TALKING HEADS/JO ROBINSON Does Net Zero have a language problem?


Recent research suggests that many organisations are unclear and lack the expertise to realise their Net Zero ambitions, while technical jargon can confuse those tasked with monitoring and measuring progress. Jo Robinson from Equity Energies argues that communication could be part of the problem.


N


et Zero – two small words, one monumental challenge. But beyond the strategies, solutions and technology, I


believe one of the most significant hurdles faced by most organisations is understanding what Net Zero means, before they decide on how to get there. In my role working directly with


organisations to plan and implement their Net Zero strategies, I’ve seen first-hand how language can either unlock collaboration or reinforce silos. In fact, it’s not just about speaking the same language; it’s about going deeper, translating complex terms, numbers and strategies into something meaningful for everyone in the organisation – from the finance director to the operations team. Our recent Carbon Admissions


research highlighted a big disconnect which reinforces this belief. While many organisations are confident in their Net Zero ambitions, a large majority admit to gaps in expertise and knowledge, which directly impacts their ability to progress. It begs the question – if those tasked with sustainability and Net Zero struggle in understanding foundational processes, what’s the hope for the rest of their organisations?


Confusing terminology In part because much of this is relatively new, Net Zero strategies and carbon reduction targets can often come wrapped up in technical jargon, making them inaccessible to those outside of sustainability or operations teams. Take the humble kilowatt-hour (kWh). While a core metric in energy management, it remains an enigma for many, even though as consumers this is how the energy we buy for our homes is measured. Now multiply that confusion by the complexities of Scope 1, 2 and 3 emissions, baselining methodologies, and carbon offset strategies. It’s no wonder so many people and organisations feel stuck. But it’s not just technical terms –


every department looks at Net Zero through a different lens. Finance thinks about return on investment, marketing focuses on brand perception, and operations worry about compliance and performance metrics. The vocabulary each of these teams is used to speaking can often be mystifying to other teams and


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departments. Throw Net Zero into the mix, and without a common language, even the best-laid plans risk being lost in translation. The Carbon Admissions research


revealed that these communication challenges are compounded by widespread gaps in knowledge. For example, over half of respondents admitted they lacked the in-house expertise needed to design and execute a Net Zero pathway. This knowledge gap often leads


to another issue – that of ‘ambition apathy’, where the sheer scale of the task, combined with uncertainty about where to start, results in stagnation. Worse still, it can lead to misaligned priorities. One team might focus on cost savings, while another prioritises reducing emissions. The result is a lack of cohesive progress.


But it’s not all doom and gloom.


Acknowledging these gaps is the first step toward overcoming them. So, how do we break down the barriers and build a shared understanding of Net Zero?


Simplify the message Technical accuracy is essential, but simplicity is key to driving engagement. Everyone in the organisation needs to understand not just the Net Zero goals themselves, but the ‘why’ that sits behind them, and how their own role contributes to that success. This is much more about providing people with a vision they understand and believe in than it is to get into the nitty-gritty of the strategy. Here, leadership and the ability to motivate comes first. Once the bigger picture is clear, I’ve


seen again and again how the creation of an internal Net Zero team or task force, with representation across every department or function, can bridge the gap and begin to create real understanding. If the shared task is to take that vision and translate it into the right ambitions and actions within every part of the organisation, the focus very quickly falls on cooperation and mutual understanding.


Shared experiences Just as when dealing with any complex concept across an organisation, bringing teams together to discuss tangible, real-life case studies can demystify the discussion. For instance, a school reducing energy waste by


The more fluent teams become in the language of Net Zero, the more empowered they are to take meaningful action


limiting lift use to the facilities staff isn’t just an operational win – it’s a relatable story with universal lessons which can be understood by the youngest pupil up to the most senior board governor. Even if you’re not a school, this example can be extremely powerful in explaining the fundamental process of understanding energy consumption, identifying a change that can be made (in this case, a behavioural one), and demonstrating the energy savings (and therefore carbon and cost reductions) that result. Internal workshops, collaborative


task forces and even external expertise can help bridge the knowledge gap. The more fluent teams become in the language of Net Zero, the more empowered they are to take meaningful action. Workshopping the above and other examples with people from various teams in your own organisation is a simple yet engaging way of getting people to think about a basic strategy, and to articulate it in a way that translates to their area of


expertise. What’s the financial impact? The positive story? The operational consideration? And how does collaboration between departments deliver progress like this, to the benefit of all?


Use data wisely Bringing theory to life is the next smart step, and it’s here that data on your organisation's own energy consumption will help. Organisations can tap into consumption monitoring tools which provide accurate and real-time data on energy consumption, down to circuit or even appliance level. While the school lift example is a wonderfully simple training example, finding out what is actually happening in your own organisation is a fascinating and unbelievably powerful motivator for your Net Zero task force. Again, start simple. Most organisations use HVAC systems to maintain a comfortable temperature. We see time and time again how small tweaks to HVAC operations – changing settings so a system comes on later and turns off earlier and shuts down over weekends – can create tangible reductions in energy use. The shared success of reducing cost and carbon impact, even if just a little, will motivate people to take bigger, bolder steps.


Catalyst for change Designing and executing a Net Zero pathway is undeniably complex. But the challenge isn’t insurmountable; it is absolutely possible. With the right approach, organisations can turn the knowledge gap into an opportunity for collaboration, innovation and meaningful progress. The takeaway from our Carbon


Admissions study is clear: start the conversation. Acknowledge what you don’t know, bring the right people together and focus on translating technical goals into shared understanding. Because Net Zero doesn’t just need experts – it needs communicators, storytellers and translators who can inspire action across every corner of the organisation. Let’s make Net Zero everyone’s language. ■


Jo Robinson Director of client services at Equity Energies


EIBI | FEBRUARY 2025


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