Employee behaviour is critical to achieving energy efficiency targets
By Jes Rutter
Posted on 14 June 2017.
Your employees can be your most powerful asset in achieving and sustaining energy and cost savings. They know your business processes and operations better than an outside consultant, and can be best placed to identify and implement energy saving opportunities.
We know that savings achieved through changing behaviours can equal or exceed savings made through capital investment projects – at a fraction of the cost! We know how changing behaviour can have a direct and significant impact on saving energy. For example, we worked with Rolls-Royce to deliver a best practice LED lighting project which required a capital investment of £480k. The project was a real success and achieved energy savings representing 7½% pa of total site consumption. We delivered an extensive behaviour management programme to the same client for £30k and after 15 months they also achieved similar energy savings of 7½% pa.
But changing employee behaviours is not just about saving costs, there are other benefits to increasing staff awareness and engagement too. Your staff acquire new skills, increase their contribution to the business and build their own self-esteem. This can in turn take them into other positions within the organisation – positions with better prospects and/or better pay. Increased awareness will add personal value too as they apply their learning within the home environment
Implementing a company-wide behavioural management programme will also:
• Support the achievement of and on-going maintenance of certification to the energy management standard ISO 50001
• Spread the responsibility and ownership of energy saving throughout the organisation
• Help achieve energy, cost and sustainability targets
• Attract, retain and maintain a happy workforce and make the organisation an ‘Employer of Choice’
• Save money on energy and operating costs and manage risk
• Differentiate the organisation from its competitors
• Generate innovation and learning and enhance your influence
• Improve your business reputation and standing
• Provide access to investment and funding opportunities
• Generate positive publicity and media opportunities due to media interest in ethical business activities
• Send a message to all stakeholders within the organisation that there is a significant commitment to saving energy and that the organisation is corporately socially responsible.
I’ve carefully avoided using the word ‘training’ so far because this conjures up visions of classrooms, PowerPoint presentations, course notes and, in many cases, walking away at the end of the session to resume usual behaviours! Changing energy behaviours and embedding best energy practice into an organisation should be so much more than this.
To read the complete article published on the Business Energy Website, click here.
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