In a year where credibility has quietly overtaken visibility as the most valuable corporate asset, the role of communications is being fundamentally redefined. From navigating AI-generated content and shrinking crisis cycles to balancing increasingly diverse stakeholder expectations, corporate communications teams are now expected to act as trust custodians rather than message amplifiers.In this wide-ranging conversation, Aarti Laxmanan, Chief Communication & Advocacy Officer at Vedanta Power, draws on her experience across journalism and corporate leadership to unpack how trust is built through consistent action, why transparency today demands uncomfortable honesty, and how communications is evolving into a long-term reputation discipline. She also shares insights on the growing importance of human judgment in storytelling, the maturing of ESG narratives, the future of media relations, and the skills that will define the most future-ready communications teams in 2026. As trust becomes the ultimate currency in 2026, how are corporate communications teams rethinking credibility, transparency, and long-term reputation building?From my experience on both sides of the table, as a journalist and later in corporate roles, credibility is built less by what you say and more by what you consistently do.Patagonia is a strong example of a company that has built its brand on trust through sustained action. Its credibility comes from long-term consistency, being transparent about any gaps in their business, and taking positions that sometime may hurt short-term profits. The communication works especially because the behaviour has been steady for years.This is why transparency today means acknowledging constraints, trade-offs, and even failures, not just celebrating success. In manufacturing environments especially, credibility is built by staying accessible, factual, and grounded over time. Communications is shifting away from episodic storytelling to long-term reputation building, where trust is earned through consistency and proof, not over-polished narratives. With AI-generated content becoming mainstream, how do you see the role of human judgment and authenticity evolving in corporate storytelling next year?AI is a powerful efficiency tool, but judgment, empathy and context are still deeply human. AI can generate a coherent story from data or inputs very quickly. But it can’t sit with a rural woman who is hesitant to speak, build comfort over time, read her silences, or create a safe space for her to share what truly matters to her. That human engagement is often what transforms information into a meaningful story.Remember, authenticity is not about speed or scale, but about intent. Why is a story told and how responsibly it’s been handled? Human oversight will remain critical to ensure the right tone, cultural sensitivity and trust, especially in people, and community-led narratives where credibility is fragile and easily lost. In 2026, how critical will data-led communications and real-time sentiment tracking be in shaping proactive rather than reactive comms strategies?Data often acts as an early warning system for communications, with real-time sentiment tracking helping teams spot issues before they escalate. However, data without understanding can easily be misinterpreted. Numbers may show a spike or a dip, but do they always explain why it’s happening? Thus, the real value lies in its interpretation, combining dashboards with human listening. What employees, business partners and communities are saying on the ground often adds context that data alone can’t capture. Proactive communication will come from marrying data with real conversations and not relying on one without the other.Stakeholder expectations are expanding beyond customers to employees, investors, regulators, and communities—how is corp comms preparing to balance these voices effectively?‘One-size fits all’ messaging no longer works. Corporate Communication is increasingly acting as an internal integrator, ensuring consistency of intent while tailoring language and depth for each stakeholder.Take a case of company preparing for an IPO where this distinction becomes critical. Investors need clarity on governance, financial resilience and long-term strategy. Customers care about continuity, reliability and service quality. Employees look for stability and what the transition means for their roles, while communities and regulators expect reassurance on safety, compliance and social impact. The core truth remains the same, but the lens cannot be.Thus, our role as corporate communications professionals is shifting from amplification to mediation, aligning organisational reality with diverse stakeholder expectations, without diluting credibility. Crisis communication cycles are getting shorter in the age of social media—what preparedness shifts do you foresee becoming non-negotiable in 2026?Silence or defensiveness damages trust, and while many companies once relied on that approach, it is no longer viable. In the age of social media, if you don’t speak, someone else will speak for you, often without context or facts, so it’s far better to put the truth out yourself, quickly and responsibly. That said, speed without transparency and accuracy is risky.  Crisis preparedness will need to become muscle memory. Organisations must have clear escalation paths, real-time decision-making protocols, and trained spokespeople in place well before a crisis hits. Preparedness will increasingly mean scenario planning, pre-approved response frameworks, and empowered local teams, not just central command centres. As leadership visibility becomes increasingly important, how are communications teams enabling CEOs and CXOs to be more accessible, credible, and purpose-driven?From my experience, the most credible leaders are those who show up consistently, listen actively, and speak plainly. Communications teams play a coaching role, helping leaders articulate conviction in their own voice and creating safe platforms for that authenticity. At the same time, credibility is lost when messages are over-engineered. The goal is not to script leaders, but to help them connect with purpose and people, clearly and sincerely.How do you see ESG and purpose-driven narratives maturing in 2026—from intent-led messaging to measurable impact storytelling?ESG storytelling has now become more about evidence and accountability than intent. In India, companies are increasingly expected to back sustainability claims with measurable outcomes, whether in climate action, water stewardship, or circularity in manufacturing operations.With greater regulatory scrutiny and public awareness, greenwashing is no longer just a reputational risk; it’s a trust breaker. Credibility comes from showing how ESG policies translate into on-ground results, not glossy narratives. Communications teams must work closely with operations and sustainability teams to deliver data-backed, outcome-led stories, while resisting the temptation to oversell. With earned media competing against owned and creator-led platforms, what will ‘media relations’ look like in the coming year?A good story, in my view, comes from strong storytelling, journalist interest, exclusivity, and relationship-building. Journalists value access, clarity, and credibility, so media relations should always be relationship and content driven rather than transactional.Communications teams will need to think like publishers, balancing earned media with owned and creator-led platforms, while recognising that journalism has a distinct role in holding organisations accountable. The goal is not to replace media, but to work alongside it thoughtfully, ensuring stories reach audiences authentically and responsibly.Internal communications is emerging as a reputation driver—how will corp comms leverage employee advocacy more strategically in 2026?Employees are the most credible ambassadors in any organisation. Internal communications is not just about pushing messages, it is about empowering employees to lead and tell stories from their own lens. This means creating platforms that enable participation, authentic storytelling, and access to leaders, so employees can proudly and consistently represent the organisation’s purpose.From my experience, if you ask employees to share once, they will; but the second time, they won’t engage unless they genuinely feel ownership. Advocacy works best when employees feel informed, respected, and heard, not simply instructed.Looking ahead, what skills and capabilities will define the most future-ready corporate communications teams in 2026?The future-ready corporate communicator will be equal parts strategist, listener, and facilitator. Core capabilities will include data literacy, the ability to use AI effectively, crisis judgment, stakeholder empathy, and ethical decision-making. AI and analytics should complement human insight, helping teams identify trends, measure impact, and craft evidence-backed narratives. While empathy ensures that communications resonate with people, ethics guide what is shared responsibly.Another important aspect will be the confidence to say no to unrealistic narratives or short-term wins that erode long-term trust. It also requires the courage to present reality to leadership, even when it’s inconvenient, without being influenced by pressures. Credibility remains the most valuable skill of all.