As European and Irish policies move firmly towards creating a low-carbon energy future, focused on tackling climate change, supporting research and innovation and encouraging citizen-empowerment, the strategic communications imperative for energy companies is clear. There is an opportunity for organisations operating in the sector to demonstrate leadership and present their positions in a transparent and credible way.

In Ireland, the current debate on the future of rural areas will require a focus on energy, among other sectors. The need to create economic opportunity in urban and non-urban areas necessitates investment in energy infrastructure – upgrading the national grid, investing in alternative energy sources and developing community energy projects. The White Paper on Energy, published late last year, sets out numerous steps in this regard.

However, despite the policy advances, the reality is that communicating about energy remains challenging – it is a complex, technical subject that, while impacting on our daily lives, feels far from the consumer. In spite of the opportunities it presents, the ‘low-carbon future’ is something that is largely tangential for the majority. The scientific reality of climate change is clear, but whether it (and the actions needed to tackle it), have filtered down to the general population is questionable.

The Edelman Trust Barometer demonstrates that energy is amongst the least trusted of sectors globally (ahead of pharmaceuticals and financial services), with 50% trust levels reported in Ireland. This trust deficit means that energy companies’ communications strategies must work even harder to earn attention and build reputation. The focus must be on engaging the end-user by ensuring that communications are relevant and understandable and that messages resonate.

As audiences are more sceptical of the traditional elites – business and the system of government – and demand more engagement, energy organisations have an opportunity to talk to them about the things that matter most to them, and demonstrate how they are addressing their issues. By taking action on issues beyond the company’s core business, but which matter to the consumer, companies grow their connection to the consumer and build trust. In addition, there is an opportunity for business – more trusted than the system of government – to seek to address societal and economic challenges, where government cannot – by leading on issues, solving problems as innovators and prosperity-creators, positive reputational impact will result, supporting licence to operate.

Looking at the current environment – undoubtedly we live in an age of activism. Global actions have risen more than 430% since 2000, with energy the most targeted sector. 87% of people want the companies they interact with to share their core values and thus, communications strategies must be focused on leadership and engagement.  Historically, energy companies communicated with regulators and investors – this now needs to be expanded to all stakeholders, including the general public. Engagement, to be meaningful, should be two-way and ongoing, with a broad stakeholder group.

At Edelman, our research demonstrates that audiences are pragmatic and clearly understand that companies can do well, and ‘do good’. 82% of Irish respondents to the Edelman Trust Barometer 2015 agrees that ‘a company can take specific actions that both increase profits and improve the economic and social conditions in the community in which it operates’. The way is now clear for a new conversation.

This needs a new energy language.  ‘Low-carbon’ must be broken down to be something that makes sense to people, to their lives and to their communities.

Energy is changing. New technologies are emerging and the model for utilities companies – with the opportunities provided by data and IOT – is developing apace. Consumers will be central to this energy advance and to the energy conversation. Therefore organisations in the energy sector will best protect reputation and licence to operate, by developing communications strategies that are creative, digital and based on leadership, transparency and trust.