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How Do You Eat an Elephant? Overcoming the Barriers to Reaching Net Zero

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Ryan O’Neill, chief strategy officer at Equity Energies – the Net Zero pathway consultancy of FTSE 100-listed DCC – explains how the facilities management community can tackle even seemingly insurmountable sustainability challenges by first breaking down the ‘beast’ into more manageable parts.

One of the greatest joys of a career in facilities management is the variety of the job. Professionals in this field are responsible for a wide range of activities that, while often unseen, have a significant impact on their organisation. This variety, however, comes with its own set of significant challenges. The varied responsibilities can lead to added pressure, with the feeling that one needs to become an expert in many areas; a full-time job to not only deliver the day job, but also to keep pace with advances that could bring improvements and added impact.

One pressing example of this is the drive towards Net Zero. While the ultimate goal of Net Zero 2050 may be 25 years away, it’s commonly understood that incremental change is what will get us there.

In recent years, we’ve seen first-hand the impact of volatile energy prices, shifting energy from a mere commodity purchase to a core consideration. The benefits of embarking on a clear pathway to Net Zero are increasingly well documented — commercial, environmental, and societal.

However, the challenge lies in the how. Facilities professionals are expected to juggle wide-ranging responsibilities while upskilling in energy management and strategy setting to design and execute the right pathway to Net Zero.

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It can feel complex and unyielding, a little like trying to eat an elephant.

Whether an organisation has started on the journey to Net Zero or is yet to take the first step, defining what the big picture looks like—through a process called baselining—should happen first.

Breaking It Down

Don’t worry, I’m not suggesting anyone actually wants to eat an elephant, and this won’t be a step-by-step guide to doing so. I use the analogy because it sums up the point—a seemingly insurmountable challenge, which doesn’t come with a manual, and which few people have experience with. So, where do you start?

In both cases, you need to break the task down first. Whether an organisation has started on the journey to Net Zero or is yet to take the first step, defining what the big picture looks like—through a process called baselining—should happen first.

Think of the elephant. We all have a general idea of what an elephant looks like, but most of us wouldn’t be able to draw a detailed and anatomically correct blueprint for one. Whatever we decide to do next, we need to know what we’re dealing with.

Baselining within an organisation involves gathering the right information and setting up the right monitoring approach to energy usage so that an accurate picture of carbon impact and energy cost can be confirmed. From this, goals and targets are much easier to set, and it becomes clearer how to get there and at what pace.

Understanding the specific context of your organisation will help tailor the approach to Net Zero.

Create Your Own Unique Approach

Now, let’s leave the elephants to live happily in the wild. From an organisational perspective, the most important consideration is the unique needs and requirements a Net Zero pathway needs to respond to. Every organisation is different, so everything from the quick wins (like procuring green energy at a more cost-effective rate or implementing energy reduction approaches across an estate) to longer-term initiatives (like on-site generation) will need to show commercial value and maintain business continuity.

Understanding the specific context of your organisation will help tailor the approach to Net Zero. For instance, a manufacturing facility will have different energy needs and opportunities for improvement compared to a corporate office. The unique energy profile, operational demands, and strategic goals of your organisation should guide the pathway to Net Zero.

… [The] journey to Net Zero is not just about technology; it’s about a mindset shift.

It Takes a Village

Additionally, engaging stakeholders across the organisation is crucial. From top management to on-the-ground staff, everyone needs to be aligned with the vision and understand their role in achieving Net Zero. This not only fosters a culture of sustainability but also leverages the collective knowledge and expertise within the organisation to identify innovative solutions and drive continuous improvement.

Implementing energy-efficient technologies, optimising processes, and adopting renewable energy sources are just some of the steps that can be taken. However, the journey to Net Zero is not just about technology; it’s about a mindset shift. It involves embedding sustainability into the core of the organisational strategy and decision-making processes.

Clean Plate Club?

Regularly reviewing progress and adapting strategies as needed is essential. The pathway to Net Zero is dynamic, with technological advancements, regulatory changes, and market conditions constantly evolving. Staying informed and agile allows facilities managers to capitalise on new opportunities and mitigate emerging risks.

And don’t forget, it won’t happen overnight. The entire village couldn’t eat an elephant in one sitting, and reaching Net Zero is no different. But by breaking it down into manageable steps, creating a tailored approach, and fostering a culture of sustainability, facilities managers can lead their organisations towards a sustainable future.

No elephants were harmed in the writing of this piece, but the analogy serves to remind us that even the biggest challenges can be overcome with the right strategy and mindset.

Ryan O’Neill

Ryan O’Neill is Chief Strategy Officer for Equity Energies (eEnergy), a Net Zero pathway consultancy and subsidiary of FTSE 100-listed DCC plc,

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  • 240605 Equity Energies Ryan O'neill Headshot

    Ryan O’Neill is Chief Strategy Officer for Equity Energies (eEnergy), a Net Zero pathway consultancy and subsidiary of FTSE 100-listed DCC plc,

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