Net zero: urgency, governance and pragmatism

GGI’s July webinar asked whether public-purpose organisations should be scaling back their net zero ambitions or redoubling their efforts

At GGI’s July webinar, Net zero – hold firm or fold?, leading voices in governance and sustainability debated whether public-purpose organisations should stand firm on net zero ambitions or scale back in the face of political, economic and operational pressures.

Chaired by GGI principal consultant Aidan Rave, the session featured insights from Virginia Isaac, adviser to the One Planet Centre, Simon Stallard of NHS Staffordshire and Stoke-on-Trent ICB, and GGI CEO Andrew Corbett-Nolan.

Andrew opened with a compelling reminder that good governance has evolved to embrace broader societal responsibilities. Drawing on the history of corporate accountability, he underscored the principle that modern organisations must not generate profit at the expense of environmental or social degradation.

Andrew highlighted how tools like the One Planet Standard provide a structured, assessable pathway for public purpose bodies to embed sustainability into their governance frameworks.

Virginia contextualised the debate within wider societal disconnection: while 80% of the UK public support climate action, net zero rhetoric often feels remote and politicised. She warned that without cultural buy-in, organisations risk stalling progress or succumbing to cynicism.

Rather than treat sustainability as a cost or compliance task, Virginia urged boards to see any net zero-related cost as a moral imperative and a strategic investment—driving innovation, reputation, efficiency, and regulatory resilience. The One Planet Standard, she noted, allows organisations to define their own path while maintaining rigour through independent assessment.

She pointed to research that shows the number of companies that have achieved a competitive advantage by demonstrating environmental awareness, through cutting costs and boosting brand and reputation, and customer and employee loyalty.

Simon shared a practical example of this journey. His ICB became the first NHS body certified under the One Planet Standard, driven by a desire to learn from others and embed sustainability across system-wide planning. He credited the framework with energising internal and external partnerships and raising executive-level awareness of sustainability’s strategic importance. Future plans include expanding training and using a sustainability impact assessment to embed climate considerations in decision-making.

Contributions from attendees stressed the importance of measurable progress, cross-sector collaboration, and a balanced focus on both mitigation and adaptation.

As Andrew concluded, understanding the environmental, economic, and social impact of organisational activity is not only ethical—it’s essential for responsible stewardship.