For the energy sector, the challenge is turning


that uncertainty into practical change by helping businesses take control of their energy use, costs and sustainability commitments


However, I feel that LGR will be a great opportunity for the planning sector in Lancashire as has already been demonstrated when dealing with the current unitary authorities, namely Blackburn with Darwen and Blackpool.


Alban Cassidy, director town planning of Preston headquartered Cassidy + Ashton


All businesses will have to continue to face the challenges of a volatile economy, rising prices and an unknown international future. Bringing it closer to home, a key challenge will be Local Government Reorganisation (LGR).


There is not enough awareness of the issue, despite the fact it will impact a wide range of businesses and industries across the county, especially in the construction sector.


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LGR is a particularly pressing issue for those working in Lancashire’s town planning sector as there is a lack of clarity as to which local authority we will be dealing with for particular sites in the future.


There are several sectors which have seen strong growth over recent years, and which we expect to continue to expand in 2026, including two examples at opposite ends of the development spectrum.


The first is the rapid growth and development of data centres to meet government priorities and Cassidy + Ashton is currently progressing several of these sites across the county and elsewhere.


At the other end of the scale is the continued growth of padel courts. This growth is leading to strong demand for new courts in Lancashire.


Heading into the new year, I believe a combination of factors, including uncertainty about LGR, increased costs and external economic volatility, are impacting businesses’ ability to plan for the future and invest with confidence.


Pauline Wild, managing partner of Lancashire headquartered law firm Forbes


The biggest challenge for our sector will be balancing growth with capacity and capability. Demand for high-quality legal advice remains strong, but clients are increasingly sophisticated and value-driven.


Law firms must continue to invest in talent, technology and service delivery while managing cost pressures and maintaining profitability. For Forbes, it’s about scaling in a way that preserves our culture, our standards and our commitment to exceptional client care.


There are significant opportunities for growth across the mid-market. We’re also seeing increased demand for advisers who can take a genuinely commercial, joined-up, advisory approach rather than operating in silos.


For firms like Forbes, with strong regional roots and sector expertise, there is real opportunity to deepen relationships, support long-term clients through growth and change, and continue to attract high-quality talent.


Lancashire’s economy is resilient and adaptable. While businesses remain cautious, there is a sense of confidence and pragmatism.


We’re seeing continued investment across manufacturing, professional services, healthcare and education, alongside strong entrepreneurial activity. With the right support and collaboration between business, education and local authorities, Lancashire is well positioned to build on its strengths in the next year.


At a regional level, I’d like to see continued investment in skills, infrastructure and innovation to support sustainable growth.


For Forbes, our focus is on developing our people, strengthening our client relationships and continuing to grow in a way that reflects our values.


Above all, my wish is for a stable economic environment that allows businesses across Lancashire to plan with confidence and invest for the long term.


Steve Sorah, sales and marketing director of Blackpool based energy and net zero consultant Trident


If you look at the headlines, 2026 is shaping up to be another year of cost pressure and uncertainty. Energy price volatility hasn’t gone away, non-commodity charges are rising, and many businesses are planning for tighter margins.


For the energy sector, the challenge is turning that uncertainty into practical change by helping businesses take control of their energy use, costs and sustainability commitments.


We’re seeing the biggest growth opportunities from businesses that are recognising energy and carbon as strategic issues, not purely overheads. High-energy users, complex organisations and companies within large supply chains are taking a closer look at how they use energy, where waste sits, and how they can make smarter decisions.


This year, growth will come from those who take a more joined-up approach to cost, consumption and emissions, putting them in a much stronger position to manage volatility and protect their bottom line.


Lancashire’s strong industrial base, energy expertise and focus on innovation create a solid recipe for growth. Projects like Silicon Sands, low-carbon energy innovation at the Wyre estuary and the Eden Project at Morecambe show a county open to investment and new ideas.


For businesses on the ground, it’s a chance to think differently about efficiency, energy use and long-term resilience.


Top of my wish-list would be clarity. Businesses want to do the right thing but need consistency and confidence in policy, regulation and long- term direction before they invest.


Closer collaboration between local businesses, educators and partners would also make a big difference, helping to build the skills and capability needed for the future.


22


THE YEAR AHEAD


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