Barriers to Net Zero
Words by Ryan Cheng
In this series inspired by the Design Council’s recent “Beyond Net Zero” research report, we discuss what barriers to change exist within the space with some recommendations from the report that pave a way forward
“Like the word design, the word sustainability means different things for different people. To make a difference you need to define what sustainability means to you” – Alan Potts
In our last article of the Designing For Net Zero series, we discussed what designing for net zero means and outlined some important definitions that are set to become prevalent in the pursuit of change. However, the pursuit of net zero within the creative industry is not as straightforward as it may seem.
That is because the issue of climate change is far larger than we can comprehend. In a recent address, United Nations Secretary-General António Guterres outlined how much work there is still to be done.
“We are still struggling to hold the global temperature increase to the 1.5-degree target of the Paris Agreement.
“At 1.2 degrees, we are on the verge of the abyss.”
Similarly, Grace Melville from Carbon Intelligence believes that while “legislation and government action can be slow, businesses can act today and position themselves as leaders in the fight against climate change.”
The UK Design Council echoes this urgency. Though intent for change is promising, they argue that real action is not taking place at the scale required “to see broader change and address current complex social and environmental challenges.”
Through their research, the Design Council has identified a number of barriers to change within the creative industry. Today, we are highlighting a couple of barriers from the list, providing a brief review of them.
For the comprehensive list of barriers and recommendations, read the Design Council’s report in full.
Language and narrative
A major barrier to the shift to net zero is the varying definitions that surround the movement. Though the simplicity of the phrase can help communicate the complexity of climate change, Grace Melville believes that it can also create confusion.
“Net zero can mean different things to different people, and it can be difficult to cut through the jargon to determine what a credible definition of net zero is for your business and, more importantly, how to get there.”
According to the Design Council, different definitions and interpretations of what net zero looks like can lead to “confusion or alienation, and prevent effective systemic approaches and interdisciplinary work.” This has been evident across a variety of industries including government.
“We have seen examples of this in the lack of coordination in government policy, in changes in direction, increasingly siloed teams, barriers to mobilising people and organisations left unsure how to act.”
The Design Council recommendation for overcoming this barrier: to clearly define terms at the beginning of any design process that can lead to more meaningful goal setting.
The bottom line
Financial resourcing is often cited as a major roadblock to an organizations’ shift to net zero. The traditional focus on the financial bottom line is in direct competition with social responsibility.
As the Design Council outlines, “It is generally accepted that working in more ethical and sustainable ways comes at a greater financial cost.”
Recently however, the B Corp movement has introduced new thinking in the form of the triple bottom line; where both people and the planet can profit. Local Peoples is an accredited B Corp and in an interview, founder Pino Demaio believes that this signals the beginning of a broader shift.
“I’m a big believer in market-led change. The B Corp movement is a symbol of this change.
“This framework is used to measure triple-bottom-line performance across social, environmental and economic impacts…It encourages you to think about business performance on a variety of fronts, and how to measure, track and improve.”
The Design Council recommendation for overcoming this barrier: to begin benchmarking and measuring the social and environmental impact of your work.
Arbitrary divisions
The triple bottom line also spotlights the far reaching nature of climate change as highlighted by the Design Council.
“When looking to create value or act ethically, there is a tendency to differentiate between environmental and social approaches. The two are intrinsically linked and the false dichotomy hinders our capacity to think systemically.”
Historically, issues like global warming, poverty and informal settlements have been viewed in isolation. But now, Kemal Dervis – Administrator of the United Nations Development Programme and Chair of the UN Development Group – argues that the interrelationship between these issues are impossible to ignore.
“While climate change is a global phenomenon, its impact on countries and communities will be very different, with developing countries likely to be the most adversely affected.”
“I’m a big believer in market-led change. The B Corp movement is a symbol of this change.”
"Introducing new perspectives into each field also helps to identify and question assumptions that those within the field take for granted."
Breaking down these siloes opens up the conversation beyond the scientific community, encouraging everyone from all walks of life to contribute to the net zero solution.
“Introducing new perspectives into each field also helps to identify and question assumptions that those within the field take for granted. Innovation in one field can potentially aid processes and solve problems in other areas but without crossing silos, this potential is lost.”
The Design Council recommendation for overcoming this barrier: to prioritise creating inclusive spaces which build shared language and relationships.
A way forward
Adam Morgan – author of “A Beautiful Constraint” – believes reframing barriers as constraints can become a source of creative strength.
“Constraints should be regarded as a stimulus for positive change – we can choose to use it as an impetus to explore something new and arrive at a breakthrough.”
What that breakthrough might look like for a net zero future is yet to be seen. But taking steps towards that future is non-negotiable.
As Grace Melville comments, “business leaders should now accept that there’s no credible alternative to having a decarbonisation strategy. All organisations…need to be capable of making the transition to a zero-carbon economy in the next two decades.”