While implementing technology changes such as using energy analytics software (EAS), building automation systems, energy-efficient equipment or any combination of these certainly helps to save energy, a company’s employees and customers play a large role in how energy is consumed. So, by making energy savings part of your corporate culture, you can maximize the results, because people, processes and technology will be unified toward achieving this goal.
For example, a hotel can use EAS to see that their laundry machines are consuming an inordinate amount of energy compared to the industry average and might decide to invest in equipment upgrades. However, if hotel guests take steps such as using less towels throughout their stays, the property can further save money on energy since these machines would be used less frequently.
Now think about what type of hotel would be most likely to inspire hotel guests to use less towels — one that solely advertises opulence, or one that promotes sustainability by using locally-sourced ingredients in the on-site restaurant, bedding made from organic cotton, etc.?
Companies that act holistically in a manner that lends itself to saving energy can more reasonably expect others to take part.
Setting the Tone at the Top
Corporate culture often stems from the top of an organization, as executives’ actions show employees what’s acceptable within the company. If the CEO wears shorts everyday, for example, employees would most likely not feel like they need to wear suits. Thus, executives should clearly communicate that energy conservation and sustainability are priorities and act in a manner that reflects that.
Beyond the formality of steps such as updating the corporate mission statement, executives should lead by example. Whether it’s a large step such as reducing travel and using video conferencing instead, or a smaller one such as buying mugs for employees to replace coffee cups, executives that at least show some level of commitment to sustainability can then more reasonably expect employees to follow-through on energy saving actions such as turning off their computers when they leave for the day.
Involve Stakeholders
Just as some hotels ask guests to be more eco-friendly, companies can involve all types of stakeholders such as employees, vendors and investors in making energy savings part of their corporate culture.
For example, plenty of investors and non-profits are pushing for companies to adopt more disclosure around environmental measures, such as greenhouse gas (GHG) emissions. Rather than opposing these groups, companies that work together with them could end up finding additional ways to save money with efficient energy management, such as if the investors and non-profits share what worked at similar companies.
By involving stakeholders such as these, other groups such as employees would then see that the company is taking this initiative seriously, and they too would be more likely to take part in the tone that is being set throughout the organization. Companies can even appoint certain employees as sustainability advocates to encourage other employees to take part in meaningful energy savings, similar to how an organization might have a social committee to organize events in order to create more of a fun corporate culture.
Cross-Culture Opportunities
Incorporating energy savings into your corporate culture also brings out the possibility of improving other parts of your company’s culture, because it requires more focus on the actual day-to-day happenings within the company rather than only looking at strategy on paper.
For example, if a company wants to save money by using less air conditioning and involves employees in that thought process, employees may advocate for a relaxed dress code during the summer so that the AC does not have to be on so high in the first place. By acting on this, the company not only saves energy but also improves their overall culture by giving their employees a voice.
Additionally, if a company uses energy analytics software (EAS) to find energy saving opportunities, they can share energy diagnostics with employees to then create more of a culture of transparency.
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