Sustainability fatigue: How organisations and project professionals keep momentum in 2026

What happens when sustainability stops being a headline topic and becomes part of everyday organisational practice? If you have noticed a drop in energy around sustainability, either personally or within your organisation, you are not alone.

Sustainability fatigue is increasingly being felt across sectors. This does not necessarily mean that commitment has disappeared. In many cases, it reflects a shift in how sustainability is positioned and delivered. There is less focus on high-profile commitments and more emphasis on the sustained work of embedding sustainability into normal business activity.

In the latest APM Sustainability Interest Network podcast episode, Sustainability Fatigue and How We Keep Momentum in 2026, we spoke with Matteo Deidda about why this fatigue is emerging, how it is affecting organisations and what project professionals can do to maintain progress when sustainability is no longer highly visible.

The key insights from that discussion are outlined below.

Understanding sustainability fatigue

One of the central points raised by Matteo was that sustainability fatigue should not be interpreted as failure. Instead, it can indicate a transition into a more mature phase of delivery.

In the years leading up to the COVID-19 pandemic, sustainability often sat high on organisational agendas. Net zero commitments attracted attention, ambitious programmes were launched and sustainability teams were prominent. The narrative was visible and optimistic.

Today, sustainability is becoming more embedded within operational processes and decision-making. It is less visible, but more integrated.

Matteo described this as sustainability becoming part of the organisation’s underlying infrastructure. It remains essential, but it is no longer treated as a standalone initiative. This change can feel uncomfortable, not because progress has stopped, but because sustainability is increasingly treated as business as usual.

Why sustainability is slipping down the priority list

Fatigue is shaped not only by internal change but also by external pressures.

A recurring theme in the episode was the impact of geopolitical uncertainty on organisational focus. Many leaders are managing rising costs, supply chain disruption, political instability and short-term pressures that demand immediate attention. In this environment, sustainability can be harder to prioritise and more difficult to resource.

Matteo also highlighted the increasing politicisation of net zero. When sustainability becomes polarised, maintaining consensus and long-term commitment becomes more challenging.

As a result, sustainability activity often continues with less visibility. This can create the perception that momentum is slowing, even where work is still underway.

The importance of linking sustainability to business value

A clear message from the discussion was that sustainability can no longer rely on moral arguments alone.

While values remain important, organisations facing financial and operational constraints require clear justification for continued investment. To maintain momentum, sustainability must be linked to tangible business outcomes, including:

risk management and regulatory compliance
revenue growth and market opportunity
talent attraction and retention
operational efficiency
supply chain resilience

Matteo gave a practical example. Investment in a more sustainable workplace should not be framed solely as a values-based decision. It should also demonstrate how it supports outcomes such as attracting skilled employees, protecting asset value, or improving performance.

As sustainability becomes more regulated and less voluntary, organisations increasingly treat it in the same way as other strategic functions. This requires clarity on value, relevance and delivery.

What project professionals need to know about sustainability commitments

Another significant shift discussed in the episode is the decentralisation of sustainability responsibility.

Rather than being owned by a single function, sustainability is increasingly embedded across organisations. This places project professionals at the centre of delivery.

As sustainability becomes part of everyday project activity, project managers are expected to consider sustainability outcomes alongside established responsibilities such as:

risk
quality
budget
health and safety
stakeholder management

This does not mean that all project professionals must become sustainability specialists. However, it does require an understanding of two key areas:

The sustainability commitments made by the organisation, and
How individual projects contribute to those commitments.

A practical recommendation from the episode was to review organisational sustainability or net zero plans. A detailed technical understanding is not required, but project professionals should be aware of the overall direction and how their work aligns with it. When sustainability is embedded, progress is driven by everyday project decisions.

Why 2026 could be a turning point for sustainability delivery

Despite current challenges, the discussion concluded with cautious optimism.

Matteo suggested that 2026 is likely to bring greater clarity as consultations conclude and regulatory frameworks become more established. Clearer expectations reduce uncertainty, support better planning and enable organisations to allocate resources more effectively.

Uncertainty can slow decision-making and weaken commitment. As frameworks stabilise, sustainability becomes easier to manage and deliver consistently. For project professionals, this shift from debate to execution aligns well with established delivery strengths.

Practical ways to maintain sustainability momentum

If sustainability fatigue is emerging within your organisation, the following actions may help:

Treat sustainability as part of standard project delivery rather than a separate initiative
Link sustainability actions clearly to risk, performance and value
Understand organisational sustainability commitments and how projects contribute
Embed sustainability considerations into everyday project decisions
Use professional influence deliberately, even when sustainability is less visible
Stay connected to professional and peer networks
Shared effort supports sustained momentum

Final reflection

Sustainability fatigue does not mean sustainability is failing. In many cases, it reflects a shift towards deeper integration and long-term delivery.

There is less emphasis on announcements and more focus on systems, processes and daily decisions.

If 2026 brings the regulatory clarity many organisations expect, this period represents an opportunity to maintain focus and continue embedding sustainability into project delivery and leadership practice.