Organisation led carbon reduction initiatives are bridging the gap between purely individual
environmental action and higher level intervention and regulation. This research looks into one of
those initiatives aimed at engaging employees in carbon reduction. We adopt a single case study
approach following learning activities of volunteers within a UK organisation over four months.
Observations of their activities were conducted, in addition to interviews with participants and
organisers.
Our core findings are, firstly, that rather than engaging a wide range of employees, only a very
narrow group chose to participate. This group bears similarities with Barr and Gilg’s (2006)
classification of ‘committed’ environmentalists which suggests that those willing to participate in
these initiatives may be those for whom environmentalism is personally relevant. That there was
little evidence of the initiative engaging a broader network of employees raises questions on the
effectiveness of these activities in the wider population of employees. Secondly, we identified
attitude behaviour gaps to varying degrees among participants who still made carbon intensive choices especially in relation to air travel, for example.
We conclude by analysing the effectiveness of the intervention and the associated challenges.
Recommendations are made covering several dimensions such as the potential role of technology in
facilitating behaviour change, and organisational policy making with regards to employee
engagement to carbon reduction
