faced in building AI models for in-house cybersecurity?

One of the first challenges we encountered was the expertise gap. In cybersecurity, we traditionally don鈥檛 have data scientists embedded in our teams. Conversely, the data science teams at our bank, while very skilled 鈥� especially in areas such as fraud detection 鈥� aren鈥檛 familiar with the specifics of security data. This divide made collaboration difficult and our security team had to start learning the principles of AI.

Another major issue was tooling. Many of the standard tools we use in security, like Microsoft Defender, aren鈥檛 designed to handle large datasets or ML. You can鈥檛 just run Python or complex queries on these platforms. So, we needed an updated infrastructure to run and train models efficiently, which could handle the scale of data we were working with.

As you’re building AI models internally, how do you handle ethical concerns like explainability, transparency, and bias?

Our analytics teams follow a structured AI Way of Working (WoW)that guides them through every step of model development. The AI WoW ensures AI risk minimization and AI value maximization including ethical considerations. It emphasizes explainability, transparency, and documenting decisions. You can find out why a particular modeling choice was made, even years later.

At Rabobank, we make a Responsible AI building block available for teams. This is designed to be compliant and in control by translating AI related standards, guidelines and frameworks into technical components to embed in all use cases.

What advice would you give an organization just starting its AI cybersecurity journey?

My first piece of advice is to get your data in order. Before you build or even adopt an AI model, you need a clean, consolidated source. Our early modeling efforts were hampered by inconsistent and incomplete datasets.

Secondly, I recommend starting with what鈥檚 already available. Don鈥檛 try to build everything from scratch. Run experiments with available tools, understand their capabilities and limitations, and build internal expertise along the way.

Building a cyber-aware organization:

How do you balance AI tools with skill development in your team?

First of all, there is a strong focus on building AI skills, not only in the security organization but in the whole organization. DataWise is a global learning program for all employees. Rapid innovations in data and AI impact our work. Data and AI help us provide excellent customer service, improve efficiency and performance, and make the right decisions. This requires continuous skill development. DataWise supports employees in this development.

Also I鈥檝e experienced that security analysts are fast in learning how to design, build and deploy detection rules and models in a short timeframe.

Finally, it鈥檚 about focus. AI tools will not replace a security analyst. It will augment their work. This also means you should be careful how to build up AI. The model should be validated since it should do what it鈥檚 supposed to do.

AI tools will not replace a security analyst. It will augment their work.

A big part of cybersecurity success depends on end-user behavior. How do you manage awareness without creating fatigue?

I focus on integrating attention-worthy topics into the daily routines of my users 鈥� or, in my case, colleagues 鈥� without making it feel like a burden. It鈥檚 about using small, everyday moments to raise awareness.

Phishing is a great example. We regularly send simulated phishing emails and monitor responses. Instead of following up with long training sessions, we provide micro learnings of one to two minutes to highlight what they could have checked, what they might have done differently, and offer additional resources to those who are interested. It鈥檚 all about keeping it simple and accessible, and finding creative approaches to keep them engaged.

Which trends do you see shaping the future of AI in cybersecurity?

One major factor will be talent. Finding people with the right blend of AI and cybersecurity expertise is only going to get tougher. These technologies will need to help teams do more with less.

Education is the foundation. You can have the best tools, but if your people fall for a deep-fake video or phishing attempt, those tools might never come into play. We stress critical thinking, skepticism, and adherence to process. My team works hard to keep everyone aware, not just of existing threats, but also of how they鈥檙e evolving.

From a technical perspective I see a few developments: 1) Identity fraud 鈥� onboarding fake customers, 2) Attacks will be harder to detect, faster and more convincing, and 3) More and better personalization in scams.

Finding people with the right blend of AI and cybersecurity expertise is only going to get tougher.