2025 B Corp Impact Statement
In our fifth year as a Certified B Corp, we are proud to share that we passed recertification with an increased B Corp score. This progress reflects our continued commitment to B Corp values and the meaningful improvements we have made to our practices.
Over the past year, we have continued to take intentional action in support of our core values of accountability, transparency, and generosity, building on the strong foundation of prior years, including our transition to a Public Benefit Corporation.
As a B Corp, we balance purpose and profit, weighing our impact on all stakeholders. This Impact Statement highlights progress across four key areas and sets benchmarks to guide the year ahead.
As Impact Management Leaders, we document our progress and set benchmarks for the year ahead. Thank you to all who contributed to our B Corp initiatives—we look forward to building on this momentum.
Mario Flores & Monica Faberman
B Corp Impact Leaders
Creating an organization that values giving as much as gaining.
Empowering people to get to work faster.
The best employment compliance solution in the US
B Corp leaders by area
These four key areas are managed by our B Corp Leaders, employees accountable to annual B Corp outcomes:
2025 B Corp leaders
Our 2025 B Corp Leaders drove record activity and engagement this year. Each owned a focus area and took great leaps forward in advancing our B Corp values and priorities. With thanks to:
- Civic engagement: Iris Gagne, Implementation Specialist
- Employee engagement: Kristel Hanson, Director of Implementation & Monica Faberman, Director of HR
- Environmental management: Christine Stevens, Account Manager & Angie Steele, Account Executive
- Health & Wellness: Juanpa Ruiz, Software Engineer & Jake Kiester, Account Executive
- Impact management: Mario Flores, Professional Services Manager
- JEDI: Leslie Fawley, CSR & Alfonso Valdez, Principal Software Engineer
- Marketing: Sydney Bernal, Marketing Manager
- Stakeholder engagement: Gina Manu, Director of Client Services
- Supplier relations: Trevor Bogus, Staff Accountant
- Core values leader: Ben Fraser, Product Marketer
Our core values
Our core values guide us as we pursue this mission at WorkBright.
Thoughtful listeners
We extend humble, receptive ears, seeking new perspectives, understandings, and ensuring you feel deeply heard.
Caring peers
We express kindness, respect, and gratitude, honoring those around us as people first as we care deeply for our well-being.
Trusted guides
We shape the future of hard problems, crafting solutions with empathy, precision, and intuitive design.
Ambitious achievers
We operate with an entrepreneurial attitude, taking the initiative to create value and results while being adaptable and harmonious with the whole.
Our values at work
We embed core values throughout the employee lifecycle, ensuring they remain tangible, aspirational, and central to our growth.
Here’s how we integrate them into the employee experience:
Before you start
The last step in our interview process is a core values interview.
From the start
All new hires meet with our core value leader, who provides an introduction to our core values as employees.
Weekly
Every other week, we do a core value call out, recognizing a team member who recently exemplified one or more core values.
Yearly
Our core values are the focus of the annual 360 feedback that all employees receive.
Quarterly employee award
Finally, the company honors a standout employee each quarter. We're excited to announce our quarterly core value award winners:
Q1 Trusted Guide: Monica Faberman, HR Director
Q2 Ambitious Achiever: Joseph Kurpjuweit, Revenue Operations Manager
Q3 Caring Peer: Paul Monticello, Head of Sales
Q4 Thoughtful Listener: Doug Andersen, Technical Product Specialist
2025 Key performance indicators (KPIs)
Kaʻala Farm in Waiʻanae
Throughout 2025, Sean English (Client Services) was a fixture at Kaʻala Farm in Waiʻanae, Oʻahu, a center devoted to restoring traditional Hawaiian agriculture and mālama ʻāina (caring for the land). From February through October he returned repeatedly to prep the loʻi kalo (taro terraces), clear waterways, and remove invasive plants. He also gave nearly 30 hours assisting cultural practitioners at the Pacific Ink & Art Expo, totaling roughly 72 hours across ten sessions.
“It was a powerful experience that is hard to fully articulate. It was nice to be in community and work in a context that is different from Western standards.”
Our customers & their staff
Stakeholder engagement
Stakeholder Engagement in 2025
In 2025, we built on the foundation set in 2024 by taking a more structured approach to engagement. As our business grows and B Corp standards evolve, we want our stakeholder engagement to stay relevant and focused where WorkBright can have the greatest impact.
Our primary activity this year was a mock Materiality Assessment to identify the environmental, social, governance, and economic topics most important to both our business and our stakeholders. Material Aspects are those that reflect our most significant impacts or that meaningfully influence stakeholder decisions. Participants reviewed 26 Material Aspects identified by the Sustainability Accounting Standards Board (SASB) and evaluated which issues matter most to WorkBright and our stakeholders. We engaged a range of perspectives, including internal stakeholders (Exec Team, internal departments, and general employees) and external stakeholders (customers and prospects).
The exercise clarified our highest-impact priorities and underscored the need to evolve our engagement strategy as we grow. The results will guide our Impact and B Corp efforts, with a focus on more intentional, meaningful stakeholder engagement in the years ahead.
Data security, customer privacy, and critical incident risk management emerged as WorkBright's most material issues—ranking highest in both business impact and…Data security, customer privacy, and critical incident risk management emerged as WorkBright's most material issues—ranking highest in both business impact and stakeholder importance.
Benchmarking for future impact:
2025 results
✔ Q1: Mock Materiality Assessment
✖ Q2: Assign Stakeholders and Develop an Engagement Strategy
✖ Q3: Host Stakeholder Sessions
✖ Q4: Year-End Stakeholder Session
2026 goals
- Redefine the Stakeholder Engagement role as the business and its stakeholders evolve
Health and wellness challenge highlights
Our team’s commitment to well-being shines through in our Health and wellness challenges, where we embrace fitness, mindfulness, and healthy habits together.
Our internal team
Health and wellness
In 2025, we kept the “Ambitious Achiever” core value at the center of the WorkBright Wellness channel, supporting team members in setting and achieving year-long goals both in and outside of work. As Wellness B Corp Leaders, we set these foundational goals:
- 10 to 15% of employees complete the annual challenge: 4 of 48 employees completed it (8%). Of the 25 who completed the first survey, 5 finished all three surveys, 4 fully met their goal (Sydney, Joseph, Whitney, and Gina) and 3 partially met it (Garret, Leslie, and Angie), so 16% of first-survey participants completed the annual challenge.
- 40 to 50% of employees use the wellness reimbursement: 44 of 48 (92%) used it.
- At least 12 challenges across the year: we ran 16 total (mini and full-month).
Challenges were designed to get participants out of their comfort zones, have fun, and support their wellbeing:
- January: New Year Resolution Challenge (full year).
- February: Plank Mini Challenge (9 participants). For American Heart Month and National Cancer Prevention Month, 4 participants donated to St. Jude Children’s Hospital, the Huntsman Cancer Foundation, the Leukemia & Lymphoma Society, and the American Cancer Society, plus a JEDI collaboration highlighting Dr. Jane Cooke Wright.
- March: Colorful Plate Challenge (13 participants) and a Swap Sugar Challenge for National Nutrition Month (7 participants). Bonus: Josh completed his first marathon, the L.A. Marathon.
- April: National Stress Awareness Month wind-down sharing (21 participants) and a Barefoot Challenge connecting with nature (8 participants).
- May: Positive Focus Challenge (22 unique participants across the week). The month’s budget supported our Environmental Leaders, with a gardening credit for everyone who attended the Environmental Lunch & Learn.
- June: Healthy Habit Bingo group challenge (40 participants across 6 groups; Group 3 won) and a Dad Joke Challenge (winner: Iris Tomlinson).
- July: City-movement Scavenger Hunt with prompts promoting Environmental and JEDI areas (18 participants, 3 winners).
- August: A five-day end-of-summer series, including National Park Service Founders Day (17 participants) and National Dog Day (20 participants).
- September: Virtual Marathon Challenge logging 397+ hours of activity over 30 days (18 participants); winners chose footwear from B Corp Allbirds and drinkware from B Corp Klean Kanteen.
- October: 1st Annual Pumpkin Carving Challenge with our Environmental Leaders (10 participants); winners chose a candle from certified B Corp The Growing Candle, and leaders donated to the International Tree Foundation to plant 50 trees in WorkBright’s name.
- November: Virtual Dog Show (14 participants) with prizes from certified B Corp Only Natural Pet, plus a 3-Day Micro Gratitude Challenge for Thanksgiving.
- December: End-of-Year Resolution Challenge (25 participants); 7 winners chose a wellness item or gift card toward their 2026 goals.
Benchmarking for future impact:
2025 results
✔ 10 to 15% of employees complete the annual challenge: 4 of 48 (8%); 16% of those who completed the first survey completed the annual challenge.
✔ 40 to 50% of employees use the wellness reimbursement: 44 of 48 (92%).
✔ At least 12 challenges across the year: 16 total (mini and full-month).
2026 goals
- 80% of staff using the health and wellness benefit
- 80% monthly ergonomic wellness usage
- 12 full-month challenges
- Max budget used ($2,400)
- 80% of staff participating in at least one activity throughout the year
JEDI in 2025
We had an impactful year strengthening inclusion across the organization. All new employees received comprehensive DEI training during onboarding, and we delivered our annual company-wide session focused on supporting neurodivergent colleagues, with 100% completion.
Our DEI Slack channel kept engagement high by highlighting diverse holidays and days of recognition throughout the year, and we introduced culture-based questions so employees could share and learn about the many backgrounds on our team. The initiative culminated in a vibrant lunch-and-learn where two colleagues shared the winter holiday traditions of their cultures, creating space for celebration, connection, and learning.
Benchmarking for future impact:
2025 results
✔ Create engaging, educational Slack posts sharing histories and stories from under-represented narratives around the world.
✔ Deliver one company-wide, required DEI training.
✔ Conduct our 2nd Annual DEI Survey.
✔ Provide DEI training to every new hire.
2026 goals
- Re-record training videos
- Post DEI new hire training survey
- Update and contribute to Juan Pa's accessibility project
Employee Engagement
2025 was a year of momentum for WorkBright. We built on and streamlined our people practices to maximize engagement, learning, and continuous growth. Lunch and Learns remained a cornerstone of our culture, evolving into an ongoing learning-and-development tradition spanning DEI training, financial literacy, security awareness, and practical sessions such as Asana tips and tricks and how WorkBright is using AI.
New hires continued to receive an introduction to our B Corp values and traditions, reinforcing our purpose-driven culture from day one. We also streamlined the Personal Development Grant process with employee voting and a standardized rubric. Due to a change in our offsite schedule, a 2025 grant winner was not selected and will instead be announced in March 2026; even so, we met our goal of three applications and exceeded our engagement goal, with more than 50% employee participation in Lunch and Learns throughout the year.
Benchmarking for future impact:
2025 result
Host Lunch and Learns across 3 categories:
✔ Streamline the Personal Development Grant application with a rubric for applicants
✔ Reach at least 3 Personal Development applicants and over 30% of employees submitting for 2026 Professional Development
✔ Maintain a consistent Lunch and Learn schedule with a wide variety of topics and average attendance of 50% or more
2026 goals
- Uplevel Lunch and Learn topics toward professional development, with at least one external instructor
- Reach at least 3 Personal Development applicants and over 30% of employees submitting for 2027 Professional Development
- Average 50% or more attendance at monthly Lunch and Learns
Employee volunteering time
Employees are encouraged to prioritize volunteering and receive eight hours of paid time off each quarter to do so. 2025 brought many opportunities to give back, and the WorkBright team made great contributions to our communities with 298.5 hours volunteered.
Our Community
Supplier Relations
In 2025, we strengthened our supplier engagement by developing a formal, routine process for independent contractors to receive and share post-project feedback. This creates a consistent framework for evaluating performance, promoting transparency, and supporting continuous improvement across projects, while giving contractors clear, actionable feedback to better align with our expectations and standards. We plan to formally implement this process in 2026.
Benchmarking for future impact:
2025 results
✔ ✖ Write quarterly contractor surveys for two-way feedback
✔ Implement and educate internal employees on new vendor procedures, providing guidance when selecting new WorkBright vendors
✔ Formalize vendor data from the new supplier questionnaire to enable internal reporting on vendor statistics
2026 goals
- Formally implement the two-way feedback contractor survey
Civic Engagement
At WorkBright, our Caring Peer core value keeps us focused on the needs of those around us, honoring them as people first and proudly serving one another, our customers, and our community.
Charitable partner partnership
WorkBright is committed to supporting organizations that align with our core values and that either support individuals in the contingent workforce or help reduce environmental impact by reducing paper usage.
In October 2023, eight employees nominated charitable organizations to be our 2024 to 2026 charitable partner, and all employees took part in selecting Crisis Text Line. Our commitment to Crisis Text Line includes:
- A cash donation of 0.2% of our revenue each year
- A minimum of two employees volunteering as Crisis Counselors
- Complimentary use of the WorkBright onboarding platform
- Advocacy for mental health in our communities
In 2024, we:
- Made our first $7,000 cash donation to Crisis Text Line in December.
- Hosted a Mental Health Awareness Challenge, spreading Crisis Text Line resources.
- Partnered with Foster Love at our company offsite, decorating duffle bags for foster children.
- Planned a February 2025 follow-up with Crisis Text Line to explore using WorkBright’s onboarding platform.
In 2025, Gina Manu and Iris Tomlinson both volunteered as Crisis Counselors for Crisis Text Line, and in December 2025 WorkBright made its second cash donation of $7,000 to the organization.
Benchmarking for future impact:
2025 results
✔ Create an impactful second year supporting Crisis Text Line as our 2024-2026 charitable partner
✔ Post in the #giving-volunteering Slack channel monthly with CTL resources or other volunteer opportunities
✔ Highlight volunteer(s) in the #giving-volunteering Slack channel quarterly
✔ Host a Lunch & Learn with our CTL contact to introduce newer employees to CTL
✔ Plan a volunteer event at the all-company offsite (N/A)
2026 goals
- Create an impactful third year supporting Crisis Text Line as our 2024-2026 charitable partner
- Post in the #giving-volunteering Slack channel monthly with CTL resources or other volunteer opportunities
- Highlight volunteer(s) in the #giving-volunteering Slack channel quarterly
- Host a Lunch & Learn with our CTL contact to introduce newer employees to CTL
- Plan a volunteer event at the all-company offsite in February
Marketing
In 2025, we focused on deepening how our values show up externally. Building on prior years, we moved from awareness to articulation, clearly expressing how our beliefs shape the way we operate, grow, and lead.
We elevated our thought leadership on B Corp values by speaking directly about our commitments and their impact on our business, customers, and communities, helping raise the bar for what values-led leadership means in the HR technology industry. We also made our culture more tangible by showing how values influence business outcomes, from product and customer support to team growth, proving that our principles guide real decisions and real impact. Throughout the year, we continued to mature our LinkedIn presence, sharing people-first, values-led stories as part of our ongoing narrative.
Benchmarking for future impact:
2025 results
✔ Elevate our thought leadership on B Corp values by securing a media interview about our values, commitments, and their positive impact on our business and communities
✔ Develop a case study showing how we lead with our values first and how our culture drives business success
✔ Continue expanding our social media presence with content highlighting our values and B Corp commitment
2026 goals
- Keep our B Corp values visible and integrated into how we communicate, sell, and support, not as a campaign but as part of our everyday narrative.
- Publish a blog explaining how our values are embedded in our culture and business practices, reinforcing trust, credibility, and alignment with customers, partners, and our team.
- Maintain an authentic cadence of values-led moments across owned channels when it feels relevant and meaningful.
Café Monteverde & Aspen Crossing Elementary
Gina Manu's (Client Services) 2025 service spanned two very different commitments. In June, she spent ten days with her daughter at Café Monteverde in Costa Rica through its Life program, a sustainable coffee farm, planting, harvesting, milking goats, and bagging thousands of pounds of compost, for 56 hours. In November, as a Military Order of the Purple Heart Auxiliary member, she supported a Veterans Day program at Aspen Crossing Elementary alongside her father, a Marine veteran and Purple Heart recipient. In all, Gina gave 64 hours of her time.
It was a life-changing experience. So grateful to have had this time re-connecting with my soul, learning from truly incredible individuals, and pushing myself physically beyond what I thought I was capable of.
Our planet
Environmental Management
In 2025, our team continued working toward sustainable homes and home offices. As a fully remote organization with employees in their own homes, we have less centralized control, so we aim to hire people who already share our goals: responsible individuals who like to do good for their communities and the world.
Through newsletter articles, lunch and learns, and other learning opportunities, we encourage employees to reduce water and energy use in their home offices, properly dispose of compost, recycling, trash, and hazardous waste, grow home gardens, and lower their overall carbon footprint. New sustainability ideas are shared monthly in our team Slack channel.
Our Environmental Management B Corp Leaders delivered a company Lunch and Learn, “Gardening 201,” and posted interactive content in Slack, including an Environmental Bingo Challenge encouraging everyday sustainable activities, plus up-cycled art for Valentine's Day and Homemade Holiday Gifts. WorkBright also continued partnering with NativeEnergy to fully offset our emissions, once again making the company carbon neutral in 2025. This year our team chose the Haiti Clean Water Project to offset our 75.77 tonnes of carbon emissions.
Benchmarking for future impact:
2025 results
✔ Carbon footprint 100% offset
✔ Two environmental challenges
✔ Continued work on the employee survey to refine the most efficient process
✔ Six additional learning opportunities
2026 goals
- Carbon footprint 100% offset
- Two environmental challenges
- Continue work on employee survey to perfect most efficient process
- Six additional learning opportunities
