What to Expect in 2026

If 2025 felt like a bruising year for the sustainability movement, 2026 is unlikely to offer much respite.

The political backlash against Net Zero and related policies looks set to intensify. We are already seeing a weakening of progressive regulation and a growing reluctance among businesses to make bold public commitments on environmental action. A sluggish economy will continue to reinforce a “growth at all costs” mindset, while an increasingly volatile geopolitical landscape diverts attention and funding towards priorities such as defence and security.

Yet one thing remains certain. The scientific warnings around climate change will become ever harder to ignore. Extreme weather events will continue to disrupt lives, farming, infrastructure and global supply chains. These shocks will add to inflationary pressures and further exacerbate social and economic inequality.

Against this challenging backdrop, how should sustainability professionals respond? Here are five suggestions.

1. Hunker down

There is no escaping the fact that this is a difficult moment. It can feel like the momentum has stalled and optimism is in short supply. But the underlying reality hasn’t changed: the need to act on climate change, resource efficiency and nature loss is greater than ever.

Away from political headlines, most people still recognise that change is necessary and are supportive of organisations that are genuinely trying to do the right thing. We are also living through a period of extreme volatility. Political and economic winds can — and do — change quickly. Sometimes the most effective response is to stay focused, protect progress already made, and be ready when the tide inevitably turns.

2. Change the narrative

2026 should be the year we move away from abstract language that means little to most people and is easily weaponised by opponents of change.

This doesn’t mean changing what organisations are doing, but it does mean changing how it is framed. Sustainability is not an optional add-on or a moral gesture; it is about building long-term business resilience. Reducing exposure to volatile energy markets, securing supply chains, managing physical climate risk and future-proofing operations all sit firmly in the sustainability space. Framed correctly, these are boardroom priorities, not “nice to haves”.

3. Collaborate

As scrutiny increases, many organisations will understandably be reluctant to put their heads above the parapet. The risk of “green hushing”, where positive action continues but is no longer talked about, will grow.

Collaboration can help counter this. Working alongside peers, suppliers, customers and even competitors spreads risk, builds credibility and creates a degree of reputational safety. Cross-sector partnerships in particular can demonstrate seriousness and scale, while avoiding the perception of grandstanding.

4. Focus on the end of the month, not just the end of the world

When the economy is flat and household finances are under strain, long-term targets and distant milestones can feel disconnected from everyday reality.

Instead, organisations should put greater emphasis on the tangible, immediate benefits of their actions. How are they supporting employees with energy costs? Helping suppliers become more efficient? Delivering better value or resilience for customers? Strengthening local communities? Making sustainability relevant to day-to-day life builds trust and engagement in a way that distant goals often fail to do.

5. Celebrate successes

A persistent narrative pushed by some political voices is that sustainability is all pain and no gain. The evidence says otherwise.

There are countless examples of well-designed initiatives delivering financial savings, improved resilience, stronger social outcomes and reduced environmental impact. At a time when the broader context feels relentlessly negative, celebrating these successes is not complacent — it is essential. Visible wins give others the confidence and permission to act.

What do you think?

I’d be very interested in your views on this. This thinking formed the core of a recent presentation I delivered to the paper and packaging sector and it clearly resonated with many in the room. I suspect the same challenges, and opportunities, apply far more widely.