As we enter 2026, what’s next for sustainability and our industry remains at the forefront. The findings from our latest GBTA Sustainability Acceleration Challenge offer both encouragement and a clear call to action for the year ahead. Engagement continues to rise as more companies commit to measuring and managing their travel emissions ─ yet we also see where progress is stalling, and where we must move faster.

Business travel remains a critical enabler of global collaboration and connection. But with growing expectations from employees, regulators, investors, and customers, it must evolve. Sustainability can no longer be viewed as a compliance exercise. It’s becoming a behavioural expectation, shaping travel programs, influencing procurement decisions, and increasingly defining what strong and strategic leadership looks like.

What the 2025 Acceleration Challenge tells us

With 285 companies participating in 2025, the benchmark shows incremental improvements: improved reporting practices, clearer emissions targets, and a rise in sustainable travel policies. More organisations are introducing carbon budgets, and smaller programs are stepping up, often using sustainability leadership to differentiate themselves.

But the data also reveals gaps. Tools that influence booking choices, such as carbon fees or sustainability nudges, have stalled in adoption. Supplier engagement remains inconsistent, and while some companies are integrating sustainability clauses into contracts or using GBTA’s Sustainable Procurement Standards, these practices are far from mainstream. And while Sustainable Aviation Fuel (SAF) is gaining momentum, overall adoption remains low despite its essential role in decarbonisation.

The simple truth is this: progress is happening, but not at the pace the industry needs.

What travel managers should prioritise now

There are several actions organisations can take immediately to drive meaningful impact and embrace their role in shaping a more sustainable business travel ecosystem.

1. Go back to basics

Policies and reporting remain foundational. Sustainable travel policies must be actionable, visible, and integrated into everyday decision-making. Emissions reporting should be accurate, timely, and shared widely to build internal accountability.

2. Actively influence traveller behaviour

Putting sustainability front of mind during booking is one of the most effective levers for change. Carbon displays, recommended options, or default settings that prioritise lower-carbon choices can shift behaviour at scale.

3. Step by step with SAF

SAF can feel complex and budgets are often tight, but even small investments create internal momentum. Our new SAF Corporate Connect hub supports travel managers on this journey, and the SAF Playbook offers a step-by-step guide for integrating SAF into corporate travel strategies.

4. Make sustainability part of the first conversation

Engage suppliers early. Introduce sustainability assessments, include sustainability commitments in contracts, and identify shared goals. Prioritising sustainable procurement strengthens the entire program and drives long-term impact.

5. Planning for longer-term impact

The next phase of sustainable business travel will require greater transformation. Companies must prepare for more robust carbon reporting requirements, ensure travel program structures align with corporate climate goals, and invest in long-term low-carbon solutions. Multimodal travel strategies and SAF procurement pathways are among the tangible steps that can support the acceleration of more sustainable practice.

Above all, 2026 must be a year where ambition becomes action. The Acceleration Challenge offers a clear roadmap, articulated in the Transition Pathway for Sustainable Business Travel, released last June. Now, as an industry, we need to accelerate the journey.