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Report by Trellis released in May shows that companies maintain sustainable investments, while data from the Women’s Forest Network points to inequality in sector leadership in Brazil.
Corporate sustainability remains at the center of strategies for large companies. According to the report “Portrait of the Sustainability Profession 2026,” published in May by Trellis Group, about 57% of organizations maintained their environmental goals.
Furthermore, the study interviewed approximately 500 sustainability professionals in companies with estimated revenues of US$ 1 billion. According to the survey, 24% of companies reinforced their commitments for 2026, while only 16% weakened or abandoned goals.
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Sustainable budget grows, but cuts still worry
Additionally, Trellis pointed out that 46% of organizations expanded their sustainability budget and teams in the last two years. Thus, the area has taken on a more strategic role in corporate management.
On the other hand, the report also shows a warning. About 25% of companies cut their sustainable budget, even in a scenario of increased demand for environmental and social results.
Women remain underrepresented in the forestry sector
Meanwhile, in Brazil, the 4th Gender Panorama of the Forestry Sector, developed by the Women’s Forest Network, reveals another challenge. According to the entity, women represent only 22.97% of the workforce in the Brazilian forestry sector.
Furthermore, they continue to have low presence in executive leadership positions. For Liu Berman, a specialist in creative economy and ambassador of the Reinventing Futures Institute, this scenario limits important advances.
According to her, companies that ignore women’s skills miss opportunities. After all, the moment demands leadership, innovation, social impact, long-term vision, and collective team building.
Socio-environmental impact begins to turn into economic value
Still, Liu Berman states that sustainability cannot function only as a showcase. For her, the difference lies in integrating sustainable practices into the business model, rather than treating them as an afterthought.
Moreover, initiatives like Tide of Changes and Northeast Forum of Circular Economy show how socio-environmental impact can generate real value. Among the cited results are income, employment, investments, brand strengthening, cost reduction, and access to tenders.
Finally, Liu highlights that well-structured impact creates invisible assets. Among them are reputation, trust, and network, factors that can sustain long-term partnerships and new financing models. After all, could the future of sustainable business depend precisely on this connection between creativity, science, and territory?
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