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What companies are really asking at the beginning of 2026
The start of the year feels unusually sober this time. No big announcements. No new buzzwords. Instead, many short conversations. And questions that arise in day-to-day work. When offers are prepared, when figures are requested, and when someone wants to know what can be shown – and what cannot. These are not fundamental questions. They are questions from practice. And they say a lot about how companies are approaching sustainability in 2026.
Early 2026
The year is still young. And yet one thing is already becoming clear: 2026 will not be a year of grand promises.
No “now everything will change.” No new guiding theme that overshadows everything else.
Instead, we are observing something more down-to-earth: companies are taking a closer look.
▻ At what they have already started.
▻ At their data.
▻ At their topics.
▻ At what is actually needed in day-to-day operations.
An event such as the power outage in Berlin at the beginning of the year almost serves as a symbol.
Not because it changed anything fundamentally, but because it showed what really matters when things become concrete: reliable foundations – even when something unexpected happens.
This focus on reliable foundations is something we are encountering frequently at the moment – and it is likely to shape how companies approach sustainability at the beginning of 2026.
Where it makes sense to continue – and where a start becomes necessary
What 2026 means for companies that have already begun – and for those that are just getting started
Many companies have taken their first steps over the past few years:
Prepared CO₂ footprints. Collected data. Made initial assessments.
For these companies, 2026 is primarily about continuing. Not about starting over. But about strengthening what already exists.
▻ Updating figures.
▻ Keeping existing methodologies in place.
▻ Gaining greater clarity about what is robust – and
▻ where gaps still remain.
At the same time, we are speaking with companies that have so far done little or nothing.
Not necessarily due to a lack of interest. But because it was unclear for a long time how to make a sensible start. For these companies, 2026 is a genuinely good time to begin in a targeted way.
▻ To review what is becoming relevant today.
▻ To understand what is actually being asked for through new requirements, customer expectations or supply chains. And
▻ to identify where the first reliable foundations are needed.
For both groups, the same applies:
Use 2026 to consciously decide what to start with – and what to continue working on.
In this process, sustainability is discussed less as an abstract concept and more as what it often is in practice:
a working basis for decisions, conversations and everyday business.
Specifically: what companies should really be asking at the beginning of 2026
From these conversations, similar questions keep coming up. They don’t arise in strategy workshops, but in day-to-day operations. Between preparing an offer, responding to a customer inquiry and keeping the business running. Seven of them come up particularly often at the moment.
- 1
Which sustainability information do we really need – and which only in certain situations?
Because not everything is needed all the time. This question helps distinguish between foundations that are permanently relevant and situational evidence – and prevents overload.
Gaining clarity before effort arises. - 2
Which figures, statements or evidence do we need to be able to provide at short notice?
Because requests often come unexpectedly. Having clarity here means staying capable of acting – without having to reorganize or improvise every time.
Reliable figures when they are needed. - 3
Where should we sensibly start if we have so far worked with little structure?
Because an unstructured start costs time later on. This question creates orientation before effort arises – and helps to choose the first steps deliberately.
Sorting before deciding. - 4
Where do we need solid foundations – and where is a sound classification sufficient?
Because not every requirement demands the same level of depth. This question prevents treating everything as equally critical and helps set priorities where they really matter.
Creating structure without adding new complexity. - 5
What can we say or show today without committing ourselves communicatively?
Because statements have an impact – even beyond the moment. This question helps maintain credibility without locking yourself in too early.
Putting statements into context before they go public. - 6
Which expectations arise from supply chains, customers or new frameworks – and which do not?
Because requirements are often passed along. Those who differentiate here can respond in a targeted way instead of trying to address everything at once.
Product-related figures when evidence is required. - 7
How do we maintain an overview without turning it into a project of its own?
Because sustainability has to work in everyday business. This question captures the desire for structure – without creating new ongoing tasks.
Keeping an overview without starting a new project.
2026 will require decisions in many areas. Some of them sooner than expected.
For example, where statements are already out in the market. Or where requirements from supply chains and regulations suddenly become concrete. That is precisely why it makes sense to sort things out now. Those who know what is robust – and what is not – can act when it becomes necessary. No more postponing.
Founded in 2008, we were among the first to build CO₂ accounting and compensation seriously in the German-speaking world. Long before it became standard, we implemented CCF and PCF in practice — not just on paper.
We work independently. That matters, because trust isn’t negotiable.
Our work follows established standards, clear methods and certifications you can trace back. We know our PROJECT TOGO first-hand — the forest and the social side. We built it and have been working on it for years, instead of just managing certificates.
We are part of the industry, but not driven by it. We work in a way that lets companies rely on our numbers.Why our work differs from others
We live what we do.
Our own climate project in Togo has been with us since the early natureOffice days.
→ Most providers sell projects. We developed one. A project with social, ecological and economic depth. Togo isn’t a “product” It’s a long-term effort we’ve been building, measuring, financing and improving from the beginning. Very few can say the same.And we’ve been fully remote since 2014 — long before it became common.
→ The CO₂ sector is surprisingly traditional: open-plan offices, travel, presence culture.
We were where others arrived in 2020 out of necessity — ten years earlier. For us, that shows conviction, not reaction.Our combination is unusual: craftsmanship + software + projects.
→ In this sector, you’re usually either a consultancy or a software provider or a project developer. We’re all three — and at a serious level.Our work culture is unusually clear and unvarnished.
→ Many in the sector communicate in big terms: impact, transformation, paradigm shifts.
We communicate:
precisely, calmly, honestly.
In the sustainability world, this clarity is almost rebellious.We don’t treat CO₂ accounting as a theory — but as operational work.
→ Many consultancies sell methods, workshops, templates.
We deliver: real data, traceable calculations, results companies can work with immediately.
That makes a big difference.We were among the first in the German-speaking world to build CO₂ accounting and compensation seriously.
→ Not nostalgia — experience.
Over the years, this has shaped a way of working that carries us: clear methodology, long client relationships, and results that don’t follow trends.We build software from practice.
ecozoom isn’t a developer product. It grew from real calculations, real client situations and the data gaps that appear along the way.
→ Very few providers are this close to everyday reality.
That’s why we offer both standard solutions for different industries and highly individual models — including complex mass-flow calculations for specific clients.We are not “greenwashing-tolerant.”
→ Many providers are careful — very careful — sometimes too careful.
We’re more direct, sometimes less diplomatic: if a claim isn’t clean, we say so. If something doesn’t fit, we name it clearly.
Because companies can only communicate with confidence when their statements are solid.In our industry, it’s common to present the whole team online: portraits, role profiles, little bios. It looks transparent, but is often more staging than information.
People change, teams grow, responsibilities shift — yet photos remain online for years.
We intentionally don’t do that. Not out of secrecy, but out of principle.
Privacy matters to us. And we believe competence isn’t conveyed through portraits, but through conversation, collaboration, and the way we work.
Clients get to know us where it actually creates value: in meetings, in the project, in decisions. Not in a gallery.
Teams are never perfect. Ours isn’t either. And we don’t pretend otherwise.
We work well because we know what we can do — and what we can’t. Because we talk to each other. And because we don’t need to hide mistakes to be professional.
This honesty doesn’t make us vague — it makes us reliable. You feel it in the collaboration, not on a team page.
To us, this is more honest. And closer to reality than any polished team section could ever be.Wir erfinden das Rad nicht neu, wir nutzen die global anerkannten Normen. Unsere Beratungen und unsere Software ecozoom basieren strikt auf dem Greenhouse Gas Protocol (GHG Protocol) sowie den Normen ISO 14064 (für Unternehmen) und ISO 14067 (für Produkte). Das garantiert Ihnen, dass Ihre CO₂-Bilanz international vergleichbar ist und jedem Audit standhält. Wir arbeiten methodisch sauber, damit Ihre Ergebnisse keine Momentaufnahme bleiben, sondern eine strategische Basis bilden.
Weil wir Ihre Zeit und Ihr Geld lieber in Ergebnisse stecken als in Glasfassaden und Kicker-Tische. Wir arbeiten seit 2014 komplett remote – nicht weil wir müssen, sondern weil es Sinn ergibt.
Ein Berater, der für ein zweistündiges Meeting quer durch Deutschland fliegt, um über Klimaschutz zu reden, hat das Problem nicht verstanden. Wir minimieren unseren eigenen Fußabdruck konsequent und nutzen die Zeit lieber für die präzise CO₂-Bilanzierung und die Arbeit in unserem PROJECT TOGO. Kompetenz braucht keine Bühne, sondern Substanz.Weil wir keine Lust auf Folien-Schlachten und Standard-Templates haben. Bei uns arbeiten Sie nicht mit Junior-Beratern, sondern mit den Leuten, die das Handwerk seit 2008 beherrschen.
Wir sind unabhängig, inhabergeführt und selbst Mittelstand. Das bedeutet: Wir verstehen die operativen Zwänge unserer Kunden. Wir liefern keine theoretischen Konzepte, die in der Schublade landen, sondern CO₂-Bilanzen und Software-Lösungen, die in der Praxis funktionieren. Wir sind nah dran, direkt und – wenn es der Sache dient – auch mal unbequem.
Strategic Climate Action & Answers for 2026
Corporate leadership in 2026: navigating the climate transition with substance and strategy
The questions companies are facing at the beginning of 2026 make one thing clear: climate action is no longer a marginal issue, but a central pillar of corporate strategy. natureOffice supports you in finding the right answers to the complex requirements of this time. Whether it is precise CO₂ accounting or meeting new reporting standards such as the VSME standard for SMEs, we provide the substance your sustainability reporting needs.
In 2026, it is no longer sufficient to simply calculate emissions. Companies must move from analysis to real impact. We support you in viewing your Corporate Carbon Footprint (CCF) and Product Carbon Footprint (PCF) not merely as data points, but as the foundation for credible sustainability communication. At a time when transparency determines market success, we protect you from accusations of greenwashing through well-founded strategies.
What continues to set us apart is the close link between consulting and practice: with PROJECT TOGO, we operate our own reforestation project. It is our answer to the question of genuine social and ecological impact. “More than just trees” means more than ever in 2026: strengthening education, water supply and infrastructure in the project regions. With high-quality carbon credits and tailored solutions, we prepare your company for the challenges and opportunities of the 2026 business year.