Promoting environmental behaviour in the workplace:

A survey of UK organisations

December 2010

Dr. Lara Zibarras & Catrin Ballinger

Copyright 2011 Dr Lara Zibarras and Catrin Ballinger

1. Background
1.1 About this report This report presents the key findings from a UK-wide survey of organisations, exploring the approaches that companies take to encourage pro-environmental behaviour1 among their employees. The report examines the green initiatives currently being used by organisations, where responsibility lies for the implementation and management of green initiatives, and which methods organisations have been using to encourage staff to behave in a pro-environmental way. The report also explores whether organisations have evaluated the effectiveness of their environmental initiatives in encouraging employee environmental behaviour; the perceived facilitators and barriers to effective environmental practices within the organisation, and the role of organisational culture. Overall, the findings suggest that management involvement is perceived to be the most important facilitator to encouraging and supporting employees to be green, and that the lack of management commitment and support is seen as the most significant barrier. Another key finding was that only a very small percentage of organisations carryout any form of evaluation to assess the effectiveness of the environmental practices they use. Finally, it was discovered thatHuman Resource Management practices are not used to a great extent as a means of engaging employees to think about their actions at work in relation to the environment.

1.2 Research aims To explore the different environmental initiatives that are currently implemented in UK organisations To determine the methods that organisations use to encourage their staff to behave in a proenvironmental way and establish the extent to which organisations evaluate the effectiveness of these methods To identify the key facilitators and barriers for effective environmental practice in organisations To explore the role of organisational culture in promoting pro-environmental behaviour

2. Literature review
The context within which businesses operate is changing: water scarcity, energy problems, a depletion of natural resources, poverty and increased waste may soon have a negative impact on the way organisations function. It is widely accepted that human and industrial activity are largely responsible for creating environmental problems (Miller, 2005), and thus it has been argued that changes in human behaviour are an essential part of the solution (Oskamp, 2000). Indeed,
By pro-environmental behaviour we refer to a deliberate action that seeks to minimise the negative impact on the environment (Kollmuss & Agyeman, 2002).
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governments worldwide have increasingly challenged organisations to address their environmental performance in addition to economic performance, with the UK Government stressing the importance of behaviour change in attaining the UKs environmental targets (Parliamentary office of Science and Technology, 2010). In addition to the responsibility that organisations have for addressing environmental issues, more and more companies appear to acknowledge the business case for integrating sustainability into their business strategies (Ambec & Lanoie, 2008), and momentum has been gathering as many organisations compete to be seen as leaders in sustainability. According to a survey carried out by Accenture on behalf of the UN Global Compact Initiative (2010), 93 per cent of CEOs believe that sustainability is important to the future success of their company, and 81 per cent believe that sustainability is already fully embedded into the strategy and operations of their company. Indeed, many organisations are taking a strategic approach to environmental management (Govindarajulu & Daily, 2004) and are committing to environmental policies that facilitate a shift towards more sustainable business practices (Jabbour & Santos, 2008; Ramus, 2007). This survey aims to explore the initiatives that are being incorporated into these environmental policies, to determine how organisations are promoting employees pro-environmental behaviour. Although behaviour change is recognised as a key part of the solution to the environmental problems that we face, the role of employee behaviour in delivering improvements to an organisations environmental performance has been largely overlooked (Davis & Challenger, 2009). In addition, with the focus of human resource personnel being people management, there is huge potential within human resource (HR) departments to contribute to the environmental performance of an organisation. Indeed, many of the changes that an organisation would need to make in order to achieve a shift towards a sustainable business fall directly under the remit of HR departments, with strategic HR contribution underlying almost all areas of change (Rimanoczy & Pearson, 2010; Zibarras & Ballinger, submitted). A key question this report aims to explore is therefore the extent to which organisations may be using human resource management (HRM) practices to encourage pro-environmental behaviour among employees. Furthermore, to what extent are HR departments responsible for the management and implementation of environmental initiatives and practices within organisations? In the same way that organisations evaluate their economic performance to ensure they make a healthy profit, it is essential that they evaluate their environmental performance and practices, to ensure they are creating the desired behaviour change in employees. This report also aims to assess whether organisations evaluate their environmental strategies, and if so, what methods of evaluation they have used. It is alsouseful to understand what the key barriers and facilitators to effective policy implementation are, so that these can be considered in the design and management of such initiatives. This report aims to identify the key perceived facilitators and barriers to effective environmental practices within organisations. Finally, there is a large body of opinion that believes that an organisations culture plays an essential role in shaping the behaviour of employees and is widely considered to be crucial to an organisations performance(e.g. Schein, 2003). This suggests that an organisations culture is likely 3

to have significant impact on the environmental performance of its employees; in particular, that an organisations norms, values, beliefs and goals (Schein, 1985) regarding the environment will influence employee tendencies to behave in a pro-environmental way. Thus we measured the importance of environmental concerns to organisations within this survey, and additional aspects of organisational culture in relation to environmental concerns.

3. Method
The survey was sent to approximately 1,000 organisations within the UK between July-November 2010. A total of 197 organisations took part in the survey with 147 completed responses used for analysis. The main person responsible for the management of environmental initiatives completed the survey on behalf of each organisation. This sample comprised 32 directors, 10 senior managers, 26 middle managers, 18 junior managers and 25 non-management staff (36 unknown). Of these respondents, 43 per cent were female, 33 per cent male (24 per cent unknown), and their mean age was 38.5 years. A wide range of different organisations (size, sector) responded to the survey, demographic characteristics of the participating organisations are shown in Table 1.
Table 1. Demographic breakdown of participating organisations Company information Organisation size Small (1-50) Medium (51-250) Large (251-5,000) Very large (5,000 plus) Organisation status Charity/not for profit Public limited company Partnership Public sector Private limited company Owner managed/sole trader 15 9 7 34 40 7 13.4 8.0 6.3 30.4 35.7 6.3 39 11 47 15 34.8 9.8 42.0 13.4 N % Company information Industry sector Business services Public & voluntary Manufacturing & retail Energy Turnover Less than 1m 1m - 10m 11m - 100m 101m - 500m Over 500m 26 25 16 24 7 26.5 25.5 16.3 24.5 7.1 55 42 9 5 49.5 37.8 8.1 4.5 N %

Note. Total N does not always round up to 147 due to missing data

4. Survey findings
4.1 Current environmental initiatives

We asked respondentsto indicate which green initiatives were operational within their organisations (see Figure 1). The most popular environmental initiative that emerged wasthe 4

recycling of waste materials, with 86 per cent of participants reporting that they have a recycling scheme at their place of work. Furthermore, the majority of organisations have an he environmental policy in place within their organisation (77 per cent), and switch off all their PCs ), at night (69 per cent).

Sustainable sourcing of green energy and food were among the least common environmental among initiatives, with less than 20 per cent of organisations using such initiatives. Carbon offsetting was the least popular with just 10 per cent of organisations committed to this scheme. Additional examples of environmental initiatives being used by a very small number of environmenta organisations included green procurement (3.5 per cent of organisations), a company bus organisations), network, a cycle to work scheme and a company garden/allotment to grow the organisations own food.
Recycling of waste materials An environmental policy All PCs being switched off at night Double-sided printing Double
69 67 62 61 53 49 48 39 37 30 27 27 27 23 22 20 16 14 10
0 10 20 30 40 50 60 70 80 90

86 77

Encouraging employees to be more environmentally environmentally- "Lights-out" policy "Lights Energy efficient light bulbs Encourage use of public transport Measuring power consumption (electricity and gas) Installing movement sensors so that lights are not left on Encourage greater use of video-conferencing video Encourage working from home Making employees aware of how much energy they use Energy efficient IT, green IT Ban on desk-side bins, replaced by central recycling bins side Discourage business travel Commitment to electronic filing only Green energy purchasing Sustainable sourcing of food Energy efficient air conditioning Carbon offsetting

% of organisations

Figure 1: Current environmental initiatives being used by organisations rent The survey revealed that the responsibility for implementing and managing environmental initiatives lay with different functions and actors across different organisations (see Figure 2). The majority of organisations reported that such responsibility is distributed across all staff in the organisation (39 per cent), whereas other organisations allocated the responsibility to , 5

specific teams or functional areas, such as the HR department (8 per cent) or the property and facilities team (34 per cent). Fifteen per cent of organisations had a team specifically working on . corporate social responsibility. 4.2 Encouraging pro-environmental behaviour at work environmental

In addition to the green initiatives that organisations use, we asked participants to indicate the organisations extent to which their organisations use specific methods to encourage their staff to begreen or pro-environmental. A number of the approaches are those that typically fall directly under the remit of HR professionals. The three most often used methods included an element of line manager involvement with d over 50 per cent of participating organisations indicating that they used these at least sometimes (see Figure 2). Other commonlyused methods included internal awareness raising commonly campaigns (58 per cent used at least sometimes), set up of green champions or teams (50 per cent) and induction programs that emphasise environmental issues or concerns (53 per cent). ) Different types of reward programmes (team and individual) and promotion decisions were eward among the least commonly used methods. Just 2 per cent of organisations regularly use ly penalties for non-compliance.
43 38 38 35 35 34 22 16 15 13 13 10 9 8 8 6 2 8
0 20 40

In organisational vision/mission statement Informal encouragement by line management Actively championed by senior management Encouraged via internal awareness-raising campaigns/publicity etc. raising Set up of green champions/task force/green team etc. Induction programmes that emphasise environmental Performance indicators that include environmental Training courses aimed at developing environmental behaviour Engagement workshops or forums for staff Leadership/management training on environmental issues Environmental impact factored into team/departmental budgets Recruitment & selection criteria that recognise environmental Individual incentives or reward programmes Team incentives or reward programmes Promotion decisions Organisation-based incentives or bonus schemes based Penalties for non-compliance non

18 24 27 23 15 19 11 67 66 62 70 75 78 73 74 86 83 90
60

39 38 35 41 50 47

18 23 17 12 12 18 18

6 10

80

100

Always/Often

Sometimes

Never/Rarely

Figure 2:Practices used by organisations to encourage pro-environmental behaviour ractices pro

Note. Percentages not always based on N=147 due to missing data =147

4.2.1

Which methods are successful in encouraging employees to be pro-environmental?

Participants were also asked which were the most and least successful methodsof
encouraging staff to behave in pro-environmental ways. The most successful methods were perceived to be internal awareness-raising campaigns, active championing by senior management and the setting up of green champions or green teams (see Table 2). The use of individual or team rewards were also included in the top ten most effective practices, despite the fact that the majority of respondents over 70 per cent - indicated that they are rarely, or never, used within their organisations.

Table 2. Top 10 practices considered most effective by organisations to encourage employees to be pro-environmental Ranking 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th Encouraged via internal awareness-raising campaigns/publicity etc. e.g. series of lectures/seminars/debates for employees, posters etc. Actively championed by senior management Set up of green champions/task force/green team etc. Induction programs that emphasize environmental issues/concerns Informal encouragement by line management Performance indicators/appraisal that include environmental behaviour/targets In organisational vision/mission statement Individual incentives or reward programs that encourage environmental behaviour Engagement workshops or forums for staff to improve environmental behaviour Team incentives or reward programs that encourage environmental behaviour No. of orgs 29 25 22 19 18 10 9 9 8 6

The least successful method was perceivedto be giving penalties to employees for non-compliance, by a total of 17 organisations from the sample (see Table 3). This was followed by the inclusion of environmental concerns in the organisation vision or mission statement; perceived to be least effective by 10 participating organisations. Interestingly, this approach was considered to be an effective practice by 9 participating organisations, and is one of the most prevalent approaches used by those organisations surveyed,thus it appears there may besome conflict of opinion among organisations as to the usefulness of this approach.

Table 3. Top 10 practices considered least effective by organisations to encourage employees to be pro-environmental Ranking 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th Penalties for non-compliance In organisational vision/mission statement Recruitment and selection criteria that recognise environmental behaviour/commitment Promotion decisions Informal encouragement by line management Set up of green champions/task force/green team etc. Environmental impact factored into team/departmental budgets Actively championed by senior management Performance indicators that include environmental behaviour/targets Team incentives or reward programs that encourage environmental behaviour No. of orgs 17 10 8 7 6 6 5 4 4 4

4.3 Which methods are successful? Evaluating their effectiveness 4.3.1 The importance of evaluation

Following the questions about the most and least successful methods of encouraging proenvironmental behaviour, participants were asked whether their organisation had done anything to evaluate the effectiveness of the approaches used to promote proenvironmental behaviour within their employees. This was considered a key question because it is important for organisations to develop effective practices if they are to attain their sustainability targets; and in order to ensure that the environmental methods are successful in creating the desired behaviour change among employees, it is essential that they are evaluated. The prevalence of evaluation

4.3.2

Despite its importance, only15 per cent of organisations surveyed agreed that their organisation had done something to evaluate the effectiveness of their environmental practices. The majority of respondents 63 per cent - report that they have not attempted to evaluate their environmental practices to determine their relative success in encouraging proenvironmental behaviour among their employees, and 18 per cent said that they did not know. This is significant because it implies that the policies may not be achieving the results desired, or that organisations may be using methods that are not in fact effective.

This finding is interesting because organisations previously identified what they perceived to be the most successful practices at promoting pro-environmental behaviour. However, it may be that organisations need to conduct some form of evaluation to determine the extent to which the methods are truly effective.

4 18

15

Yes No Not sure

63

Missing data

Figure 5: Percentage of organisations that evaluate their practices

4.3.3

Methods of evaluation

Of the small minority of organisations that reported that they evaluated their environmental practices, the most commonly-used method of evaluation was obtaining a measurement of the amount of energy used by the company, for example by looking at energy bills and usage via meter readings. Another method of evaluation was monitoring landfill waste versus recycled waste. Some organisations report setting yearly targets as a benchmark and then calculating the rate of recycling as a comparison. A further method of evaluation was the use of employee surveys to monitor the levels of awareness, co-operation and attitudes.

4.4 Facilitators and barriers

A key element of this surveywas to determinethe key facilitators and barriers to effective environmental behaviour among staff. We therefore asked participants to indicate what they perceive to be the most important facilitators for effective environmental practices within their own organisations, and the most significant barriers. The top three facilitators for effective environmental practices (see Figure 6) are perceived to be: 1. Managers' support and openness to pro-environmental practices (86 per cent indicated that this was important or very important) 2. Senior management commitment (85 per cent indicated that this was important or very important) 3. Engagement and commitment from staff (83 per cent indicated that this was important or very important).

These findings appear to support the notion that both manager commitment and employee engagement and involvement are important to facilitate positive environmental practices within organisations; indeed the fifth and sixth facilitators also entail management involvement. also

Managers' support and openness to pro-environmental environmental Senior management commitment Engagement and commitment from staff Organisation's social and ethical responsibility Managers factoring in environmental concerns into Informal encouragement by line managers Technology - e.g. green IT, motion sensors so that lights Corporate targets Successful induction or training programmes that Dedicated resources for development/implementation Clear performance indicators that include Set up of "green team" to champion environmental Incentives or reward programmes that encourage Penalties for non-compliance non
0

86 85 83 77 76 70 70 61 59 57 54 52 40 18
20

7 7 9 15 14 17 16 21 19 18 23 23 25 36 58

8 8 8 8 9 13 14

18 21 25 24 25

24
40 60

80

100

Very important/Important

Moderately important

Unimportant/Of little importance

Figure 6: Facilitators to pro-environmental practices environmental

Note. Percentages not always based on N=147 due to missing data

10

The top three barriers within organisations (see Figure 7) are perceived to be: 1. Lack of management commitment and/or support (70 per cent of organisations indicated that this was significant or very significant) 2. Lack of engagement/commitment from staff (69 per cent indicated that this was significant or very significant) 3. Unclear leadership strategy and goals towards environmental issues (65 per cent indicated that this was significant or very significant)

Again, these findings highlight the fact that managers and employees are key in supporting an environmental initiatives and thus attaining an organisations sustainability goals. us

Lack of management commitment and/or support Lack of engagement/commitment from staff Unclear leadership strategy and goals towards environmental issues Organisation prioritising commercial needs above environmental concerns Lack of clarity among line managers regarding whether they are responsible for environmental Lack of time and resource to focus on environmental issues Insufficient training regarding the importance of pro-environmental behaviour environmental Lack of organisational concern for environmental sustainability Insufficient incentives in place to encourage environmental behaviour Insufficient incentives in place to encourage environmental behaviour Excessive financial constraints Unclear responsibility regarding who is in charge of environmental policy/practice Lack of availability of skilled staff
0

70 69 65 57 57 57 51 50 48 48 46 44 32
20

14 12 15 24 17 17 20 19 20 20 23 22 22 46
60 80

15 19 20 19 26 27 29 31 32 32 32 33

40

100

Very significant/Significant

Moderately significant

Unsignificant/Of little significance

Figure 7: Barriers to pro-environmental practices environmental

Note. Percentages not always based on N=147 due to missing data

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4.5 Promoting a culture of pro-environmental behaviour

Most organisations surveyed (81 per cent) agreed that environmental concerns are at least moderately important to their organisation (see figure 8).
0 18 56 25
Unimportant/ Of little importance Moderately important

Figure 8: The importance of environmental concerns to the organisation

Note. Percentages based on N=114

Figure 9 shows that the majority of respondents agreed that their organisation does its bit to protect the environment, and that their organisation is interested in developing proenvironmental behaviour. While the recent economic and financial crisis might be suspected to have reduced the importance of the green agenda, most organisations in the survey disagreed that this was the case. Only38 per cent of respondents agree that their management practices actively enhance and encourage environmental behaviour, and just a third agree that their managers provide practical support for environmental behaviour or practices. This is interesting in light of the results from previous sections;that is, manager support and senior management commitment were seen as the top two facilitators for effective environmental practices within organisations and the most prevalent practice within organisations entailed management involvement. Rewarding green behaviour and setting personal development objectives in relation to environmental behaviour were rarely used as a means of promoting a green organisational culture. Additionally, penalising the failure to demonstrate pro-environmental behaviour was also rarely used.

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This organisation does its bit to protect the environment Overall the organisation is interested in developing pro-environmental behaviour environmental Real efforts are being made to make this company more environmentally friendly All staff are actively encouraged to act in a propro environmental way In general, people in this organisation are motivated to behave in an environmental way At work, green concerns get squeezed out by other priorities The organisation strives for a reputation for being green and pro-environmental environmental How this organisation operates internally is consistent with its external green brand Management practices actively enhance and encourage environmental behaviour Managers understand that it's part of their job to operate in an environmentally friendly way Managers provide practical support for environmental behaviour/practices The organisational goals are directly aligned with environmental issues/concerns The "green agenda" is less important because of the current financial crisis Organisation's main environmental concern is to avoid breaking the law The organisation visibly rewards people who demonstrate green behaviour Personal (development) objectives in relation to environmental behaviour are explicitly set down The appraisal system is directly linked to rewarding environmental behaviour There are sanctions if somebody fails to demonstrate pro-environmental behaviour environmental 0 Strongly agree/Agree

70 65 60 56 49 46 44 40 38 35 33 29 26 21 14 7 6 4 13 20 Neutral 40 17 19 18 17 17 27 36 30 37 34 33 57 62 69 76 74 83 60 22 25 31 34

18 26

12 8 18 18 20 20 29 24

32 28 33 38

80

100

Strongly disagree/Disagree

Figure 9: Percentage of organisations that agree/disagree with organisational culture statements rganisational
Note. N ranges from 108-111 for these questions due to missing data 111

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5. Key messages
5.1 The importance of management commitment The results of the current research highlight the importance of senior and line management support and commitment, which were rated as the most important facilitators for effective environmental practices within 86 per cent of organisations. Furthermore, the lack of senior management commitment was identified as the most significant barrier to effective environmental practices in 70 per cent of organisations. The current study also found that the most prevalent methods used to encourage employee pro-environmental behaviour had significant management involvement, and that these practices were generally perceived to be the most successful approaches to encouraging pro-environmental behaviour, after internal awareness campaigns. Additional evidence highlighting the importance of management to environmental performance comes from a report by the Chartered Management Institute (2009), whichfound 82 per cent of managers in the UK believe senior management commitment to be the most important driver of environmental management practices. Taken together, thesefindings support the notionthat managers may bethe gatekeepers to environmental performance. Interestingly, although many organisations use practices that involve managementat least sometimes, this still leaves a considerable number of organisations 38 per cent that never, or rarely,use informal encouragement by line management as a method of encouraging staff to behave pro-environmentally. Similarly, 35 per cent of organisations say they never, or rarely, use senior management championing as an environmental practice.This suggests that senior management within many organisations could be doing more to promote environmentally friendly behaviour among staff. More importantly, in the final section of the survey we found that just over a third of participants agree that managers understand it is part of their job to operate in an environmentally friendly way, and a thirdagree that managers provide practical support for environmental behaviour/practices.This is interesting in light of the results from previous sections, which suggest that managers are the key facilitators for effective environmental practices, andto some extent contradicts the earlier finding that the most prevalent practices were elements of management involvement. 5.2 The role of HR Another key finding from this research is that Human Resource (HR) departments are not utilised by the majority of organisations to engage staff in environmental behaviour, despite the fact that organisations use some Human Resource Management (HRM) practices to encourage employees to be pro-environmental at work. Indeed, most of theenvironmental practices used in this study,either directly or indirectlyfall under the remit of HR departments. Findings throughout this survey highlight the importance of both manager and employee involvement to achieve environmental targets, both of which can be supported by HR initiatives. This suggests that organisations may be missing out on a significant and valuable means of promoting environmental issues and creating a green organisational culture. 14

5.3 The need to evaluate An important finding from this study, which has significant implications to the environmental performance of organisations, is the finding that the evaluation of environmental practices is extremely rare. Of those surveyed, only a very small minority 15 per cent agreed that their organisation had done something to evaluate the effectiveness of their initiatives. Nevertheless, it is important that environmental practices are evaluated to ensure that they are having the desired effect; that is, changing the behaviour of employees to consider the environment.

5.4 Final comments This study examined the environmental initiatives and methods of encouragement that organisations use to encourage employees to behave in a pro-environmental way. The main finding was that both senior and line management involvement was perceived to be the most important facilitator to effective environmental practices, and that practices with these elements were the most prevalent and generally perceived to be the most successful. However, as only a small percentage of organisations have conducted a formal evaluation to consider the extent to which methods are successful, it appears that HR personnel could play a larger role in the management and implementation of green initiatives to encourage pro-environmental behaviour, and in facilitating a green organisational culture. Finally, we suggest that further research is needed in this area; in particular to examine how managers might be able to encourage pro-environmental behaviour in the workplace, and how HR professional may support this process.

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Schein, E. H. (1985). Organizational culture and leadership.San Francisco: Jossey-Bass. Schein, E. H. (2003). On dialogue, culture, and organizational learning.Reflections, 4 (4), 27-38. Zibarras, L.D. & Ballinger, C. (submitted) Using HRM practices to promote environmental behavior in the workplace: a survey of UK organizations. Submitted to Human Resource Management.

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