Sustainability expectations are accelerating across the UK. Regulatory changes, shifting customer demands, investor scrutiny, supply chain pressure and growing climate-related risks are reshaping how organisations operate.
2026 will be a defining year, with several trends influencing commercial performance, customer trust, and long-term resilience. Here are the nine sustainability shifts we expect to matter most.
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Higher Expectations for Transparency
Even organisations not directly covered by the EU’s Corporate Sustainability Reporting Directive (CSRD) or the UK’s incoming Sustainability Disclosure Requirements (SDR) are already feeling the ripple effects.
Large buyers now need robust sustainability data from their suppliers, including:
- detailed carbon footprints
- modern slavery evidence
- packaging and waste reporting
- environmental performance data
- future action plans
In 2026, transparency will move from an advantage to an expectation.
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Biodiversity and Ecosystem Metrics Rise in Importance
Nature-related reporting frameworks such as TNFD are rapidly gaining traction. Alongside this, Biodiversity Net Gain regulations and increasing focus on pollution, water use, and land impact are influencing business decisions.
Organisations will need better visibility of how operations, products and supply chains affect nature – and how nature loss affects business continuity and risk.
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Waste Reduction Becomes a Strategic Priority
Circular economy principles are no longer limited to sustainability teams. They now play a central role in resource efficiency, cost control and brand positioning.
In 2026, expect continued growth in:
- product repairability
- durability and life extension
- recycled content
- sustainable packaging
- refurbishment and reuse models
Circularity is becoming a driver of commercial resilience.
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Supply Chain Scrutiny Intensifies
Ethical sourcing, modern slavery compliance and deforestation-free materials are becoming standard customer expectations rather than differentiators.
Organisations that can demonstrate:
- clear supplier oversight
- verifiable compliance
- environmental and social transparency
…will be far better positioned for long-term contracts and trust-based relationships.
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Digital Transformation of ESG
Sustainability data is becoming too complex and too frequent to manage in spreadsheets. In 2026, more organisations will adopt digital tools that simplify and automate the process, including:
- carbon tracking systems
- packaging and EPR data tools
- supplier sustainability platforms
- energy and water monitoring dashboards
- risk and compliance automation
Digital solutions are key to reducing administrative burden and improving confidence in the data.
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Climate Resilience and Preparing for Disruption Becomes Essential
Extreme weather, supply disruptions, energy volatility and rising insurance costs are driving a shift from reactive responses to proactive climate resilience planning.
Organisations are beginning to stress-test:
- logistics routes
- supply chains
- estates and assets
- workforce health and safety
- operational continuity
In 2026, resilience planning will play a bigger role in governance and risk management.
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Social Value Expectations Increase Across All Sectors
Social value, once associated mainly with public sector procurement, is now gaining traction across private markets. Customers, employees and partners expect organisations to demonstrate:
- fairness
- inclusion
- workforce wellbeing
- community impact
- responsible business conduct
A clear social value strategy strengthens recruitment, retention and brand reputation.
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Packaging and Resource Regulations Tighten
Extended Producer Responsibility (EPR), recycled content targets and evolving waste segregation rules mean organisations will need more accurate data and stronger processes for managing materials.
2026 will push businesses to:
- reduce waste volumes
- improve recyclability
- rethink material choices
- improve end-of-life impact
Those who prepare early will reduce cost and risk.
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The Sustainability Skills Gap Widens
Many organisations still lack the internal capability to manage sustainability strategy, reporting and compliance. In 2026, structured learning and clearer roles will become essential.
We expect to see:
- more cross-functional sustainability teams
- targeted upskilling programmes
- clearer ownership across departments
- better alignment with operational staff
Closing the skills gap is essential for delivering credible progress.
Preparing for 2026: Questions Leadership Teams Should Be Asking Now
- Are we prepared for the new customer and supply chain expectations?
- Do we have the data needed to respond confidently and consistently?
- Which environmental and social issues are genuinely material to us?
- Do we have the digital tools and internal skills required?
- What investments now will reduce long-term risk and improve resilience?
- How do we turn these trends into long-term commercial value?
Conclusion
2026 will be a pivotal year for sustainability. Organisations that adapt early will reduce risk, strengthen resilience, and gain a competitive edge through better data, clearer strategy and stronger relationships with customers and stakeholders.