In this political climate, corporate sustainability initiatives are not always a popular topic of conversation. But even though they are less visible , with companies greenhushing , sustainability commitments and actions are continuing—and in some cases growing. We asked our Fast Company Impact Council members how their approaches to sustainability have changed in the last year. Six leaders shared positive changes and thoughtful tactics their companies were taking. Some efforts are internal, some are external. But all are intentional. 1. B CORP CERTIFICATION We achieved B Corp certification last year for our Philadelphia location, which was a culmination of 15 months of work to improve every aspect of our business to align with positive environmental and social impact. In that process, we developed clear metrics and measurement methodologies around waste and emissions reduction and codified community engagement initiatives. — Bo Zhao , Baby Gear Group 2. SUSTAINABLE CONFERENCE Engage for Good’s annual conference is our biggest event and we’ve tried to make sustainability a series of practical choices rather than a slogan. We’ve moved away from printed agendas in favor of digital materials through our event app, encouraged speakers to share resources electronically, and worked with venues that prioritize water conservation and other sustainability efforts. Even small decisions, like offering strong vegetarian options, can meaningfully reduce the footprint of a large event. — Muneer Panjwani , Engage for Good 3. EXTERNAL APPROACH Our company was founded 75 years ago on a commitment to be forever 100% PVC-free. So in many ways there’s been no change internally, as we continue to champion more sustainable practices as the foundation of who we are. What has changed is our external approach. We’ve evolved our focus to creating and being part of industry-wide coalitions to raise awareness and promote education on the built environment’s significant impact on our ecosystem, inspiring tangible change and action on a wider scale. — Gordon Boggis , Carnegie 4. EMBED SUSTAINABILITY INTO OPERATIONS We’ve shifted from treating sustainability as a standalone initiative to embedding it into how we actually work. Being 100% remote, our globally-distributed team operates across time zones by design, which means less travel, fewer offices, and a delivery model that’s inherently lighter. The focus now is on removing waste from every process rather than layering sustainability on top of existing ones. — Peter Smart , Fantasy 5. BETTERMENT INTELLIGENCE We have evolved beyond passive sustainability toward what we call “betterment intelligence.” In the past year, we’ve integrated AI -first tools to simulate the long-term social impact of branding decisions before they are executed. As a Certified B Corp with a record score of 110.4, we no longer view sustainability as a departmental initiative, but as the primary standard of brand survival. Whether it’s branding the first smart farm in Mongolia or metropolitan identities in Busan, South Korea, our approach now demands that commercial success and social betterment are mathematically inseparable. — Sooyoung Cho , the bread and butter brand consulting LLC 6. COMMUNICATION AND TIMELY TOOLS In light of AI’s impacts on sustainability, we’ve reinforced actions to take a firmer stance and communicate this to employees and clients. We invested in local hardware to run as much of our generative platforms as possible. With full control, we closely monitor usage and right-size it for our 1,250-person firm. We’re also investing more in our sustainability and resiliency center as a growth engine, paired with responsible design including eco-friendly water re-use systems for data centers. It’s about being responsible, balanced, and providing timely tools while driving stewardship. — Mike Sewell , Gresham Smith