Navigating volatility: six ways energy brands can thrive amid uncertainty

The energy industry has always been shaped by cycles of disruption, but today’s volatility is perhaps more pronounced than ever.

From an investor’s standpoint, there were few bumps in the road. According to the IEA’s latest Global EV Outlook report, the stocks of companies related to EVs have consistently outperformed general stock markets and major traditional carmakers since 2019.

Oil and gas demand is rising again, net zero ambitions are in flux, and political shifts in the US and Europe are making the path to a low-carbon future more complex. COP30 funding is under pressure, the US has frozen support for green projects, and international conflicts are fragmenting global trade.

While long-term climate goals remain, the route to achieving them is far from straightforward. For brands navigating this landscape, the challenge is threefold: securing investor confidence, retaining customer trust, and aligning with changing market and policy dynamics.

In our latest Energy Voices conversation, we spoke to marketing leaders and communications experts across the sector. Here are their six actionable strategies for navigating turbulent waters:

1. Use your brand as an engine for growth

Volatility tempts cautious retrenchment, but successful brands double down on their identity and purpose. Investing consistently in brand strength creates differentiation and resilience.

“Investing in brand is what separates the companies that survive from those that don’t,” says George Edgar, Head of Marketing at EO Charging. David Slattery, Head of Marketing at energy transition company Pinergy, has seen firsthand how brand transformation can drive growth. Founded in 2013 as a residential pay-as-you-go electricity supplier in Ireland, Pinergy has since pivoted toward commercial customers and a broader energy transition offering.

That shift required an overhaul of its brand positioning with a renewed sense of purpose: "powering energy transition".

“If you don’t have a brand, you’re just selling a commoditized product. Your brand can be your point of difference,” Slattery says. Businesses that focus only on short-term sales ignore long-term brand equity at their peril. “The brands that only invest in lead generation might look successful in the short term, but long term, they fall into a trap,” adds Ian Fisher, Brand, Marketing and Communications Specialist.

2. Stand your ground in a politicized market

Political volatility can unsettle strategy, but a stable brand remains purpose driven and unshaken by shifting policies. Clarity of purpose and staying fact-led offers long-term stability.

Katharine Barney, Head of Corporate Communications at the North Sea Transition Authority (NSTA), chooses to steer clear of political rhetoric. Instead, the NSTA’s strategy is to remain fact based and evidence-led. “We want to be a trusted regulator,” Barney says. “We want to be seen as factual and consistent but at the same time, we need to act in accordance with Government who set the overarching policy”.

While aware of potential political and regulatory disruption, Marc Cousins, Head of Marketing at green tech startup Carbonify, is likewise confident that the business’s values-led growth strategy will allow it to scale without losing trust. Rather than diluting its values to appeal broadly, the brand plans to double down on existing believers.

“If politics swings further right, we won’t try to convince everyone—we’ll go deeper with the believers,” says Cousins.

3. Prioritize agility or risk obsolescence

In a turbulent market, speed and flexibility distinguish survivors. While a business’s brand positioning and vision should remain consistent, agile communication strategies—adaptive yet rooted in clear purpose—are essential.

“Agility is not just a competitive advantage—nowadays it is a survival skill,” says Filipa Lopes Ribeiro, Head of Brand Strategy at Portuguese energy company Galp, noting the need to rapidly pivot messaging without diluting credibility in order to stay relevant.

4. Trust and credibility demand proof, not promises

Energy brands face scrutiny from multiple directions—investors, governments, and concerned citizens—all with competing priorities. Trust comes from consistent actions and measurable results—not grand promises.

The NSTA’s Barney advises brands against making “blue sky” claims and unbelievable promises, instead suggesting they focus on tangible messages that resonate with a public tired of over-promising. “Show them jobs, skills, real impact,” she says.

Echoing Barney, Ribeiro says Galp “does not ask for trust”. Instead: “we prove, earn, and sustain it through action.” Tim Morris, Head of Corporate Communications at Associated British Ports (ABP), agrees. “Be consistent. Be authentic. Be evidence-based. It might sound boring—but it works,” he says. “We face a rising tide of skeptical voices, but the best response is proof: show, don’t tell.”

5. Bring your people with you

Your employees are your brand’s strongest advocates. Internal alignment is therefore critical, as energy brands navigate a complex and politically charged environment.

In a prior role, the company's rebrand was started internally, Fisher says, noting that engineers comprised 88% of staff. “If we wanted a brand that truly resonated, we had to start from the bottom up.”

At Future Biogas, the brand’s values are so deeply integrated into the business’s daily operations that they directly shape employee reviews. Communications Manager Nick Whitfield explains: “What impressed me [about Fisher's previous company] was that every employee review listed brand values, and line managers evaluated how well those values were lived.”

6. Elevate tangible, measurable value

When markets tighten, brand messaging must shift from emotional appeals to a clear, business-driven narrative that highlights tangible outcomes. Companies need to demonstrate real, quantifiable value to their customers, investors, and internal stakeholders.

EO Charging, for example, has shifted its brand narrative away from its technical specs to instead focus on tangible business transformation, Edgar explains. “We’re not selling software. We’re selling outcomes. That’s the biggest shift in our messaging.”

Carbonify is similarly leading with commercial clarity over moral arguments. “The emotional angle doesn’t land right now,” Cousins stresses. “We’re leading with: ‘this makes sense on your balance sheet’.”

Where brands go from here

In an uncertain energy landscape, volatility is unavoidable but brands equipped with clarity, agility, and credibility will emerge stronger. Success hinges not on riding short-term trends but building lasting brand equity, credibility, and measurable value.

Now is the time for energy brands to lead with clarity, confidence, and proof with a clear business vision that is articulated through brand. Wait too long, and the moment will pass you by.

We’re hosting a masterclass to discuss the key takeaways from our interview series on June 4th. To join us, head here to register.