Grace under pressure: What will define sustainability in 2026

It’s a tough time for corporate sustainability. Budgets are tighter, teams are smaller and many companies are more reluctant to speak publicly about the work they’re doing. The focus has shifted from bold vision to practical results. 

A pattern has emerged in conversations that my colleagues and I at Trellis have had over the past year with sustainability leaders across industries, from manufacturing and tech to retail and infrastructure. The companies staying the course with sustainability efforts in 2026 are not necessarily the loudest or most aspirational. They are quietly executing.

That pattern shows up in three ways that are reshaping the corporate sustainability landscape: steady leadership; integration with business systems; and data-driven narratives. 

These are also the through lines that will shape the program that Katie Ryan, Nico McCrossan and I are building out for GreenBiz 26, where we will convene thousands of sustainable business leaders Feb. 17-19, 2026, in Phoenix.

Calm, steady leadership in a critical moment

Sustainability leaders face more politicized and scrutinized environments than existed a few years ago. Many are being asked to do more with less: budget; authority; and certainty.

The leaders who are still advancing their companies’ sustainability work in measurable ways share a common trait: steadiness. They focus on what they can control, advance work incrementally, build trust internally and stay aligned with core business priorities, even when sustainability is not the loudest voice in the room.

CSO jobs continue to mature, with sustainability leaders playing central roles in finance, operations, product and risk conversations. Their influence increasingly comes from credibility, relationships and clear communication, rather than formal mandates alone.

In 2026, leadership in sustainability will be less about bold declarations and more about steady competence.

GreenBiz 26 sessions such as Executive Influence When You’re Not in the C-Suite will explore how leaders maintain steady influence and advance meaningful work amidst uncertainty and constraints. 

From sustainability strategies to business systems

Sustainability is moving from separate initiatives to those that are integrated into business systems.

Decarbonization efforts now link climate goals to real metrics, shared ownership and operational decision-making, rather than distant targets. Circularity is following a similar path, with extended producer responsibility, reuse and materials transitions moving from pilot programs into day-to-day operations.

Digital infrastructure is drawing major scrutiny as data centers expand. Companies are considering energy use, carbon, embodied emissions, circular hardware, capacity planning and water strategy. These are core operational questions, not bolt-on initiatives.

Transition planning also reflects this systems mindset. Effective sustainability leaders are ensuring that climate goals influence fundamental business decisions, from budgets and procurement to risk and board oversight.

In the GreenBiz 26 session Tension Management: The ROI of Sustainability we’ll focus on how companies navigate difficult tradeoffs and ground sustainability decisions in operational and financial realities.

What helps? Communications, data and technology

As scrutiny has risen, sustainability leaders are communicating more precisely. Grand promises and gauzy visions are giving way to grounded narratives focused on outcomes and business value.

Data and technology are essential enablers. Companies are investing in better supplier data, stronger lifecycle assessment frameworks and systems that make sustainability information useful across the organization.

AI and digital tools help teams analyze complex data, automate reporting and make faster decisions, with governance and guardrails in place. What matters most is practicality: tools that cut manual work, reduce errors and help sustainability insights actually travel across the business. This often includes AI-assisted lifecycle assessment tools for faster impact modeling, customized AI agents and data platforms to standardize supplier emissions data and automated systems that pull and prepare sustainability data for reporting. 

Internal influence is equally critical. Aligning executives, guiding cross-functional teams and empowering people across the enterprise are core sustainability skills.

Sessions such as The AI Tech Stack: What’s Actually Helping You Do Your Job? will explore which tools are genuinely reducing friction for sustainability teams.

Sign up to attend GreenBiz 26 to experience these conversations firsthand.