Andrea Wood
CEO
ACCP
As companies look ahead to 2026, one thing is clear: While we all know corporate social impact is no longer optional, it is undoubtedly under pressure. Budgets are tightening, expectations are rising, and scrutiny is coming from every direction.
According to ACCP’s recent 2026 Predictions Survey, 62% of responding practitioners expect CSR budgets to remain flat next year, while responsibilities continue to expand. That reality demands sharper focus, stronger alignment, and greater confidence in the value of this work.
Think of CSR as a navigation system in uncertain terrain. You don’t abandon it when the road gets rough. You rely on it more.
Here are six recommendations for how companies can approach CSR in 2026, grounded in data, practitioner insight, and what we’re seeing across our member community.
1. Align your CSR strategy with business priorities.
Business alignment is no longer a “nice to have.” It is the foundation of this work.
More than one-third (37%) of practitioners in our Predictions Survey cited increased pressure to demonstrate business relevance, ROI, or strategic alignment. And this is even more important when CSR budgets are flat. Programs that clearly support business goals such as workforce development, risk mitigation, and long-term growth are more likely to endure.
CSR should not sit beside the business. It should move with it like gears in the same machine.
2. Find the sweet spot between community needs and business value.
The strongest CSR strategies live at the intersection of impact and value.
Over 40% of survey respondents noted a shift toward philanthropy that prioritizes meaningful impact rather than transactional giving. Companies are moving beyond simply describing vague impact goals. Instead, they are actively restructuring their philanthropic strategies to center on short, medium and long-term measurable outcomes.
When community priorities and business objectives reinforce one another, programs become easier to defend and scale.
3. Understand the needs of your community and show up meaningfully.
Generic solutions are losing relevance.
Roughly 30% of responding practitioners told us that localized, community-informed approaches are increasingly important in their company’s corporate giving, especially in an environment characterized by economic uncertainty and social division.
Showing up matters but listening matters even more.
CSR works best when companies are present, responsive, and consistent—not when they parachute in with one-size-fits-all programs.
4. Actions matter more than words.
Authenticity is under a microscope.
Our survey data reflect growing concern about reputational risk stemming from misalignment between stated values and actual behavior. Almost one-third of respondents indicated concerns about authenticity, credibility, and “walking the talk”. Stakeholders notice when companies say the right things but act in ways that are inconsistent with their values.
CSR is credibility in action. Values only count when they are practiced.
In 2026, companies will be judged less by what they promise and more by what they accomplish and sustain.
5. Listen to your employees – and design CSR with them, not for them.
Employees remain one of the strongest drivers of CSR relevance.
According to a recent Deloitte study, 87% of workers say workplace volunteer opportunities are essential when deciding whether to stay with their employer.
ACCP’s 2025 CSR Insights survey echoed this trend, with almost 40% of practitioners identifying employee engagement as a top priority for corporate citizenship teams.
Employees should play an active role in CSR as partners rather than passive participants.
6. Ignore the headwinds – and stay the course.
Uncertainty tempts organizations to pull back.
However, our survey results send a clear message: Even in times of economic uncertainty, almost 80% of companies anticipate that their CSR budgets will either stay the same or grow. Respondents also express worries about potential reputational harm and loss of trust if CSR commitments are inconsistent or scaled back.
CSR is a long game, and consistency is key.
Companies that stay the course through challenging cycles are the ones best positioned for credibility, loyalty, and long-term value.
The bottom line.
While 2026 may pose challenges, it also offers opportunities for greater impact and stakeholder support if CSR practitioners stay focused on these priorities:
- Align with business goals.
- Prioritize community needs.
- Demonstrate genuine action.
- Enable employees to make an impact.
- Avoid backing away from responsibilities.
Corporate citizenship is fundamentally about stepping up when it counts. That expectation will persist, and so will the opportunity to set the standard, inspire others, and drive lasting change.