S&P’ s “Top 10 Sustainability Trends to Watch in 2026″ report paints a 2026 scenario characterized by increased volatility, regulatory fragmentation, pressure on critical resources, and progressive integration between sustainability, financial risk, geopolitics and industrial competitiveness.

Faced with this scenario, what strategies should amec companies consider?

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1. Reframing Sustainability as Operational Resilience

The narrative is shifting from “climate ambition” to “pragmatism, risk and return”.

• Rephrase your sustainability investments as “resilience enhancement”, “security of supply”, “business continuity” or “infrastructure protection”.
• Develop concrete plans for adaptation to extreme weather events (only 42% of companies have them).
• Assess physical vulnerabilities: where are your plants, where are your key suppliers’ plants, what water, extreme heat or climate risks do they face?
• Communicate sustainability in terms of cost reduction, operational efficiency and competitiveness, not just accountability.

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2. Adopting multi-regional strategies adapted to divergent realities.

Multilateralism gives way to fragmentation. Do not attempt a single global sustainability strategy; you need localized versions of the same underlying commitment.

• For Europe: Be prepared for CBAM and maintain sustainability reports even if they are simplified (investors will continue to demand them). The competitive advantage is in demonstrating low carbon intensity.
• For markets with China as a partner: Recognize China’s dominant position in clean technology, green hydrogen, and critical minerals. There are opportunities for technology collaboration
• For US and related markets: Focus on energy security, reshoring, infrastructure. Minimize explicit climate language.
• For emerging markets: Priority on resilience and adaptation – these economies are the most vulnerable and have the least resources.

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3. Diversify supply chains with climate resilience criteria.

Supply chain sustainability risks receive less attention just as climate threats increase.

• Map climate vulnerabilities of critical suppliers (droughts, floods, extreme heat, water stress).
• Developing alternative suppliers in regions with lower climate risk
• For export to Europe: be prepared for EUDR (deforestation) and make sure that raw material suppliers are in compliance.
• Consider nearshoring/friendshoring not only for geopolitics, but also for resilience to climate disruptions.
• Evaluating dual sourcing for critical components: China vs. regional alternatives

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4. Stay ahead of the competition for energy and water.

The explosion of data centers will put pressure on grids and water. It will affect availability, pricing and social license to operate.

• Auditing the energy intensity of your operations and products. It will be increasingly relevant for customers
• Investing in energy efficiency now, before costs rise further
• If you operate in areas with data centers, anticipate pressure on electricity prices and consider long-term contracts.
• Assess water risks: are you in water-stressed areas? Are your processes water-intensive? Develop reduction and recycling strategies
• Consider the strategic location of new investments based on energy and water criteria.

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5. Betting on blended finance and new financial instruments

There is a huge gap between adaptation investment needs and available capital, but new instruments are emerging.

• Explore transition finance. 2026 is your chance to take off for industrial sectors that reduce emissions in the short term.
• Seek financing from multilateral institutions (World Bank, EIB) that are expanding balance sheets for adaptation.
• Consider blended finance for projects in emerging markets where you operate.
• If you have conservation or natural restoration projects, explore carbon credits as an additional source of funding.
• Get ready to demonstrate traceability of emissions in supply chains. Facilitate access to green finance

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6. Differentiation by technological added value and servitization.

Chinese competition in cleantech and components is unsurpassed in cost; your advantage must lie elsewhere.

• Develop energy efficient machinery as a direct competitive advantage (your customers will face pressure on energy costs).
• Integrate water and energy monitoring capabilities into your equipment – valuable data for customers under regulatory pressure
• Offer process optimization services that help customers reduce their footprint (servitization).
• Focus on highly specialized niches, customization or sectors where the customer-supplier relationship is critical.
• Position yourselves as partners in the resilience of your customers, not just machine suppliers.

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7. Prepare for selective but strategic reporting

Even if regulations are simplified, strategic reporting remains a competitive advantage.

• Maintain emission measurement systems (key Scope 1, 2 and Scope 3) even if you are not obliged to – large customers will demand it.
• Adopt voluntary reporting with recognized standards (VSME, GRI…).
• Get ready for nature and water reporting – ISSB to publish draft at COP17 (October 2026) and this will go further
• Use reporting as a customer differentiation tool, not as an administrative burden.
• Document improvements in circularity, resource efficiency, resilience – these are powerful business arguments.

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8. Tackling talent shortages proactively.

The aging population will put further pressure on the availability of technical talent, and AI will not fully compensate.

• Attract young talent with a differentiated value proposition: tangible impact, international projects, advanced technology.
• Invest in upskilling of current workforce in digital technologies and sustainability.
• Develop partnerships with VET and technical universities for talent pipelines
• Consider flexible work models that expand the applicant pool.
• Retain critical knowledge in the face of mass retirements with mentoring programs

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