A new international study suggests that businesses can significantly cut energy waste by cultivating a workplace culture that encourages energy-saving behaviours, rather than enforcing them.

The research, co-authored by the University of Auckland, emphasises the power of engagement over enforcement when it comes to motivating employees to save energy.

The study, published in Renewable and Sustainable Energy Reviews, reviewed 70 research papers focused on employee energy-saving actions.

It found that personal attitudes, social norms, workplace habits, organisational culture, and peer feedback play a crucial role in influencing energy conservation practices.

Encouragement and positive reinforcement were identified as key drivers, while punitive measures often proved ineffective.

Professor Sholeh Maani from the University of Auckland's Business School, a co-author of the study, explains that businesses should focus on creating an environment that values energy-saving behaviour.

Employees who feel supported in their efforts are more likely to adopt lasting energy-saving habits. “

A work environment that recognises the value of energy-saving behaviour and employees with intentions to save energy are very effective,” Maani says.

Study co-author, Professor Sholeh Maani, University of Auckland Business School.

The research also highlights the importance of empowering employees with control over their work environment, such as adjusting lighting and temperature settings.

Combining this autonomy with regular feedback on energy usage can help motivate employees to save energy consistently.

Digital tools like Internet of Things (IoT) sensors and gamified apps can offer real-time tracking of energy consumption, allowing employees to take ownership of their energy-saving efforts.

These tools encourage both individual responsibility and teamwork by making energy use visible and actionable.

While many businesses rely on educational campaigns to raise awareness about energy conservation, the study found that simply providing information is often not enough.

In fact, in some instances, it may backfire if it feels like surveillance.

One study conducted at a university in Canada showed that feedback and peer education reduced energy use by 7% and 4%, respectively.

However, providing only educational materials led to a 4% increase in energy consumption.

A similar study in the Netherlands found that public recognition of energy-saving efforts was more effective than monetary incentives.

The 13-week initiative showed that employees who received positive public feedback for their energy-saving efforts reduced consumption significantly, highlighting the power of social recognition in fostering sustainable behaviours.

Dr Le Wen, co-author of the study, agrees that practical interventions—such as peer feedback and recognition—are far more effective than simply imparting knowledge.

She adds that when colleagues and managers actively participate in energy-saving initiatives, it fosters a culture where everyone feels motivated to contribute.

The researchers stress that businesses aiming to reduce energy waste should focus on fostering a workplace culture that supports energy conservation.

When employees see their colleagues saving energy and feel supported to make changes, they are more likely to follow suit.

As electricity costs continue to rise and New Zealand's commitment to sustainability strengthens, businesses have a unique opportunity to reduce their environmental footprint while also engaging their staff in meaningful energy-saving efforts.

Maani notes, “In a country where sustainability is a priority, reducing workplace energy waste is a low-cost, high-impact way for businesses to reach their environmental goals.”

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