Non-Profit & Social Impact Annual Report 2025 Supporting Impact, together

NON-PROFIT & SOCIAL IMPACT ANNUAL REPORT

Supporting Impact, together 2025

Table of Contents

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Executive Summary

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02

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Trusted Partner

Evolutions

Impact DNA

Trend Pulse

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05

Voices of the Community

Executive Summary Persistence and creativity fuel multiplied energy This past year, trying to separate signal from noise has become more important than ever, along with getting used to uncertainty. With ccontinued international conflicts and severe budget cuts in virtually all countries, a lot of attention has not only gone to (continued need for) democracy, human aid, climate efforts, health, education, information and more. Solid focus has also gone to finding new ways for making things happen. This resulted (and still results) in heavy pressure on local efforts and international alliances.

In 2025, organizations counted on asUgo for more than digital and AI. Experience exchange, ideation and human guidance were an important part of our collaborations, together with technology. It fuels learningsbased ideas and progress – and allows to go even further in growing impact.

For our new clients, adopting a CRM marked the first step towards collaborative data capabilities. This enabled enhanced collaboration, expanded impact opportunities and informed decision-making.

Tangible impact and 8% of GDP

Both new and existing clients found that combining technology with human insight unlocked complementary internal and external possibilities. 89% see this as a solid start for more.

Depending on their unique traits, organizations leveraged this to inform, create opportunities, support projects, or activate communities.

Despite the solid reality, many organizations across the impact spectrum have taken (extra) steps to reinvent themselves, grow collaborations and accelerate their journey, contributing to a space where bold solutions and practical action contribute to societal progress. It’s this very trust and plurality of viewpoints that makes the difference. This collaborative energy is the powerhouse of the social profit sector, especially during this moment of transition. It is key to continue creating societal impact at large ánd a solid (often underestimated) economic value, both in Belgium, Europe and beyond.

60% of projects are led by women

Year on year, the number of client collaborations led by women is growing. It's an inspiring trend, along with other evolutions of which we provide a snapshot in our Annual Report. The report also gives space to realisations and sharings of the community. In the end, it is about people shaping ideas, leading transformation, crafting experiences and driving change – together.

At asUgo, we have noticed a comparable activity amongst large and small organisations in 2025, be it locally or in one the 190 countries supported internationally. They combine proven approaches, data insights, human touchpoints and an increasing diversity of digital channels. 2025 has indeed shown a remarkable spur in creativity with crisp ideas, phygital campaigns, exploration of newer channels and more. Very inspiring.

Jürgen Janssens Director asUgo, Head of Non-Profit & Social Impact

Both new and existing clients found that combining technology with human insight unlocked complementary internal and external possibilities.

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01

Trusted Partner

Introduction to asUgo At asUgo, we are passionate about helping companies to enable start-up/scale-up mindset when addressing complex challenges, complex organizations, complex architectures with agility as an obsession.

We help large and international groups to start new projects, new business lines (and even new brands) with #value as unique objective.

80+

The key to the success of asUgo lies in our unique blend of strong company culture, consultancy expertise, technical capabilities and extra agility. The combination of these elements sets us apart from other Salesforce consulting companies and enables us to deliver exceptional quality of services to our clients.

Consultants

Belgium Portugal

Projects

Certifications

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Think and Build, Beyond

4

2Locations

150+

350+

Major services and accelerators

25+

Portfolio of Enterprise Apps

4

Pilots in cities and municipalities

#Curious #Nimble #Committed

Energy Financial Non-profit Public Sector

Major industries

Public Sector Success

WE STRONGLY BELIEVE IN OUR CORE VALUES

#curious

#nimble

#committed

We believe that by constantly asking "why" and challenging the status quo, we can uncover innovative solutions and drive meaningful change

We recognize that the world is constantly evolving and to thrive in such a dynamic environment, we must be flexible and responsive

We are deeply committed to the success of our clients, our projects and our team

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We are asUgo

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CELEBRATING OUR COMMUNITY MEMBERS: 100 YEARS YOUNG! In 2024, asUgo worked with two organisations that celebrated their 100th birthday: Licht & Liefde, and Foundation Against Cancer. While they continued their celebration this year with extra actions, other organisations blew some festive candles in 2025. All around birthdays combined, they celebrate more than 100 years of impact. They are active in diverse areas (sustainability, care, health, good food and mixed societal impact).

Congratulations for the birthday… and for the amazing work done!

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Did You Know?

INNOVATION IS AT THE CORE OF OUR DNA

asUgo goes #beyond just being a #Salesforce ecosystem company. We admire #curiosity and cultivate a unique environment where technical skills, human-centered design and strategic thinking unite to drive real business #value.

KEY VERTICALS

Energy & Utilities Financial Services Public Sector Non-Profit

OUR PORTFOLIO OF NON-PROFIT SOLUTIONS

Stakeholder 360 Non-profit contacts nurturing

Major Giving & Philanthropy Compass

SDG 360

VAT Checker Automated VAT validation tool

Automated SDG Impact Monitoring Solution

Donation management solution

Fundraising Campaigns Non-profit fundraising segmentation solution

Fiscal Attestations Automate fiscal attestation process

Mentoring Accelerator

Discover More!

Mentoring Solution

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02

Impact DNA

Support for Social Aid and Health remains important, along with Education, Climate and Planet 10

Diverse Impact Supported in 2025 THEMATIC IMPACT Social Aid & Humanitarian Support: 29%

Other: 5%

Health: 22%

Economic Development: 5%

Mixed Impact: 15%

Animals: 2%

Culture: 2%

Climate and Planet: 11% Education: 9%

GEOGRAPHICAL IMPACT Local Only

65% 27%

Local Only & International International Only 7%

IMPACT APPROACH

850+ users, creating ​ impact in 190+ countries​

Field Work

Education & Events

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Fundraising & Grants

Influencing policymaking

Global Reach of Our 2025 Non-Profit & Social Impact Clients COUNTRIES SUPPORTED BY OUR NON-PROFIT CLIENTS

850+ users creating impact in 190+ countries

CLIENT ACTIVITY GLOBAL HEATMAP 0%

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>60%

Shaping Value and Impact with a Diverse Community of Organisations YEARS OF EXISTENCE OF ORGANISATIONS Founded > 100 years ago

Founded 50-99 years ago

Founded 1-5 years ago

Founded 20-50 years ago Founded 5-20 years ago

15% 9%

40%

22% Average

15%

18 Median

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RESOURCE REALITY OF ORGANISATIONS Total number of FTEs

11%

50-99 FTEs

50-99 FTEs

65%

13%

1-10 FTEs

10-25 FTEs

1-10 FTEs

10-25 FTEs

9%

2%

100+ FTEs

25-50 FTEs

100+ FTEs

Average

54

1000+

5 Median

62%

Structurally work with volunteers (in complement to employees)

Highest number of FTEs

13

25-50 FT…

Organisations Ambition Different Impact(s) for Each Region % OF ORGANISATIONS WITH INTERNATIONAL FOCUS THAT SUPPORT INITIATIVES IN THIS REGION

88%

50%

56% 50% 56% 69%

* International support in Europe excludes BeLux ** Projected numbers at time of report creation

MAIN THEMATICS SUPPORTED PER REGION

North-America

South-America

Europe*

Environment & Sustainability Women issues & Women rights Humanitarian Support Fair Economy Education Child Abuse Prevention Housing Animals Social Innovation

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Africa

Asia-Pacific

BeLux

Did You Know?

THE PHYSICAL COMMUNITY

58%

85

In Social-Profit organisations, the SPOC for CRM projects is often a woman

Number of organisations, NGOs and foundations that benefited from asUgo’s Pledge 1% since the launch of asUgo in 2016

100%

89%

Corporate clients of asUgo know one or more Social Profit organisations that asUgo is working with

Proportion of Non-Profit & Social Impact Clients active on multiple social media

300

1 staircase – 11 589 km

Longest distance between 2 Non-Profit clients in Belgium (in km)

Shortest and longest distance between two NonProfit clients globally

OPEN MINDS & HUMAN FOOTPRINT

29% of the asUgoers involved in NonProfit projects in 2025 are women

59% of Social Profit organizations are easily accessible through public transport

56 asUgoers’ involved in one or more Non-Profit projects in 2025

190+ countries where asUgo’s Non-Profit & Social Impact Clients create direct impact

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Follow Us on Social Media Let's Get Connected for Our Latest News & Updates

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Evolutions

Project approach

“Think Big, Start Small, Move Fast”

continues to resonate with business value drivers of Social-Profit clients 18

Value Metrics of 2025 MAIN VALUE DRIVERS OF NON-PROFIT & SOCIAL IMPACT PROJECTS

95%

DATA CENTRICITY & PRODUCTIVITY COLLABORATION

100%

PROCESSES

98% 75%

EXTERNAL ENGAGEMENT

95%

EMPLOYEE ENGAGEMENT

PROJECT INSIGHTS & TENDENCIES

62%

89%

Use one or more asUgo accelerators to support their reality.

Continue to make people, processes and technology evolve, after being live.

91%

65%

Use sounding boards with asUgo to craft their Digital Roadmap, also after being live.

Foresee community engagement as next step (portal, events, members, campaigns…).

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Technology Serves Business: Quick Zoom Depending on their DNA, organizations use the collaborative data capabilities as a boost to: Inform & grow awareness

Support people and projects

Create opportunities

Activate communities

INFORM & GROW AWARENESS

150+ Events organized on health 5000+ Workshops organized for climate and planet in schools 700+ Companies attended B2B events organized for climate and planet

CREATE OPPORTUNITIES

People have been coached so far to grow skills and to get a job A record number of coaches that got a job 77% thanks to a mentoring program

1000+

ACTIVATE COMMUNITIES

6 Average number of campaigns and newsletters per week per organisation that uses marketing automation 1MM+ Audience of these campaigns and newsletters

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Technology Serves Business: Quick Zoom Depending on their DNA, organizations use the collaborative data capabilities as a boost to: Inform & grow awareness

Support people and projects

Create opportunities

Activate communities

SUPPORT THROUGH GRANTS

< 1 k € Smallest grant (for 1 year) 10 MM € Highest grant (for 5-10 years) 13 years Grant with the longest duration

ACTIVATE COMMUNITIES

1000+ Members served in 2025 50+ Countries served by member organizations 140+ Countries supported by social aid, humanitarian support or grants for local projects and communities

SUPPORT PEOPLE & PROJECTS

20+ Countries supported on 3 continents by Quamed’s medicine program 40+ Countries supported on 4 continents by Oak Foundation’s grants on issues that have a major impact on the lives of the disadvantaged

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Blending Direct & Digital For social-profits, direct mail (paper) remains an important medium to create top-of-mind, in combination with diverse digital channels. In 2025, they continued to use mostly ‘classical’ social media like LinkedIn, Instagram and Facebook. Experimentation with new channels is however actively ongoing. This will most likely define the next generation of connected multichannel data journeys.

ANALYSIS / EVOLUTIONS

In 2025, Facebook ended several donation features, raising concerns from the European Fundraising Association about its impact on civil society. A decline in Facebook use is expected.

Instagram still leads over TikTok (60% vs 22%), though TikTok keeps growing.

Many organisations left X/Twitter, although the exodus seems to have slowed down.

In the meantime, 13% of the organisations are on Bluesky and 13% on Threads Twitch and Mastodon stay marginal, while some turned ‘back to email’ as major platforms limit their visibility.

THE DIGITAL COMMUNITY

NEW CHANNELS USED (2025)

Social media used by our Non-Profit Clients

New Social media used by our Non-Profit Clients

87%

60%

85%

40%

18%

18%

4%

22%

13%

Other

22

13%

2%

GROWING ENGAGEMENT & CRAFTING EXPERIENCES

Supporting impact, out of the (music) box In a dynamically changing world, Social Profits become increasingly inventive to convey their message and create impact… even in times of music festivals like Tomorrowland and Rock Werchter.

The initiatives of several of our social-profit clients illustrate how organisations can achieve impact in support of their mission by thinking a bit out of the box, without having to focus on fundraising itself.

Very inspiring idea at the cross-reads of events management, keeping a physical contact with reality and the crafting of powerful partnerships.

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From Bystander to Hero This summer, the Barn from Rock Werchter wasn’t only pounding for music. One of the main stages of the mythical festival was also focused on saving lives!

1000 volunteers and people living in the festival’s neighborhood learned what one must do in case of a sudden heart attack.

This creative endeavor organized by the Belgian Cardio Ligue, together with Live Nation Entertainment, KU Leuven and Hartstichting wanted to emphasize that every second counts.

Be it at home, in the street or at a festival, we can all save lives. Small gestures can make a difference!

More info: Picture 1 & 2: Belgian Cardiological League Picture 3: ©Johan Van Droogenbroeck – KU Leuven

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Tomorrow starts with today’s change Love Tomorrow leads sustainable initiatives at Tomorrowland festivals. Aimed at creating direct impact and fueling inspiration, the 2025 Summit is “a gathering created in the spirit of Tomorrowland, exploring the intersection of consciousness, innovation and entertainment to shape a future we can all fall in love with”.

In 2025, OXFAM partnered with Love Tomorrow to reinforce its message about two important pillars of its activities/mission.

To raise awareness on Social Impact & Human Rights, OXFAM’s expert in International Development and Humanitarian Affairs talked about the role of women in the sustainable development of the coffee industry to the more than 6000 professional and private attendees.

OXFAM gave also more depth to their comprehensive approach on Circular Economy, as its second-hand initiative creates a virtuous cycle of sustainability, social inclusion, and global solidarity.

More info: Source: Tomorrowland Summit Picture: courtesy Love Tomorrow

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Living values, one step at a time Esperanzah! is a music festival that puts a strong emphasis on the social economy and sustainable development. For more than 20 years, they stand for an alternative and committed cultural approach. They want to contribute to a profoundly social and solidarity-based, democratic, anti-racist and value driven society. This philosophy is very much present throughout the organization of the festival: it is broken down into dozens of actions.

By partnering up with the festival, organisations like OXFAM and Red Cross do more than sharing their logo.

They inform, sensibilise and take active efforts to walk the walk, and show that small steps make a difference, also during music festivals.

More info: Source: Esperanzah!

Pictures: Flickr of Esperanzah!

With a clear focus on different pillars (culture, economy, environment, social & health, education and society), they really want to bring these values to life. They are convinced that if everyone plays their role (organizers, suppliers, festival-goers, volunteers, partners, political authorities, the press, artists, etc.), one can have a real influence on the world of tomorrow.

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Did You Know?

All together, the Non-Profit clients of asUgo structurally support the 17

Sustainable Development Goals (SDGs) of the United Nations.

SDGS SUPPORTED BY OUR CLIENTS

Direct and indirect support

ORGANISATIONS THAT FOCUS ON MORE THAN 1 SDG: SOME EXAMPLES

* Based on information available. Scope may be broader in practice.

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GROWING ENGAGEMENT & CRAFTING EXPERIENCES

Human Values Omnichannel Creativity It is often said that the Social Profit sector is the most challenging of all. Organisations propose something that donors don’t need themselves, while operating in a reality with a lot of competition and limited means. This said, the Social Profit sector is filled with motivation, drive and creativity. This potent mix is increasingly visible in their printed, digital or media campaigns!

2025 has been a grand edition for marketing and communication. It has indeed been extremely stimulating to follow the media campaigns of our clients – an impressive mix of creative ideas to raise awareness, attract donors and volunteers, and build a strong community.

A SELECTION OF CAMPAIGNS THAT CAUGHT OUR ATTENTION

Phygital Campaign

TV and Radio Campaign on National Media

Digital campaign

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Impact Driven Campaigns

Multi-media Campaigns

Phygital Campaign Campaign with the Belgian Cats (Belgium women's national basketball team)

Rights reserved: Communication team of Foundation Against Cancer 29

Digital Campaign

Awareness campaign from the Belgian Cardio Ligue (rewarded during the Creative Belgium Awards)

Rights: Berlin Creative Studio

TV and Radio Campaign on National Media Belgian ALS Ligue: awareness campaign for national ALS month Source: https://youtu.be/g6xWjP-q-00 30

Impact Driven Campaigns 1 ambulance to save lives’ and ‘Water for Gaza’ campaign from MSF-AZG (Doctors without borders)

Rights: Berlin Creative Studio

Multi-media Campaigns Campaign and actions supporting people with invisible illnesses Source: https://www.vrt.be/nl/dewarmste-week

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€9M Raised. 6.278 Actions. One Connected Platform.

End of 2025, a special year came to an end… and with it, De Warmste Week.

More than €9 million were raised, across 6.278 actions, in support of 220 projects focused on invisible illness. A cause many people can relate to.

For asUgo, it has been a special edition. We had the pleasure to work with the teams of VRT / De Warmste Week and Koalect on the set-up of their new platform, offering CRM and data capabilities connected to a new action platform.

The result has been as humbling as it was impressive. All online donations, QR payments and campaign revenues ran through Koalect. Over €5.4M in online payments, representing more than 60% of total payment volume for the campaign, via digital transactions.

In parallel, external stakeholders and internal media teams were able to count on heightened data follow-up capabilities, making it a rich multistakeholder experience.

For everyone involved, it has been an exciting journey. Thinking about the different journeys, crafting an integrated solution… and seeing the dynamic grow from a user community contributing to something much bigger than themselves.

Source: VRT / De Warmste Week (pictures), Koalect (volumes)

Bringing Customer Centricity and Accessibility to the next level This year, the asUgo teams were thrilled to bring a totally new UX experience live. While our teams are used to shape solutions and experiences for diverse use cases and audiences, it has been the first time that we got the occasion to bring accessibility to a next level, so that Salesforce would not only be useable for office teams and mobile teams, but also for visually impaired users. A quick zoom on our project with Licht & Liefde.

experiences have been part of the initial design choices. Accessibility is indeed something that needs to be regarded as part of the DNA of the solution, not as a nice-tohave that gets added after the facts.

Along the project, quality screenings have been done with AnySurfer specialists to see how far we could go with the possibilities offered by Salesforce. In the meantime, the 100+ users are actively using the system, the visually impaired colleagues use it fluently and some demands have been shared with the Salesforce HQ in San Francisco to fuel their innovation roadmap.

Blindenzorg Licht en Liefde is a Belgian nonprofit organization, founded in 1923, dedicated to helping blind and partially sighted people in Flanders and Brussels. Its broad network of projects, volunteers, and professionals contributes to an inclusive society by providing support, guidance, and daytime activities and housing, enabling people with visual impairments to fully participate. They offer services such as guidance, training, and social activities. In their relentless pursuit of service and innovation, they are now expanding into the development of AI-driven solutions for their beneficiaries.

More info: https://www.blindenzorglichtenliefde.be/ https://www.anysurfer.be/en

At it very core, the project was built on two essential pillars: customer centricity and accessibility. Given its diverse portfolio of activities, merging from several CRMs to one 360-view driven single source of truth was a logical step. Customer service and customer centricity are really at the heart of the service that Licht & Liefde wants to offer.

I loved the team’s energy and openness at Licht & Liefde. The project was a refreshing dive into accessibility, from screen readers to 400% zoom, making testing and training highly collaborative.

At the same time, Licht & Liefde wants to walk the talk. Embedding accessibility in their tools from the very beginning is part of this vision.

This meant concretely that the diverse user

Stephen Tallett Manager, asUgo

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Working Together with Social Profit Clients Across Europe

asUgo’s Social Profit team is very fortunate to work with a huge diversity of organisations, encompassing different type of impacts, different sizes of organisations and different regional ambitions.

While many Social Profit clients are still based in Belgium (be it for the regional focus, or a national entity of a broader international organization), asUgo is also working together with Social Profit clients beyond the Belgian borders.

A quick focus on two organisations, one based in Switzerland, and one based in France. Both are being supported by a mix of our Belgian and Portuguese colleagues.

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Partnering for Global Social Good: Oak Foundation The Oak Foundation is a global philanthropic organization that supports civil society organizations working to create a safer, fairer, and more sustainable world through its grantmaking. It is based in Geneva (Switzerland), and supports impact on a global level.

It focuses on key program areas including Environment, Prevent Child Sexual Abuse, Housing and Homelessness, International Human Rights, Issues Affecting Women and Learning Differences, alongside

national programs in countries like India, Brazil, Denmark, and Zimbabwe.

More info: https://oakfnd.org/

Our partnership with Oak Foundation is a true example of what a “one-team” collaboration can achieve in the Grants space. Together we reviewed processes (application intake, due diligence, budget, payments,)… and co-designed their technology, focusing on standardization and simplification when it was possible.

Our “one-team” approach allowed us to listen deeply to their operational needs, challenge assumptions constructively, and co-create solutions that are both efficient today and resilient for tomorrow. Beyond process optimization, we partnered to shape a strong data strategy, including governance, protection, and long-term archiving to ensure compliance and sustainability.

A key pillar of our collaboration is enhancing the grantee experience.

Together, we are reviewing the grantee portal to be intuitive, accessible, and friction-free — enabling seamless communication, easier document sharing, and a smooth journey from application to reporting.

Celine Brandt Senior Manager, asUgo

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Collaboration at the Heart of Global Exhibitions: UFI UFI is the Global Association of the Exhibition Industry. UFI is based in Paris (France) and embodies a truly international impact.

As member organisation, it represents and supports the global exhibition sector by promoting business interests, providing industry data and research, facilitating knowledge exchange, and fostering sustainable development.

More info: https://www.ufi.org/

The UFI context is a combination between local and international focus. That on itself is already very stimulating.

The project scope and collaborative approach allowed everyone to have a bigger personal impact compared to other projects, especially as everyone was involved from the very beginning.

The UFI team was very accessible. It was easy to get answers when needed. The fluid governance created space for creativity and freedom in implementation choices - while keeping customer and member experience at the core of our reflection. It provides a good foundation for future ideas and evolutions.”

Duarte Catela Senior Consultant asUgo

Pierre-Louis Picard Senior Consultant asUgo 35

Margaux Decortis Manager, asUgo

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Trend Pulse

Trend Pulse: Feeling the Pulse, Thinking Beyond Across Europe, fundraising organisations are facing oscillating private and corporate giving patterns.

At the same time, the number of foundations continues to grow relentlessly. Each organisation and/or subsector has thus clear challenges, evolutions and opportunities. To support these dynamics, asUgo also looks proactively at evolutions from the sector at large, in complement of the rich day-to-day exchanges.

The down-to-earth goal is to feel what’s ahead, understand what is living, and think proactively ahead.

Some of the key topics are discussed more in detail, along with a trend synch: an indication of the extent to which current asUgo clients are already turning these changes into an opportunities.

In the end, the ambition remains to find workable solutions, enabled by technology and/or guidance on organizational, process or human matters.

1.

2.

3.

4.

5.

6.

UNRESTRICTED GRANTS

IMPACT INVESTMENT

CORPORATE GIVING

FAST CHANGES IN PAYMENT TECH

SINGLE MARKET

RAISING SUFFICIENT FUNDS

7.

8.

9.

10.

NONFINANCIAL SUPPORT & CAPACITY BUILDING

HYBRID TECH FOR VOLUNTEERS

RESEARCH & DATA

ARTIFICIAL INTELLIGENCE

TREND WATCH

12.

13.

14.

15.

16.

ECOSYSTEM SCALING

INTERDEPENDENT CAUSES

SUSTAINABILITY MEASURES / FOOTPRINT

SKILLS, WELLBEING, WORKFORCE

SCALING

11.

IMPACT LICENSING

TREND SYNCH

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17.

REACHING & ENGAGING SUPPORTERS

Trend Pulse: Active exploration/use of AI 10 | ARTIFICIAL INTELLIGENCE There are still a lot of questions, though. Some organisations see the value, but are still hesitant for a final GO because of environmental reflections. This mix creates reflections with our clients on use cases to support workforce, on strategies to develop skill-building or on technology potential itself (Agentforce or other types of AI). Others took the step (and provide internal guidelines), but are still working on the balance between gaining time, having people motivated and keeping ethics, security and the likes on par.

In 2023, voices in the sector claimed that a datacentric focus was overrated. In 2024, the same voices claimed that AI was overrated… but that data-centricity was the way to go. In parallel, research in 2024 had shown strong curiosity towards AI in the social-profit community.

‘Exploring further’ was then seen as the way forward.

Based on our exchanges throughout 2025, more and more organisations are now indeed actively embracing the power of data and AI. Admittedly, there are still different levels of maturity. But we do notice that organisations create more space for it, while remaining value- and impact-driven.

This got confirmed in the 'Nonprofit Trends 2025: Building Momentum for a Changing World' report.

Interestingly enough, many international NGOs have now live data/AI projects to support operations in the countries where they are active on the field. The number and diversity of AI/data use cases is becoming impressive.

The fear of using AI has mostly disappeared.

L

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On the agenda of many non-profit clients. Active steps taken by front runners.

Expected to grow further in 2026

LEARNINGS FROM FOR PROFIT: FOMO, AGENTS, LEARNING & SAFETY employees tend to embrace it, while older generations express concerns about data security and job impacts. The best way forward is to experiment and find a workable balance between healthy safety-first thinking and iterative learning. The real surprise for companies is that Agentic AI doesn’t need massive, complex systems. Smaller, focused initiatives often deliver good results. There is potential to explore for social profits as well.

Either way, mapping out a new technical and organizational architecture will be key.

In companies, there is a palpable fear of missing out*. The perception is that everyone ‘needs to have AI projects running’, and that hesitating means falling behind while competitors accelerate their technology capabilities. The longer they wait, the further behind they will fall.

There is also a concern that a single-person startup could disrupt their entire business model, beyond traditional competition. This fear is clearly not as present in social profit yet.

A factor shared between for-profits and social profits is the uncertain position to take. Younger

Source: Dorothy A. Johnson Center for Philanthropy, 11 Trends in philanthropy for 2025 (Eizinger and Jex, What Does the Future of Volunteering Look Like?, Eizingerr and Roof (2025), The Nonprofit Workforce is in Crisis)

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Trend Pulse: Active exploration/use of AI Many international NGOs have now live data/AI projects to support impact, ideas and operations in the countries where they are active on the field. The number and diversity of AI/data use cases is becoming impressive.

10 | ARTIFICIAL INTELLIGENCE Supporting marketing and communication

Information and Risk anticipation

Data analysis, Advocacy, Reporting

Supporting health care

Info and Fundraising

Helping to build a healthy information sphere

Improve diagnostic accuracy & treatment effectiveness

Info and Knowledge sharing

Supporting marketing and communication

AI & Beyond: leveraging leading edge technologies to reimagine and retool business processes – making them more agile and efficient.

Streamlining Content Creation and Enriching Data to Reduce Gender-Based Violence

Crisis Prevention and Education

Information, Diagnostics and Ethics

Mission optimisation

Data analysis & Ethics

Data analysis (Environment & Donors)

Guidance for Human Care

Trend detection and optimization of resources

Forecast displacement patterns, enabling proactive resource allocation and crisis management

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Data analysis and Policy

Data & Image treatment

All Eyes on Data and AI

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Trend Pulse: Enabling people remains the fundament 12 | SKILLS, WELLBEING, WORKFORCE The management of skills, wellbeing and knowledge is a major attention point for non-profit and social impact organisations.

This was already confirmed in 2024 in several international reports. It continued to be a hot topic in 2025. Managing workload and supporting staff in their wellbeing is one of the top challenges (along with raising sufficient funds).

Exactly as in for profit, organisations need to dedicate more time and energy to the motivation, growth and retention of their teams. Skills development is as essential for the organisation (to support its ability to deliver upon promises), as for employees (for their growth and motivation). This pressure is there to stay.

Recent research shared by the EFA indicated that this is specifically true for fundraisers. The average leaving period is 18 months, mostly due to roles being routine and not providing an opportunity to perform a full range of tasks. In essence, autonomy and skill variety are prime motivators. In general, organisations need to organize continued professional development accordingly if they want to retain these resources. Internal programs can be set up by the teams (eventually supported by existing partners). External parties (educational partners, member organisations) offer welcome complements on state-of-the-art topics, or exchanges with kindred spirits.

Experience exchange can help to craft results without reinventing the wheel (that’s the approach that Alliance magazine followed, for example).

Attention for skills and wellbeing also implies attention for knowledge management. Faced with increasingly complex fundraising, capitalizing on L

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knowledge and expertise becomes crucial.

Whether it's human resources, training and retention, or collaborating with specialized resources to provide valuable expertise, innovative strategies, and additional resources: ChatGPT won't do everything.

People and skills play a pivotal role in social-profit, especially in fundraising.

To craft a positive dynamic in this climate of fast changing environments and human needs for deceleration and human connection, it is advised to go for a blended approach.

Technology can smoothen organizational processes. It can contribute to workload management, sense of meaning (as less time needs to be dedicated to redundant tasks) and overall employee motivation.

Similarly, it can support knowledge management and contribute to more flexible work environments (while keeping a focus on human connection and organizational culture).

'It can only deliver lasting results, however, if it is be combined with human and organizational guidance. This needs to take into account the different type of generations present in the teams: their willingness to mentor, their openness towards internal/external mentoring, their respective work- and growth-related expectations, fears and motivators.

Daring a fresh wind on human, organizational/sectorial and technological level is key.

Very present amongst non-profit clients in 2025 Expected to grow further in 2026 cross sector

Source: European Fundraising Association, ‘Research: Give fundraisers ownership of tasks & targets to retain them’, Aug 2025

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Trend Pulse: Creating more meaningful and sustainable volunteer experiences 8 & 12 | ENGAGING VOLUNTEERS & INTERNAL WORKFORCE

The management of skills, wellbeing and knowledge is a major attention point for non-profit and social impact organisations (see dedicated section).

Closely related to this matter is the engagement of volunteers and other members of the workforce.

In many organisations, the question is tackled from a traditional angle, eventually facilitated with data and technology. Anno 2025 and beyond, a forward-looking approach requires organisations to take into account other dimensions (key word: generational expectations) – or even to structurally change their approach.

The sector may not be able to use traditional volunteering models to engage Gen Z, for example, and even the Millennials before them. The ‘omnipresent volunteer’ from the past who dedicated his/her life to an organization for years is becoming increasingly rare. This shift comes on top of a generally decreasing number of volunteers, and increasing job shortages in general.

As indicated by international reports*, ‘new volunteers seek flexibility and opportunity.

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They help out when they have time and when the task fits their agenda.

Adopting a pragmatic approach to the relationship is crucial for social profits. This involves accepting a certain degree of distance to and from these volunteers, who may be less emotionally attached to the organization, and respecting their desire for intermittent engagement.

What matters is not their unwavering loyalty but their existing skills’.

Also, volunteers expect different possibilities. Some might be motivated by less physical involvement (eg. by helping through social media or digital support) or really bite sized engagements. Others expect their volunteering involvement to be solidly supported, be it financially, or through coaching and guidance.

All together, organisations need thus to shift towards a (potentially layered) model that creates a more meaningful and sustainable volunteer engagement. Also here, daring a fresh wind on human, organizational/sectorial and technological level is key..

Very present amongst non-profit clients in 2025 Expected to grow further in 2026 cross sector

Source: Dorothy A. Johnson Center for Philanthropy, 11 Trends in philanthropy for 2025 (Eizinger and Jex, What Does the Future of Volunteering Look Like?, Eizingerr and Roof (2025), The Nonprofit Workforce is in Crisis) Source: AFP (2024) How Different Generations Give - Four Things You Need to Know.

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What Motivates Different Generations: Four Things You Need to Know GEN Z (1997–2012) Giving & Engagement Traits

51% volunteer with supported organizations (2nd-highest among generations) 56% willing to fundraise peer-to-peer Most enthusiastic about in-person, hybrid & virtual events Leading users of digital wallets for donations

MILLENNIALS (1981–1996) Giving & Engagement Traits

Engage mainly via online platforms (websites, social media) Value tangible impact and client testimonials 65% prefer donating multiple times per year (recurring)

Fundraising Strategy Tips

Enable DIY and peer-to-peer fundraising Offer hybrid and virtual event options Integrate digital wallet payment options

Fundraising Strategy Tips

Focus on subscription-style or recurring giving programs Maintain active social media and website presence Share regular impact stories and updates

GEN X (1965–1980) Giving & Engagement Traits

Most likely to serve on boards or committees Over 60% open to peer-to-peer fundraising Strong volunteer commitment Likely to attend events, share posts, motivate friends/family; 2nd-highest digital wallet use after Gen Z

Fundraising Strategy Tips

BABY BOOMERS (1946–1964) Giving & Engagement Traits

Strong preference for transparency and low overhead 68% subscribed to nonprofit email lists Value regular updates (especially non-fundraising) Stay connected via email, social media, and direct mail

Fundraising Strategy Tips

Offer financial transparency and easily accessible reports Send regular non-ask communications Use a multi-channel approach (emails, mail, social media)

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Recruit for leadership roles and committees Provide tools for effective peer-to-peer fundraising Simplify digital wallet donations

Social impact is only one swipe away Now that the proportion of Gen Z and Millennial donors is increasing, social profits are increasingly stimulated to go beyond looking into the habits of Boomers and Gen X, when defining their fundraising strategies, volunteering approaches and other levers to create/support social impact.

Younger generations favour for instance authenticity, transparency, tangible impact, and a sense of community and connection. They are digitally savy, and are very open to mobile-friendly platforms and social media campaigns.

concern the (growing) use of QR code scanning (for instant donations, online donations and direct mail donations) and giving pages (e.g. Koalect, FinDock, iRaiser).

Whether connected to Salesforce or managed as a welcome complement, they all contribute to a more modern/relevant experience for the diverse audiences, and a more data-driven impact dynamic.

While social profits already evolved quite a bit from ‘direct mail only’ towards more multichannel approaches, taking extra steps in the use of technological mediums to stimulate/activate the experience of their community is the ‘logical’ continuum.

In 2024-2025, asUgo had the occasion to work together with several social impact facilitators, and help organisations to embrace possibilities of new technology.

https://www.servenow.app https://better-app.org/

Examples range from apps that stimulate volunteering (e.g. ServeNow), to apps focused on activation of B2C and B2B giving through gamification (e.g.

Better App).

https://koalect.com/

https://raisenow.com/

More widespread examples 44

Trend Pulse: Data and other Non-financial Enablers are Key Creating social impact is often associated with incoming or outgoing funds. More and more, organisations will (need to) look at complementary tools: collecting and connecting data, exploring internal or external insights and reinforcing human capabilities. While less top-of-mind of the general public, these activities are well on their way to become standard parts of the toolbox.

7 | NON-FINANCIAL SUPPORT & CAPACITY BUILDING

11 | IMPACT LICENSING

Targeted guidance - through coaching, organizational design, networks, and collaborations- can accelerate value, with or without financial support. The goal is to foster capital activation and lasting impact, now a core element of impact frameworks.

IL started to help developing countries access innovation affordably. Its success attracted global partners and mainstream adoption. Now working with the UN Tech Bank and EU, IL is developing IP pools and exploring foundation partnerships.

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Important subject for grant giving clients Expected to grow further in 2026’

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Learning topic for corporate partners, NGOs, Foundations Slight growth expected in 2026 (with early adopters)

9 | RESEARCH & DATA

17 | REACHING & ENGAGING SUPPORTERS

There's a push to build knowledge bases that transcend assumptions, focusing on cross-sector insights and trends. These data-driven resources aim to evaluate programs, shape initiatives, share learnings, and foster collaborative synergies.

With declining individual support and rising recruitment costs, organizations must prioritize supporter care and retention. This requires blending human guidance with technology to enhance the experience, creating new personas and phygital, omnichannel journeys.

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Growing tendency amongst non-profit clients with > 20 FTEs Expected to increase in 2026

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Growing tendency amongst non-profit clients with > 10 FTEs Expected to increase in 2026

Trend Pulse: New Funding Instruments are Gaining Traction Across Europe, fundraising organisations are facing oscillating private and corporate giving patterns. At the same time, the number of foundations continues to grow relentlessly. Each organisation and/or subsector has thus clear challenges, evolutions and opportunities. To support these dynamics, asUgo also looks proactively at evolutions from the sector at large, in complement of the rich day-to-day exchanges.

1 | UNRESTRICTED GRANTS

2 | IMPACT INVESTMENT

Fueled by Mackenzie Scott’s grant initiatives, organizations worldwide are exploring trust-based giving.

While still grounded in data-driven screening, there's a trend toward supporting unrestricted grants.

Advocates favor fewer conditions, while others stress setting goals and measuring progress. Striking a balance may be key.

Impact investing allocates funds to achieve social or environmental benefits along with financial returns. NGOs and foundations have explored this for years, with support from groups like Philea developing tools to aid in its use.

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Exploration ongoing amongst grant giving clients Number of experiments expected to increase in 2026

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Corporate giving is evolving in Europe, with some areas slowing but a rise in corporate foundations and matching programs. Research shows employees may give more when employers match donations, highlighting strong potential.

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Learning topic for non-profit clients with >50 FTEs Expected to remain stable in 2026 (few early adopters)

4 | FAST CHANGING PAYMENT TECH

3 | CORPORATE GIVING

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The Payment Service Provider (PSP) landscape has rapidly evolved, with new pricing models, embedded services, and products like giving pages and P2P options.

While promising, this growth demands clear guidance on technology and value propositions.

On the radar of non-profits with proactive fundraising Expected to remain stable in 2026

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On the radar of many nonprofit clients with proactive fundraising initiatives Expected to grow in 2026

Trend Pulse: Gradually Scaling Impact Across Ecosystems The trend of "Ecosystem Scaling" among NGOs and foundations, highlighting two approaches: organization-driven actions, such as events and research, and ecosystem synergies that foster cross-sector collaboration. While activity synergies are emerging in sectors like climate and health, funding collaborations are still in their early stages.

14 | ECOSYSTEM SCALING Actions taken by NGOs and foundations can have different levels of collaborative ripple effects. As indicated below, some are clearly more driven by (and focused on) the organisation itself, while others aim at reaching impact through a more collaborative engagement. Often sparked by shared visions between people, they can be smoothened by technological accelerators, data insights and strategic guidance. While still in its early days, there is a growing trend towards blended impact.

Events, Information & Mobilisation

Data сollection, research, publications

Knowledge sharing organisation-toorganisation

Idea cogeneration / Alliances

Joined Research & Data Collection

Activities >> ORGANISATION DRIVEN

Co-organisation of public Events or other Actions

ECOSYSTEM SYNERGIES

Funding >> Program management

Grant giving

Coordination / Aligned funding

ACTIVITY SYNERGIES Last year, non-profit clients did complement ‘personal’ activities with cross-organisational synergies.

This has been especially visible in sectors that aim for systemic change, where information is key, or that focus on human development.

Cofunding

Pooled funding

FUNDING SYNERGIES CLIMAT & PLANET

With declining individual support and rising recruitment costs, organizations must prioritize supporter care and retention. This requires blending human guidance with technology to enhance the experience, creating new personas and phygital, omnichannel journeys.

HEALTH

EDUCATION

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Present amongst non-profit clients in 2025 Expected to grow further in 2026 cross sector

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Early stage for non-profits active in funding Expected to remain stable in 2026

MIXED IMPACT

Trend Pulse: Gradually scaling impact across ecosystems COLLABORATIONS: GENERAL In 2025, it has been great to see how organisations have dared to step up for focus-specific collaborations. It goes much further than what was expected in 2024.

In the first half of the year, for example, several career mentoring stakeholders (amongst which some clients of asUgo) joined forces to launch Mentoring Belgium.

The mission of this coalition is to implement and support any action that contributes to the growth and quality of career mentoring impact in Belgium, across regions and borders. They really want to increase possibilities and open doors for job seekers.

The same has happened between actors with an international focus. Around the summer, 8 NGOs joined forces to create a health impact coalition.

Their goal is to unite their expertise and implement common programs to drive greater impact.

In parallel, there have been the more ‘macro conventions’ of course, like the International Conference on Financing for Development in Sevilla, early July, that focused on international cooperation. Future will tell us if they will lead to more impact-driven financing, unlock a better mix of public and private finance, or better align efforts of the different actors. But formats likes these do stimulate also new ideas on the short term.

More generally, everyone can make a difference in their own way. At the intersection of public, private and social profit, many synergies are possible.

COLLABORATIONS: GRANT GIVING

COLLABORATIONS: IMPACT FINANCE & INVESTING FOR IMPACT

In Europe, the grant giving sector is in an introspective phase.

Finding the balance between thoughtful planning and decisive action is never easy.

But European philanthropy really wants to embrace risks and accelerate its transformation, build trust and provide support where it's needed most.

Cross-border collaboration is an essential enabler for this. It looks like the motivation is stronger than expected end of 2024.

While often associated with corporate dynamics, impact finance has a hybrid role, across for profit and social profit worlds.

Impact Finance Belgium has played a catalytic role in creating an ecosystem of actors that believe and want to exchange on practices to stimulate more sustainable finance and growth, building also bridges with best practices in other European countries. Similarly, Impact Europe is a strong bridge builder on investing for impact.

On another scale, Impact House is a noteworthy actor, As meeting point of people passionate about creating entrepreneurial solutions to social and environmental challenges, they show that collaborative dynamics across ecosystems can make a difference.

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Trend Pulse: Gradually Scaling Impact Across Ecosystems To create awareness on the reality of grants giving/receiving, asUgo organized a Grants Immersion experience. To asUgo, 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝘆 𝗶𝘀 indeed 𝗼𝗻𝗹𝘆 𝗮 𝗺𝗲𝗮𝗻𝘀 𝘁𝗼 𝗺𝗼𝗿𝗲. So, staying tuned with the business reality is essential. As we are working with more and more grantgiving organisations (giving over €500 million per year), diving into their reality has been the logical thing to do.

Many discussions. Many answers. Many new thoughts were triggered.

Some key takeaways from the participants:

💡 VISION

🤖 ROLE OF AI

🌍 AMBITIONS

💗 IMPACT

✅ OBJECTIVE

🤝🏻 TECHNOLOGY AS A

Grants is a world in full evolution.

Different schools of thought and evolving visions are a fertile ground for solid discussions.

AI can clearly smooth the process. But what do we think about the review by an AI jury member? Interesting results during our Immersion session!

Should grant processes aim at providing solid support to one project with systemic impact, or should grants benefit more organisations at once?

To measure and learn forward, data are key. But how far should reporting requirements go for grantees, knowing that social profits are already under resource pressure.

EVALUATION Objectivity is very subjective.

Should one ask more/less data?

Do videos make the process really more objective? Not as clear cut as one might think.

MEANS TO MORE Beyond templates and process steps, knowing also the reality and ambition of the organisation helps to propose a fitting solution.

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Trend Pulse: Gradually Scaling Impact Across Ecosystems: KBF asUgo is working with different grant-giving organisations. It’s a space where collaboration and impact genuinely go hand in hand. Working in such environments reinforces how meaningful technology becomes when it directly supports societal missions. A testimonial of our collaboration with the King Baudouin Foundation.

lasting change. Seeing how a donation or grant creates a virtuous circle motivates people to go further.

How is it to work for a grant-giving organisation?

It brings a strong sense of purpose to daily work.

The link between technology and societal value is very tangible: when processes run smoothly, people on the ground gain time to focus on real impact. You genuinely feel part of something bigger, where IT becomes an enabler for communities rather than an internal optimization exercise.

Where do you see room for improvement?

Even if the worlds of for-profit and social profit operate differently, they can learn a lot from each other. Strengthening processes, improving decision governance, and leveraging proven practices from other sectors would help non-profit organisations work smoothly while staying true to its mission.

What do you like about KBF as an organisation?

The people. They embody the mission of “working together for a better society,” with genuine interactions, empathy, transparency, and human-centred decisions. In projects, the first questions are always about team comfort.

What grant topics do you feel more connected with, and why?

The application-for-call process. The diverse and transparent evaluation of grantees shows how thoughtful and complex selection is an ideal world would support everyone, but choices must be fair and responsible.

You're immerged in the world of grants all day long. How would you describe this world for a novice?

Grants connect people with financial resources to meaningful projects. Donors want to contribute to societal progress; organisations and individuals have ideas and the ability to create impact. Grants bridge that gap, turning intention into measurable change.

More info: https://kbs-frb.be/

Sandrine Ineza Manager, asUgo

What is driving people?

A desire to do good and contribute to long-

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Trend Pulse: Theory of Change is pulsing THEORY OF CHANGE A theory of change is a detailed explanation of how and why a project or program is expected to lead to specific outcomes and impacts. It outlines the causal pathways, assumptions, and necessary conditions for achieving desired change, acting as a roadmap for planning, implementation, and evaluation.

In other words, a theory of change helps to answer the questions of ‘what’ (the outcomes), ‘how’ (the activities and pathways), and ‘why’ (the underlying assumptions) a project is expected to lead to change.

TOC can be developed at any stage of a program. A theory of change developed at the start is best at informing the planning of an initiative. With a change model, practitioners can make more informed decisions about strategy and tactics.

As monitoring and evaluation data become available, stakeholders can periodically refine the theory of change, when comparing with evidence. A TOC can be developed retrospectively by reviewing documents, interviewing stakeholders, and analyzing data. This is often done during evaluations to discover what worked, to better understand the past (after a first learning period) and plan the future.

This can typically be useful for (but is not restricted to) Development projects (to understand how aid programs lead to poverty reduction), Social programs (to evaluate the effectiveness of interventions aimed at improving health, education, or social well-being) or Organizational change initiatives (to guide the implementation of new strategies and ensure they lead to desired results).

THEORY OF CHANGE… AND AIMING FOR ADDITIONALITY

MORE CLIENTS EMBRACING ITS POTENTIAL

Additionality refers to the concept of ensuring that (social impact) investments generate positive impact outcomes that would not have occurred without the investment.

To be truly impactful, they need to result in effects that are demonstrably better than what would have likely happened without that particular investment.

Stimulated by challenges, internal and external discussions, organisational learnings and human reflections, several social-profit clients of asUgo have reviewed (or started) their Theory of Change.

While this process can typically take months or years, it did already lead to concrete results for some of them (mostly for introspection): refocusing the mission (e.g. from multi-cause to mono-cause), elaborate different ways of working, organize the member involvement differently...

Heavily advocated by organisations like Impact Europe, additionality is key to prevent ‘impact washing’, to enable transformative chang, to maximize resource allocation, and to ensure accountability.

To asUgo, it is refreshing to notice that the concerned clients don't see it as a constraining theoretical framework, but rather as a dynamic means to canalise their ideas and convictions, towards a more impactful dynamic. We encourage this dynamic to grow further!

Assessing additionality can be challenging, as it requires establishing a baseline scenario (representing what would have happened without the investment), as well as sound impact management and measurement.

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o g e U r s s a

data & AI explorers

social impact builders global mindset

n e v i r d se o p pur

community supporters digital enablers

e cosystem g n i t a cre c on n ector e g n a h c l s u m e a n in g f #curious #nimble #committed

e m p o w e r in g s n o i t a s i n a g or 52

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Voices of the Community

At asUgo, we believe that real impact comes from people - from those who dedicate their time and energy to making the world a fairer, more inclusive place.

Through Voices of the Community, we want to share the stories of these inspiring organisations we have the privilege to work with. Each of them brings its own vision, its own challenges, and its own way of creating change - whether it’s supporting families, improving health, empowering youth, or building stronger communities.

This section is a space for their voices. A space to listen, to learn, and to celebrate their journeys.

Here, you can explore who they are, discover their logos and missions, and click through to read their full stories stories of passion, resilience, and collaboration.

Together, these voices remind us that lasting change is never the work of one organisation alone — it’s something we build, together.

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asUgo Voices of the Community: Health

Periodically, asUgo gives the floor to social profit organisations it is working with. An open exchange on their reality, and their (motivating) road to impact.

Today, inspiring sharings with Manuela Battaglia from INNODIA. What does your organisation do?

At INNODIA, we accelerate the development of new therapies for people with Type 1 Diabetes by bringing together academics, industry, and patients. Our organization is built around a network of members, experts, and trained people living with Type 1 Diabetes who share their knowledge and expertise to drive innovation, advance disease-modifying therapies, and bring us closer to cures.

What do you like most in your organisation?

While we have been founded less than 3 years ago, we already work with all different stakeholders all over Europe.

Nevertheless, we can still be nimble in the way we do things. I like that very much. We keep a lot of room for creativity. That’s part of the beauty of INNODIA.

We don’t work in a box.

We prioritize listening, understanding the needs of all stakeholders...

We don’t work in a box. We prioritize listening, understanding the needs of all stakeholders, and maintaining flexibility to create solutions that truly address everyone’s needs.

How did your organisation get where it is now?

Trust, trust and trust. Academics see that we create space for progress and give them a great responsibility. People living with Type 1 Diabetes see that INNODIA really cares, gains knowledge and involves them in the process.

Similarly, medicine developers see that we have no other interest than patients and we really want to accelerate the development of new therapies.

Everyone has its own way of working and incentives but together - with INNODIA acting as unconflicted catalyzer - they all work towards the same direction: treat Type 1 Diabetes.

That allows to converge towards a virtuous circle with and for all our stakeholders.

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Passion, resilience and courage are part of the INNODIA values, along with inclusion and excellence. Where does the energy of people in your organisation come from?

Besides working for the people living with Type 1 Diabetes, trust and flexibility are enormous drivers.

Gradually, everyone has been receiving more and more responsibility. This empowering dynamic will help us to evolve further.

What evolutions are ahead?

To us, growth is not a goal on itself. It will be more a result of our actions.

Continuing to make progress for Type 1 Diabetes together with our partners remains our priority. While we already took some steady steps, there are still significant milestones ahead of us.

Once we reach a new value creation plateau, we’ll have the occasion to take a step back. We will be able to think even more outside the box and shape new ambitions beyond our current approach.

So far, your ‘Think Big, Start Small, Move Fast’ mantra resonates very much.

While keeping our minds open, we keep our focus firmly set on value and progress.

It also comes with a lot of learnings…

With team members from Belgium, Italy, Spain, and the UK, as well as an Italian living in Switzerland and an American based in Europe, the INNODIA managing team benefits from a rich cultural background and diverse daily influences.

This brings a lot of refreshing perspectives. It obliges us – and me as leader in the first place – also to remain aware and adaptive with regards to the different ways of communicating.

This complementary richness will continue to be an essential part of who we are. When the team continues to grow, we do not only look for skilled people, but also for people that really fit with the whole team.

Overall, we exchange, we focus on connecting dots and love to find solutions, together.

Any learnings from exchanges with other organisations?

The beauty of our job is that we connect and exchange indeed with a lot people.

Sometimes, these exchanges result in partnerships or collaborations.

Sometimes, they trigger mostly ideas.

Either way, it helps everyone to avoid reinventing the wheel and grow forward.

Overall, we exchange, we focus on connecting dots and love to find solutions, together.

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If you would have a dream, what would it be?

When looking back, the big picture has always been there. The details have been and are crystallizing along the way.

Things are becoming more and more tangible. The road ahead will continue to be a combination of achievements, learnings and human energy.

The dream? Definitely to provide all possible treatment options to people with Type 1 Diabetes. Beyond that, we will all be truly proud and feel accomplished in demonstrating that our approach has a lasting impact - and that the model we are building to cure Type 1 Diabetes can serve as a benchmark for other diseases. This will prove that INNODIA has not only transformed the future for those living with T1D but also for many others affected by lifechanging diseases.

Manuela Battaglia Managing Director INNODIA For more information on INNODIA visit: https://www.innodia.org/

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asUgo Voices of the Community: Mixed Impact

Periodically, asUgo gives the floor to social profit organisations it is working with. An open exchange on their reality, and their (motivating) road to impact.

Today, inspiring sharings with Nina Pattyn from Rikolto.

What does your organisation do?

Rikolto is an international NGO with more than 50 years’ experience in partnering with farmer organisations and food chain stakeholders across Africa, Asia, Europe and Latin America. Our focus is on sustainable income for farmers, and nutritious, affordable food for everyone.

collaboration with other organisations.

Over time, our approach evolved towards a value chain perspective, as farmers don’t work in isolation. We looked at the relationship between farmers, their counterparts and the final consumer. Connecting actors across the food system is really a key part of our work Since a few years, we are focusing on food systems, taking into account challenges like for instance the access to healthy and sustainable food in cities.

We are also gaining more and more insights on the interactions between systems, across sectors,... (trade, education, nutrition, urban development).

The social component has become very important. We try to integrate it as much as we can in our programs. Equality and inclusivity are key, especially towards communities whose voices are frequently silenced, like women, young people, socially challenged groups,...

What do you like most in your organisation?

The focus on people, and the systemic Similarly, all pieces need to fit in an approach to change. Rikolto is an economic context. Every player in the organisation with a strong focus on a system needs an income. changing world. We really try to look and act from different perspectives. Along the years, Rikolto’s strategy and mission The fact that Rikolto blends economic, social evolved along the reality on the field. and ecological dimensions Before, the focus was on agricultural is really stimulating. production (working with farmers, increasing their production) and the 58

You also mentioned the focus on people?

Yes! One of our values is Our People.

We invest a lot of time and attention to it.

This is very tangible in the organisation, even for people that do internships.

There is a very warm spirit. A lot of attention goes to the implementation of these values in our way of working.

In our internal communication, for example, we try to reinforce this drive through webinars, internal newsletters and more. Connecting people is really important, within each Rikolto office and across our network organization.

Everyone is consulted.

This is enabled through a very clear organizational focus. Within this framework, there is a lot of room for participative input. That’s very motivating.

Where does the passion of people in your organisation come from?

I assume that it is because of a mix of all of the above: our mission, our focus on people, and the fact that there is a lot of room for personal impact.

colleagues share the same spirit as colleagues that have been present since a longer time. This is noticeable in our different offices, as well as amongst our volunteers.

They like the vision. Rikolto doesn’t build upon the traditional charity message.

Rather, Rikolto goes for creating change for things we are all impacted by.

What gives most satisfaction?

Everything we already talked about (smiles).

A lot of small things, really. I am proud when listening to the achievements of my colleagues. They always come with very innovative activities and campaigns!

Ideas are diverse.

There is a spirit of continuous reinvention and continuous innovation… and results follow.

Contrary to many organisations, our organisation becomes younger and younger. Interestingly enough, our new

We don’t focus on short term results. We see results on the medium- and long term, and even on governmental policy (eg. healthy food in schools), be it in Belgium or in the other countries where Rikolto and its partners have been active.

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Any learnings from exchanges with other organisations?

At Rikolto, we have always positioned ourselves more as a facilitator. Our work is not about Rikolto, but about connecting farmers, organisations, governments - and finding solutions together. So there are de facto a lot of learnings.

We help a lot in the background. Setting up an inclusive business model, for example, is not about ourselves, but about the systemic impact.

For certain topics, we have become specialists as facilitators, like inclusive landscape models, regenerative farming practices or others. The goal is to be able to work evidence based, so that we can apply results and models in other locations, and sparking scaling by other actors.

If you would have a dream, what would it be?

Some might dream about growth.

Personally, I would love that the things that we work on are embraced by even more players. It would be amazing if these models create more and more impact, at different locations in the world, thanks to others.

Nina Pattyn International Fundraising Advisor For more information on Rikolto visit: https://www.rikolto.org/

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asUgo Voices of the Community: Mixed Impact

At asUgo, we believe in the power of sharing stories. That’s why we regularly invite our partner social profit organisations to open up about their path, their challenges, and what keeps them moving forward. Today, we’re honored to share thoughts of Marthe Vantyghem from Congodorpen.

Thanks to the help of many people! This year, we’re active for over 55 years. The communities and civil society organizations we work with, are at the foundation of our success. Their resilience and their energy help us to grow forward.

What does Congodorpen do?

For more than 55 years, we have been involved in fantastic projects in DR Congo, Morocco and Belgium. We support more than 800 Congolese civil society organisations. Since 2022, we have also been working with the Moroccan rural communities with Karama Solidarity. Always with a smile and a good dose of perseverance!

From graphical design, to data insights and support on the field, the help of volunteers and partners is really precious.

We have a strong network of volunteers and partners, with whom our core team collaborates in the different regions where we are active. From graphical design, to data insights and support on the field, their help is really precious.

What do you like most in your organisation?

Compared to other NGOs, Congodorpen really has a holistic view. We work on complementary subjects like education, entrepreneurship, healthcare.

The holistic view has always been part of our philosophy. Over time, new dimensions have been added to the picture: climate, sustainability, gender related practices. Since 2022, we also expanded our collaborations How did your organisation get where it is geographically. We are now active in DR Congo, Belgium and Morocco. now?

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Congodorpen is at the origin of a health insurance to which now more than 100.000 people What (small or large) achievement have you been most proud about?

All small steps matter. If I have to think about some specific examples, some of our health-related projects come to mind. Congodorpen is at the origin of a health insurance to which now more than 100.000 people and their families have access to. Similarly, 35 health centers have been created since 2015.

Such projects are hearthwarming and motivating.

What are your concerns? What are you hopeful about?

We need to stay confident. There are indeed quite some challenges in this world: political (un)stability, logistics, infrastructure, solidarity being put under pressure, the risk of evolving regulations… At the same time, more than ever it is important to continue a sustainable story of international solidarity.

coffee plantation projects on hold in the early 2000s, when most of our plantations were damaged due to a severe outbreak of coffee tree disease, known as tracheomycosis. Now, we’re building them back.

We have really rich exchanges with a lot of organisations, federations and networks. We are working on partnerships in working groups of the 11.11.11 network. We exchange on agriculture with Rikolto. In the DRC, we are active through the Festival Alimenterre. With our colleagues from Doctors of the World, we have operational collaborations. This shared energy really makes the difference.

If you would have a dream, what would it be?

The big dream would be one where everyone has access to the necessary basic life services. A world where solidarity, peace and sustainability have an important place.

As an intermediary step, it would be great if we could grow towards more experience sharing within the sector and throughout society, and that we can continue to grow - thanks to all our volunteers and partners.

Marthe Vantyghem

Communication Manager of Congodorpen

For more information on Congodorpen visit: https://congodorpen.org/

At Congodorpen, we had to put our 62

asUgo Voices of the Community: Social Aid

At asUgo, we love showcasing the incredible work of the social profit organizations we partner with. It’s a great way to hear their stories and see how they’re making a difference. Today, we’re hearing from Catherine Tricot from United Fund for Belgium.

What does United Fund for Belgium do?

United Fund for Belgium helps companies in Belgium, wishing to support social causes. Our ultimate goal is to build a society in which everyone is socially integrated and where the wellbeing of every child is ensured. As a true connector and enabler between charity organizations and the corporate world, United Fund for Belgium is committed to providing the most vulnerable with the help they need. We therefore prefer to support small or medium-sized local associations, addressing a public in a situation of isolation, poverty and/or disability.

What do you like most in your organisation?

On the one hand, social inclusion is a very motivating cause. It concerns a lot of people in Belgium: kids, children, youngsters, adults, disabled, all fragile people… As we are in a period where the support from the state is under pressure, our role will unfortunately become more and more important.

with great projects. Over time, this has created a lot of small thank-yous. They make a huge difference. Also, I can’t stress enough the value of our team. It is an amazing team, with very engaged people.

How did your reality evolve over time?

We are 53 years young. Since 1972, the focus has always been on supporting social inclusion through corporate support. It has always been about financing organisations that improve life of beneficiaries. It has also always been about focusing on concrete and tangible projects and on small and medium-sized organizations. The need continues to be there.

Corporate fundraising as such has gone through evolutions over the years.

Before, companies gave a grant. They trusted UFB to make good use of funds, based on due diligence. Nowadays, the At the same time, we are really seen as a trust is still there, but companies want to choose themselves from a preselected catalyst between companies that want pool of organisations and projects. to provide support and organisations 63

Companies are focusing on longer term impact, and are willing to enable it with higher, multi-year financial support.

Also, the angle is changing. Companies are focusing on longer term impact, and are willing to enable it with higher, multiyear financial support. Exchanges encompass also more and more reflections on qualitative and quantitative impact, KPIs, CSRD and the likes.

What fuels the motivation of the UFB team?

There are many. Of course, it is an amazing feeling to see suddenly many donations come in on the 23rd of December. It is so much extra money for projects. Also, the human exchanges make it a rich journey. The organisation of events takes a lot of energy and time.

But it makes our day when we can exchange with the community in person, and when people leave with a huge smile - and a lot of thank yous. Earlier this year, for example, we had an event on AI with the Degroof Petercam. There was a lot of interest, and the event itself was filled with a lot of reflections. Lastly, we regularly receive support from companies. It is very precious!

What are your concerns?

The general atmosphere is very morose.

As you might have seen through the joint campaign in the sector, this risk gets further heightened by the plans of the government to reduce tax deductibility from gifts from 45% to 30%. That would be a real disaster for many people, especially for the most fragile ones. The social profit sector in Belgium represents roughly 150.000 organisations. This represents a lot of employment, and a lot of societal impact.

We hope that communication and dialogue will provide the necessary results.

How do you see the future?

We would love to further strengthen United Fund for Belgium’s position as ideal partner for companies in corporate donation projects. Currently, we already have a very solid governance, tailored to the B2B experience: our board is composed of CxOs of large companies, we have an audit committee, an HR committee for employment matters etc.

That really creates trust.

People see us really as a connector.

There is still a lot to do about impact driven support in B2B.

Moreover, there is still a lot to do about impact-driven support in B2B. As such, impact is hard to measure. Foundations are specialized in this.

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If you would have a dream, what would it be?

Scaling further to enable companies and organisations to have even more impact!

Currently, we offer a solid experience and impact with a budget of roughly 1 million € per year. Over time, we would love to help even more people, by growing towards a budget of 2-3 million € per year. Reaching this next level is the challenge. Fundraising is a competitive space, as there are so many causes to defend: health, climate, social and more. We see it as a stimulus to continue our efforts, grow our brand, and keep learning to help our stakeholders with their ambitions.

Catherine Tricot

Executive Director at United Fund for Belgium

For more information on United Fund for Belgium visit: https://ufb.be/en/

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asUgo Voices of the Community: Social Aid

asUgo is proud to give voice to the socialprofit partners making a real difference. These open conversations reveal the passion, purpose, and perseverance behind their work. Today, be inspired by Jeremie Malengreaux from Serve the City Belgium as he shares their impactful story.

What do you like most in your organisation?

What does Serve the City do?

Personally, I am involved for a long time at Serve the City. I joined in 2008, as a Serve the City mobilises, enables and manages volunteers in Belgium. We are volunteer, became project lead, helped a movement of people showing kindness as a graphic designer and stayed ever to those in need. Started in Belgium and since. So I guess I really like the diversity now active in many countries, Serve the of Serve the City. In the meantime, I am a full-time employee, and part of City partners with homeless shelters, refugee centers, and other associations, Executive Committee. It is yet another offering help and support. Serve the City challenge, still with wonderful creates events and community projects colleagues. that mobilize volunteers to serve in More generally, it is really easy to get simple ways – sports, music, arts and involved at STC, and help to shape the crafts, meals, friendship and more. We organisation along the way. That brings are the connection between the good a lot of motivation and satisfaction. intentions and talents of people who could volunteer and a meaningful opportunity to get involved.

Starting in 2005, there were activities one week per year.

Now there are projects every single day of the year.

In Belgium, we mobilise more than 4000 volunteers per year, 45 projects with over 100 opportunities per week. That totals more than 25.000 volunteer hours per year.

When looking back, it is humbling and exciting to see what has been done along the years. Started in 2005 with a one-off week of volunteering, we now have projects taking place nearly every single day of the year.

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Can you imagine? The impact on beneficiaries is becoming impressive as well.

All combined, the possibilities for the future are endless.

You also have an App, ServeNow, to allow volunteers to sign up on the go?

Indeed, it’s my baby (smiles). People can look for volunteering activities they are interested in, and sign up in a few clicks for a specific shift. People really like it.

The idea of an app to facilitate the management of our projects was on my mind for a while. I was working on it at the back of my mind, for many years.

COVID ended up being the trigger. We had to put everything on hold from one day to the other. Besides food distribution, there were no events anymore.

We took the challenge as a duo. My colleague took over the day to day responsibilities and I took care of the App with the help of a volunteer. The ideas and wireframes were there. With focus and perseveration, we managed to pull it off relatively quickly. The idea was sparked in May 2020. By talking to people who talked to people, things felt in place. In October 2020, the first version was live.

How did your organisation get where it is now?

The mission of traditional organisations is to focus on beneficiaries. The volunteers are a mean to support that goal. Serve the City is all about volunteering. We want to help our community by volunteering. Volunteers are as important as the beneficiaries themselves.

Supporting volunteers has always been a priority for us, and the App has only strengthened that commitment. It’s easy to access and lets people find moments that fit into their own schedules. In that sense, it reflects the spirit of Serve the City.

For the last couple of years as well, we focused on building volunteer communities at our projects. Our most successful projects are those where people created a real community. It goes beyond the volunteering itself. And they are a very diverse group: from EU expats to Asylum seekers, young professionals to retirees. It's a rich mix!

I can imagine that other NGOs would love to see the STC community provide dedicated support for them?

Sure. We already work with quite a lot of organisations such as the Belgian Redcross, Samusocial and others, but it is true that many more have contacted us, asking to see how we could help 67

them with volunteer support. Reflections and conversations are ongoing. On the one hand, we obviously want to help, as it contributes to helping the most vulnerable in the cities where we are active (or not yet active). At the same time, it is important for us to keep our identity and make sure it is also offering a meaningful and valuable volunteer experience in line with our values.

As far as ServeNow is concerned, we still have the strong desire to make the code publicly available over time, to spark even more volunteering. But even open source needs to go through security review and the likes. This work is ongoing.

You've said before that Serve the City is now in many countries. Are they all similar to what you do in Belgium?

There are differences between the regions and countries. On the one hand, every STC is focused on volunteering.

The people we serve with, are as important as the people we serve.

The people we serve with are as important as the people we serve.

climate action, or women's training. It is really the reality of the field that drives our actions. It is really the reality that drives our actions.

Moreover, every STC has its own rhythm. Brussels is very active, others have another pace. That’s totally fine.

Again, it is about being in line with cities, their reality and the supporting communities.

What is the typical identity of the Project Leaders in your organisation?

They are volunteers who want to be more committed. They go through one or more trainings. Every project leader goes through a specific training about the basics, how to welcome people, what is expected and how, .... On top, we also plan workshops with professionals from other organisations on specific topics, such as understanding the asylum procedure in Belgium, non violent communication, ...

The project leaders are the face of STC on the field and for the volunteers. And On the other hand, the needs we our role as staff is to support them and address are different from city to city. In the project, through organising the the BeNeLux, some cities focus more on logistic of the food, making sure supplies homelessness, other cities work more are stocked up, but also by developing with youth. Our neighbours in German ServeNow... cities have another focus. And further off, African STCs are even more Project Leaders will come from all different, as they may focus more on horizons, they may be in their 20s or 68

they may be (pre)retired. Everyone is present.

However, as this is valid for volunteers as well, there is still a strong gender unbalance. 70-80% of our volunteers are women! Let's see how this will evolve.

If you would have a dream, what would it be? / If you could accelerate one thing in the world, what would it be?

To continue to grow the multiplier impact!

I am a true believer in the power of volunteering. It can solve a lot of problems and conflicts. It allows people What are your concerns? What are you to know others, and potentially create hopeful about? positive dynamics and constructive The last 3-4 years, we have grown at a perspectives. In the end, we all have a very high speed. That is not always easy. lot in common, and by volunteering So we are continuously working on together, we build bridges towards each keeping a solid base and backbone. other.

Similarly, the needs in the city are not slowing down. We could do more, but We have had a lot of testimonials from cannot take it all yet. That’s the Belgium but also from around the world ambiguous part of our reality. We would on how volunteering positively impacts want to do always more, and we know the lives of people and even entire our limits. communities.

On the positive side, we have been blessed with a lot of inspiring exchanges since we moved in October 2024 to UrSquare (or USquare still on Google Maps) in Ixelles/Etterbeek. This site at the heart of the VUB/ULB campus hosts more than 60 different projects. It opens doors to a lot of potential collaborations, that could be very rich for everyone involved.

As for ServeNow, our plan remains to evolve towards an open source sharing to increase the impact. It is hard to tell at this stage what the real impact will be. A bit? A lot? And if so, will it be a quick spark, or something that will grow along the year? Either way, it will be a good experience. In the meantime, we plan to expand ServeNow towards more countries.

And on the 17th of May, Serve the City's global movement organises a Global Volunteer Day, during which hundreds, maybe more volunteers all around the world will set time aside to help their neighbour and community. If you are in Belgium, why don't you check out ServeNow to join one of our projects?

Jeremie Malengreaux Co-Director of Serve the City Belgium

For more information on Serve the City visit: https://servethecity.brussels/ For more information on ServeNow app visit: https://serve.now/

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Celebrating Partnership & Impact

asUgo × Serve the City

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asUgo Voices of the Community: Social Aid

asUgo regularly invites the social-profit organisations it collaborates with to share their journeys—their challenges, achievements, and paths to meaningful impact. Today’s exchange features Evy Reviers from ALSLiga, as the organisation marks its 30th year of advocacy and support.

How did your organisation get where it is now?

Time and perseveration have played an important role in our development. The organisation has been founded 30 years ago. During many years, we knocked on doors to make ourselves known, and put a lot of energy in giving a voice to the ALS community.

What does your organisation do?

What’s the mission?

At the Belgian ALS Ligue, we support patients that suffer from this heavy illness. We are there to make their life lighter, from A to Z. We provide guidance for the administrative part. We are also there for those looking for general support or psychological support. We are even involved in the financing of research.

My parents played a very active role in the creation of the ALS Ligue. Ever since, they put a lot of energy into the organisation as volunteers. 18 years ago, I joined them in this special adventure.

In essence, our goal is to make the illness livable.

In the meantime, many people have heard about ALS. That makes a big difference. Less energy is needed to create visibility for the ALS Ligue or for ALS in general. People know more about it. That’s nice.

What do you/people like most in your organisation?

The context and the people! Very naturally, helping people creates satisfaction. The daily ‘Thank You’s from people that have been supported are really motivating.

When looking back, we took every year small steps forward. The biggest jump was when we moved to our new offices.

It is very open and welcoming. It also creates a multiplier effect, as more visibility and quality space stimulates people to reach out.

The strong family spirit plays also an important role. There are a lot of open exchanges, and a very diverse team: young people, people that are retired, volunteers… Our team dynamic is very important to us. In addition of the day-today, we regularly do activities together. In the meantime, we are taking further 71

steady steps forward with our CRM and our new website, to support our data and information capabilities.

How would you describe your organisation’s DNA?

More generally, we like to say that our values are embedded in the Dutch word for ‘giving’: GEEF - Gelijkheid, Evenwicht, Eerlijkheid, Finetuning (GIVE: Equality, Balance, Fairness, Fine-tuning).

What is the voice of the younger generations in your organisation?

We are a very diverse organisation. Our Family spirit, collaborations younger colleagues definitely provide and curiosity are truly part additional richness. They come with of our organizational DNA. fresh, innovative ideas. Naturally, there are a lot that relate to digital possibilities and social media. It allows us to evolve along with the potential of our time.

There are a welcome complement to Family spirit, collaborations and curiosity other ideas on access to all, knowledge are truly part of our organizational DNA. sharing and the likes.

I am also the founder of EUpALS and a member of the International ALS/MND Alliance. Thanks to our international contacts, we see more needs… and more potential too. This information exchange and collaboration is really essential to make everyone move forward in our ambition to make ALS livable.

What (small or large) achievement have you been most proud about?

There have been a couple of very important ones in our 30 year of existence. Some achievements date already from a while back, but still make a big difference. There are 3 that come naturally to my mind.

The Belgian ALS Ligue is one of the largest ones in the world. We openly share our experience and help others to grow their professionalism. Everyone can learn from each other. In the end, we are one big family.

Firstly, there has been the creation of the PVB budget. It allows the creation of a budget to get the support of people at home.

Secondly, there has been the creation of holiday facilities on the Belgian coast, at Middelpunt (Middelkerke). It allows people to enjoy some good moments while having the necessary care and infrastructure.

Thirdly, there has been the collaboration with the government to adapt the process to request care material. Rather than taking months, it can be done in a 72

few weeks.

campaigns and more.

What is your outlook on the future?

There many topics that would benefit from solid, additional support. People above 65 years, for example, don’t receive enough support. They should have access more easily to budget and care material. They have helped society, and should get support back.

Overall, making ALS livable remains still a solid journey. A lot has been done, but there is still a lot do!

From a totally different angle, but at least as important, is that I want that my colleagues and I can continue to learn every day. We know that we don’t know everything. But everyone can learn something new every day. Open minds capture inspiration, and inspiration creates ideas. I can only hope that this will continue in the future.

Evy Reviers

CEO & Chairwomen at ALS Liga België – Ligue SLA Belgique

Either way, we have already some concrete actions in mind at the Belgian ALS Ligue.

We want to collaborate even more with researchers, pharma and regulators – in Belgium and other countries. We also want to reinforce our role of central information point for people looking for support. This includes also a reinforced collaboration with the Neuro Muscular Reference Centers (NMRCs).

For more information on Ligue ALS Liga: https://als.be/

What would be the big dream?

It is by thinking big and taking steady steps that we can continue to move forward.

Making ALS livable. It is by thinking big and taking steady steps that we can continue to move forward. During our birthday month, there will quite some things to do. Awareness will be increased with the radio and TV support from VRT. In parallel, there will be online 73

asUgo Voices of the Community: Social Aid

At asUgo, we regularly give the floor to the social profit organisations we collaborate with creating space for their voices, stories, and impact to be heard.

Today, we had the pleasure of interviewing Silke De Ridder, Stafmedewerker at Nasci, a Brusselsbased non-profit that has become a vital support system for mothers and families facing hardship.

charge of their family's future. The group dynamic is very important—it creates a safe, supportive space where they can grow together.

Silke, can you tell us a bit about NASCI and what you stand for?

At NASCI, we support disadvantaged pregnant women, single mothers, and families with young children who are going through a tough time. Most of them live in Brussels, and often face temporary but intense difficulties.

Our support comes in many forms basic but essential things like baby supplies, hygiene products, clothing, or school materials. But we also go beyond the material. Through our Mediconsult, we offer accessible medical and psychological care, especially around pregnancy. Thanks to our midwife and nurse, mothers learn what’s important for their baby's health in a very handson, accessible way.

We organize regular parenting and selfdevelopment sessions. And in programs like Mama’s Power, up to 15 mothers come together for workshops and training that really focus on empowerment. It’s all about building confidence and helping them take

We also help families navigate the system- finding a school for their child, a language course, or training to find a job.

Every week, we host Mama’s Club, a relaxed afternoon where mothers can step out of their daily worries and connect with others. And a few times a year, we organize little trips - maybe to a park, the beach, or even a theater show.

These moments are small escapes where families, including dads, can enjoy time together in a light-hearted way. It’s also a chance to connect more 74

personally with our team.

What are some of the biggest challenges these families face, and what has this taught you?

Our volunteers are the backbone of everything we do. They’re incredibly Our families often live in a very uncertain diverse, committed, and dynamic. reality. Many are in the middle of asylum Whether it’s sorting baby clothes, procedures and get moved from one helping during workshops, or doing small place to another. This instability makes it repairs in the building, their presence almost impossible to build any kind of means the world. We also work with future. And the impact on children - it’s interns and welcome people doing just heartbreaking. community service. It’s truly a collective effort.

But what I’ve really learned over the years is that even small things can make a big difference. A birthday gift for a child. A day trip to the seaside. A place in daycare that allows the mother to go By empowering a mother, we give her the strength to back to school or work. These may seem carry her family’s future. like tiny gestures, but they are stepping stones - towards dignity, independence, and a better future."

Were there key turning points in NASCI’s story that shaped where you are today?

By empowering a mother, giving her insights and boosting her selfYes, a few important milestones come to confidence, she becomes stronger. That mind. About six years ago, we opened a can only benefit her children's second location in central Brussels. That education. Creating well-being and was a big shift. Before that, many social inclusion for disadvantaged families from neighborhoods like families living in poverty is a multifaceted Molenbeek or Anderlecht had to travel story that requires an approach across for over an hour to reach us in multiple domains. Together with Schaerbeek. Having a second space mothers, we work to build a better closer to them really changed our foundation for their children's future. accessibility.

Then came the pandemic. We usually operate with open doors - families can walk in without an appointment. That’s very important for us. But suddenly, everything had to stop. We had to move to appointment-only, and families had less access to information. It made everything more difficult. Still, we found our way back - we were able to resume our workshops, our gatherings, and of 75

course, the material support.

Last year, in 2023, we rebranded NASCI and launched a new website. It was a long process with ups and downs, but we’re proud of the result. It’s helped improve our visibility and hopefully our fundraising too.

situations - like those facing domestic violence. NASCI becomes a safe space.

Families trust us with very personal things, and that trust is a huge responsibility. Every day, we hear heavy stories, but we hold onto the lightness too. A smile, a joke - those moments matter just as much. Humor helps us keep perspective.

How can people support NASCI and the work you do?

There are so many ways to help.

Material donations are always welcome baby clothes, school supplies, anything useful for children and families who can’t afford them. Sometimes the smallest things - like a birthday gift - have the biggest impact.

Looking at the present, is there something you’re especially proud of?

Yes, I’m really proud of how much we’ve Sometimes the smallest grown. From one location to two. From a things - like a birthday gift team of social workers to a broader have the biggest impact. team that includes a nurse and midwife.

We’ve gained so much knowledge and capacity over the years. Of course, we’re not done - we still need to improve in digital tools and fundraising. But seeing Of course, financial support makes a big how far we’ve come is encouraging. difference too. With just a few euros, we can provide hygiene products, diapers, Where do you and your team draw your birthday presents, milk, birth kits or motivation from? school bags. Every euro counts.

What truly motivates us are those And then there’s volunteering. If you're moments when you see change. reliable, open-minded and care about Sometimes, a mother comes back to visit years later. She tells us she now has social justice, we’d love to have you. Our volunteers are a really varied group a stable job, a home, children who are different ages, origins, backgrounds doing well. And she remembers how, and each one brings something special. when things were really hard, NASCI Tasks range from sorting clothes to was there. That’s incredibly rewarding. caring for toddlers during workshops or doing small maintenance jobs. Even a We also support women in very tough 76

few hours a week can make a big impact. And if you want to come as a small group - that's possible too!

You can also just spread the word.

Follow us on Facebook, Instagram, LinkedIn - help us share our mission.

What are your hopes or priorities for the coming year?

It’s not an easy time financially. We’re uncertain about future grants and funding. Our biggest hope is simply to keep going - to not have to scale back, because each service we lose affects real families.

One exciting step is that, thanks to support from asUgo, we’ve started using Salesforce as our CRM. We’re really hopeful that this will help us become more professional and efficient, especially in how we approach fundraising.

Silke De Ridder Stafmedewerker bij Nasci vzw

For more information on Nasci: https://nascivzw.be/en/

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asUgo Voices of the Community: Care & Social Aid

At asUgo, we believe every social profit organisation has a powerful story to tell, and we are eager to help amplify those voices.

hand, we gained solid experience in the financing of such projects, partnerships with professionals, social real estate agencies and the likes.

Today, we had the privilege of interviewing Pascale Gonda from Fondation Portray pour l’après-parent, which has been creating inclusive housing projects and fostering autonomy for nearly two decades.

Fondation Portray pour l’aprèsparent exists since 20 years. How did your organisation get where you are now?

This helped to mature our holistic vision for the creation of new living space. It also nurtures our conviction that families can be involved, beyond the social housing formula.

The Foundation has been founded in 2005. While the initial vision is still the same (support the quality of life of disabled people after their parents are gone), it has taken several shapes: guiding people, creating housing projects etc.

Can you gives us some examples?

Fondation Portray acts as a ‘benevolent owner’ (propriétaire bienveillant / goedaardige eigenaar). That comes with Finding the right type of housing has been a recurring topic amongst families - a real commitment, in line with our status especially for those that are able to live of Public Utility Foundation. We ensure the quality of life of our tenants, in our in guided autonomy. This triggered the question on what format would be most relations with them. We are committed to supervising each house in partnership suitable. with the professionals.

In the early 2010’s, we received an The dynamic goes therefore (far) beyond important legacy. This allowed us to the building and management of the develop our first living space, in Courthouses as such. There are also teams Saint-Etienne. that will look for fitting groups and families. During those meetings, the It has become a real incubator. On the Foundation and supporting people help one hand, we learn based on the feedback from the people. On the other to work on the plans.

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This dynamic unfolds differently in every location.

In Marche-en-Famenne, for example, they met every 6 weeks with the architect to dream and shape the project. This plants the roots for solid cohesion between involved parties. It allows to live the project differently.

In Fosses-la-Ville, we bought a fully renovated house. There was no preconsultation. This means that we had to put more energy in nurturing the human dynamic afterwards.

The differences between each location is also visible in the involvement of our teams. We always try to be present and to listen, while respecting the identity of the location and the people. To support the dynamic, we also work with artists such as musicians, sculptors. But in the end, the goal is not to be there with them all the time. Autonomy remains the priority.

Since 10 years, you create solidarity based inclusive living space. What have been the major evolutions ? How do you see the future?

The last years, the number of houses has grown a lot. Now we are developing 5 new projects in Brussels (WatermaelBoistfort, Woluwé-Saint-Lambert) and Wallonia (La Louvière, Marche-enFamenne, Wavre

And there is more to come. The last 2 years, for example, the number of inhabitants has doubled. To support this, we recruited several partial FTEs. We want that those projects create quality, and that people living in those spaces receive all equal attention.

The model has matured a lot. It is really showing its relevance. It is however not our ambition the keep this expertise only for us. It is a means to more. We are exploring how to share this expertise to enable collective impact.

The model has matured a lot. It is really showing its relevance.

The knowledge transfer can even become an extension of our mission. At the core, we support quality of life, once parents pass away. The housing dimension is only a part of it. Moreover, like an alpinist, we also need to know our limits.

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Exchanges are ongoing Belgium. More should follow, eventually even on a European level.

circulate in the spaces, or the balance between shared moments and autonomous living. In our first building, for example, we had a gigantic shared In parallel, we also want to develop more space on the ground floor. While it might activities in the housing projects to feel inspiring and stimulating at first, it reinforce the cohesion between people. appeared that inhabitants really value That’s essential. having their own space. That was really interesting. Now, we limit the shared Can you share one experience from the space to 50 m². last years that still makes you smile?

There have been many. One gem might What is the dream for the future? have been the recent collaboration with Good question. As such, collaboration is musicians through art workshops. It was part of our DNA. Seeing other a very intense experience that revealed foundations or organisations replicate our model would be a great satisfaction. everyone's talent for singing, playing music, storytelling and other things.

Thanks to our new Fund Auxilia, we will In an ideal world, such projects should continue to develop these activities that be easier to set up. It should be less heavy, financially and administratively. It encourage learning and citizenship would be nice to see the involvement of within our housings. public instance grow further, as well as support from families with strong financial means.

The dream would be that we evolve from having one project per province, to having one project in every commune in Belgium.

Pascale Gonda Fondation Portray pour l’après-parent

Our housing projects are also attracting interest from leading architecture schools such as La Cambre. Young architects joined us in the Molenbeek housing project to do socio-architectural observations. While they mostly confirmed our observations, it was really interesting to receive feedback from an external eye.

For more information on Fondation Portray pour l’après-parent: https://www.fondation-portray.be/

More generally, there have been a lot of learnings, for example on how people 80

Supporting future generations: Zoom on the Moore Belgium Foundation Supporting Future Generations: Spotlight on the Moore Belgium Foundation

This summer, we began our partnership with Moore Belgium. While this collaboration will create business synergies, it also opens opportunities to support societal initiatives - one of which is the

Moore Belgium Foundation

Established in 2022, the Moore Belgium Foundation aims to create an environment where everyone has the chance to realise their full potential and make informed decisions. The foundation actively supports initiatives that foster learning, growth, personal development, and promote awareness and well-being. It believes these efforts encourage healthy choices - not only for individuals, but for society as a whole - for today, tomorrow, and the day after tomorrow.

The Moore Belgium Foundation specifically aims to give young people and disadvantaged groups the opportunity to reach their full potential. By guiding and informing these individuals, the foundation seeks to inspire and strengthen a future generation of leaders who will, in turn, contribute to the communities in which they live.

The foundation contributes to a society where everyone can grow through: Information and awareness Community outreach programmes Charitable causes Own ESG strategy

Information and awareness

Community outreach programs

Charities causes

More information: https://www.moore.be/en/moore-belgium-foundation https://jaarverslag2024.moore.be/en/moore-belgium-foundation/

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Own ESG-strategy

Did You Know? asUgo creates an impact with Local Communities!

The asUgo Non-Profit team has worked together with community-specific organizations in Limburg and East Flanders that focus on citizen support, care and prevention, neighborhood dynamics and social exchanges.

Available in:

In parallel, our Public Sector colleagues have worked together with cities, communes and welfare organizations in the Brussels and Liège region. asUgo offers namely a tailor-made solution for public administrations, cities, municipalities or groups of municipalities, CityZen. Used in Belgium and in Canada, it adapts to local specificities.

All together, we aim to create a thriving community where citizens and local communities feel valued and supported to the fullest extent.

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Thank you for your ongoing support and inspiring exchanges Acknowledgements We want to thank all our Clients and Partners for their trust. It is the foundation of solid collaborations. They spark motivating ideas and inspiring human journeys.

Thank you Gaëtan and Julien for creating room at asUgo to build bridges and support social impact.

Thank you Eugène for your guidance by canalizing, shaping and enriching the ideas for this report.

Thank you Céline, Jean-Michel, Jürgen, Romain, Sandrine and Stephen for your availability and energy, supporting colleagues active in NonProfit & Social Impact.

Thank you to all contributors and reviewers.

Your input is precious.

Thank you to all asUgoers, be it for your contribution on Non-Profit & Social Impact projects, or for the motivating daily exchanges.

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Why asUgo? Our Differentiators Think Big, Start Small, Move Fast Approach

Industry Focused Accelerators

We Put Our Clients In The Driving Seat

We enable startup/scale-up mindset when addressing complex challenges, complex organizations, complex architectures with agility as an obsession.

By harnessing our wideranging expertise across different sectors, we deploy holistic solutions that fulfill the innovation, quality, and speed expectations of our clients.

We recognize that each client has unique goals and visions, and our approach is designed to enable them to lead the way.

Swiss Knife Teams

Who You See is Who You Get

International Delivery

We differentiate from other consultancies by building "Swiss knife" teams to empower our clients with extra agility. The flexibility of these teams allow us to quickly respond to changing client needs, ensuring timely and successful outcomes.

To move forward with asUgo is to benefit from the agility of a humansized organization, along with the expertise, commitment, and professionalism of a large structure.

At asUgo we have experience in multi-country harmonization analysis and implementation with multiple international rollouts for the same client.

70% of our roll-outs are multi-country with local presence if needed.

asUgo in Numbers Stable

Experienced

150+ Projects

75+ Professionals

Certified

Innovative

International

10 Years in business 300+ Certificates

25+ Portfolio of

Enterprise Apps 84

One Team

2Offices in Belgium and Portugal

asUgo in a nutshell

asUgo is a leading Salesforce Crest Partner, Salesforce.org Impact Partner, Salesforce Reseller and proud Pledge 1% member.

With offices in Belgium and Portugal we provide a personalized project experience. We blend expertise, agility, and healthy pragmatism, with a fresh and human-centered spirit. This makes us trusted advisors. We want organizations to look at the bigger picture.

We Think and Build, Beyond.

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Let's Connect Belgium

Portugal

asUgo

asUgo Av. da República 43 1050-240 Lisboa Portugal

Gemeenschappenlaan 110 / Avenue des Communautés

General Requests welcome@asugoconsulting.com

1200 Brussels Belgium

Website

Website

https://www.asugoconsulting.com/

https://www.asugo.pt/

Julien Blaise

Gaëtan Mondet

Jürgen Janssens

Managing Director asUgo

Managing Director asUgo

Director asUgo, Head of Non-Profit & Social Impact

+32 474 74 14 12 j.blaise@asugoconsulting.com

+32 477 59 68 88 g.mondet@asugoconsulting.com

+32 486 73 42 67 j.janssens@asugoconsulting.com