Staff Awareness and Motivation

7/21/2019 Staff Awareness and Motivation

1/16

STAFFAWARENESSAND MOTIVATIONSa v ing energy w it h peop le power.

S T A F F A W A R E N

E S S A N D M O T I V A T I O N


2/16

1

Businesses often believethe keys to better energyefciency are new equipment

and the capital to purchase it.The reality is that people your staff are just as important, if not more so.Staff control equipment and how thingsget done. They also often hold importantknowledge about what actually happensin the front line that can lead to savings.Staff need to be engaged as members ofan energy saving team so you can harnesstheir impact on energy use daily.

Wide-reaching benetsEducating and motivating staff aboutenergy efciency has been proven asan effective way of winning worthwhile

savings for relatively low cost. Its also beenfound crucial in creating long-term andsustainable change.Involving staff in an energy managementprogramme can have other benets too,such as increased productivity. Staff moralecan benet too. People enjoybeing involved in a challenge that hasrewards for the whole community.

A step-by-step guideThis Staff Awareness and Motivationbooklet has been prepared by the EnergyEfciency and Conservation Authority(EECA) with input from external experts.It is supported with the real-lifeexperiences shared by many leadingNew Zealand businesses.This booklet provides a step-by-stepguide to help you design an energyawareness and motivation programmeto involve your staff in managing theirenergy consumption. It includes ideas andconcepts that you can use to develop aprogramme that suits the culture of yourorganisation.If you already have a programme in place,this booklet might provide ideas that couldmake it even more effective.

C ASE ST U DY Ou r ener gy ef c ienc y init ia t iv e wa s pa r t of a wider pr o jec t c a lled V a lu e C r ea t ion , whic h looked f or wa y s t o t a ke c a s h c os t s ou t of t he m ill in s ev en key a r ea s . W e enc ou r a ged ev er y one t o get inv olv ed ev er y idea wa s r ec o gnis ed wit h a s m a ll gif t . T he s u c c es s of t hos e idea s , a nd t he de gr ee of pa r t ic ipa t ion , bot h helped u s t o win a n EEC A Ener gy W is e Awa r d in 2 0 0 4 .

T r ev or Ger ken , C a r t er Holt Ha r v ey

THE POWER IS WITH YOUR PEOPLE


3/16

2

Key components: awarenessA staff awareness and motivationprogramme is about engaging your staffas members of an energy saving team harnessing their ability to reduce energywaste on a daily basis.Awareness is a key step towardslasting change.Management can impose directives abouthow things should be done. In practicehowever, getting people to change is farmore successful if they appreciate whychange is necessary. Once they understandthe why, staff are also often able tocontribute to the how and suggest farbetter ways of achieving goals.Simple awareness can achieve resultssurprisingly fast especially now wereall more sensitised through the media,to energy issues, climate change andenvironmental problems.Sometimes, the issue is that people justdont know how much energy is used by theprocesses they run or how easy it could beto use less.To start raising awareness youll needto give staff good answers to questionslike these:

What different types of energy do you useand for what? What does energy cost?

What is the potential for saving?How can individuals in our business help tosave energy?

Key components: motivationYour programme will need a strong elementof motivation as well.Motivation is a matter of getting peopleto take responsibility as individuals, tounderstand that their actions are importantand to realise that what they do can makea difference.To get people motivated, you need to givethem good answers to questions like these:

Why save energy?Why should I contribute?Why should I bother when others dont?Whats in it for me?

Getting people on board means helpingthem feel that their actions can make

a difference.

Key components: top levelengagementSenior management have a crucial role toplay in a successful staff awareness andmotivation programme.Without leadership and commitment fromthe very top, a project can be seen assoft, be starved of capital and shunnedby managers who have other, harderperformance indicators to meet.

Nothing happens in a business unless thereare leaders to drive it. Gary Romano,Fonterra Group

Overview of the processThese six steps will guide you in setting

up an energy awareness and motivationprogramme for your staff:1. Set up a team. Changing staff behaviour

is a big task. It requires a variety ofskills and the input of people fromdifferent parts of the organisation.

2. Research current attitudes andbehaviours. Before you launch acampaign, you need to know whatpeople think about saving energy,what would motivate them to saveenergy, and what problems you

might come across as you implementthe programme.3. Planning. The stage when you decide

what youll do to change peoplesbehaviours, and specically when eachstage will happen.

4. Implementation.5. Evaluation and review. The process

should be continuous. You needways to evaluate the programmeand make changes to any aspectsthat arent working.

6. Maintenance. The aim is to changebehaviours for good, and this meansputting plans in place to make sureenergy efciency is part of yourworkplace culture.

C ASE ST U DY Sa y in g t hin gs like If we u s e $ 10 , 0 0 0 m or e ener gy , y ou ha v e t o s ell $ 5 0 , 0 0 0 m or e f ood a nd bev er a ges

did t he t r ic k. Y ou c ou ld s ee t he look go a c r os s people s f a c es a s t hey got t he im plic a t ions . T hey c ou ld s ee t hey m i ght be wor kin g ha r der bu t t hey wou ldn t a c t u a lly be get t in g a ny wher e if t hey didn t m a na ge ener gy bet t er . St u a r t Ma c W illia m , C ha t ea u on t he P a r k


4/16

3

So, while its good to have an energychampion in your business, he or shewill usually need the support of a team.It can be as big or small as you like, solong as there are enough people with theskills to get all the jobs done.There are other strategic benets usinga team. It spreads the net and gets morepeople understanding the issues andcommitted to action. And if you chooseteam members wisely, you will involve

natural leaders who are respected bytheir workmates. Their involvement andendorsement will make getting resultsmuch easier.Youll need a team with a wide rangeof skills, who have some inuence inyour workplace, and shared values inenergy efciency.

Seek complementary skills, shared valuesThe team members you pick should haveskills that complement each other. Theyshould have experience in different partsof your business.They should also share a belief in theimportance of energy efciency anda commitment for positive change.

Otherwise, youll have passengers whowont pull their weight.And ideally, your team will includesomeone who can champion theprogramme with senior management.In terms of skills, you need people withexperience in these elds:

Project management. Able to lead theproject and manage timelines, teammembers and implementation. Operations or technology. To providetechnical advice on energy consumption.energy efciency, and monitoring results. Marketing and communications. To adviseon communicating to staff and help withmarketing tasks like producing newslettersand web content. Human resources. To provide advice onhow the programme could impact on staff,and on identifying the risks of changingstaff behaviour. Relationship management. To help with

getting buy-in from all areas of yourworkplace and making sure the beliefsin energy efciency are ltered down toall staff.

STEP 1: SET UP A TEAMRunning a Staff Awareness and Motivation programme is amulti-faceted job that requires a range of skills more thanone person can offer.


5/16

4

Keep the momentum upThe teams rst job will be to work out rolesand responsibilities: the allocations shouldbe recorded in writing. Ensure everyoneknows clearly what theyre required to doand what the expectations are.Its most important to schedule regularmeetings. This helps maintain the

momentum and keep everyone up to datewith whats going on and what other peoplein the team are doing.You need that information to be able tocreate a programme that will addresswhats actually happening in your businessand get results.

C ASE ST U DY W e be ga n t he pr oc es s of get t in g s t a f f inv olv ed by f or m in g a f oc u s gr ou p , whic h inc lu ded t he en gineer in g a nd pr oc es s m a na ger s , s u per v is or s a nd a bou t f ou r s t a f f f r om t he beef pr oc es s in g line. W e c ons c iou s ly c hos e t he m os t inu e

nt ia l t o pa r t ic ipa t e. W e wer e wor kin g on t he t heor y t ha t t hos e who a r e pr epa r ed t o s t a nd u p a nd m a ke t heir c om m ent s , whet her t hey r e r i ght or wr on g , a r e t he na t u r a l lea der s who get t hin gs done. John C or c or a n , C MP C a nt er bu r y

STEP 2: RESEARCH CURRENTATTITUDES AND BEHAVIOURS

What you need to knowBasically, you need to nd out how staff inyour business tick when it comes to energy.How much do they know about the energythey use at work? What do they think aboutenergy efciency? Are they aware of how itcould affect the business, and them?You also need to get some information on thetriggers that might get action. For examplesome people could be motivated by knowing

they are doing their bit for the environmentwhereas others might respond better to amore localised team competition.By getting to know your target audience andwhat they think, you can tailor your campaignfor success.

Before you can create a campaign youll have to nd out how yourstaff think, feel and behave when it comes to energy consumption.


6/16

5

Research optionsThere are various ways of getting theinformation you need, including focusgroups, informal questioning or workshops.One very effective and cost-efcient optionis a questionnaire that people can completein their own time.

Effective questionnairesIf you use a questionnaire, make sure yourquestions are clear and easy for peopleto answer. Multiple choice questions, orquestions with a ranking (say 1 for Alwaysand 5 for Never) can work well.And allow room for respondents to give youa few basic details. You dont need names just knowing where people work can behugely helpful in nding out if there are anydepartments that need special attention.

A guide to useful informationWhether or not youre using thequestionnaire approach, check out theQuestionnaire Template at . Its a useful guide to theinformation you need at this stage and howit could be helpful, (and of course, how youcould express it in a questionnaire).

Distributing a questionnaireYou need as many responses to yourquestionnaire as possible. To maximiseresponses, consider these issues:

Timing. The best time to introduce thequestionnaire is usually when people arefresh in the morning or at the beginningof a shift, for instance. Mondays and Fridays

are best avoided. Format. You may have to send yourquestionnaire out in different waysdepending on the different roles in yourworkplace, for example, by email to ofcestaff and by paper in pigeon holes tofactory staff. The response path. Youll get morequestionnaires back if you make it easyfor people to return them to you. Usuallythe way you send the questionnaire outwill dictate how people should respond,for instance, by email or by slotting theresponse into a box. Response time. Be realistic about how longit would take to complete your questionnaireand put a due date around this, taking intoaccount peoples work responsibilities.Dont let it drag on, however. The due dateshouldnt be more than two weeks after thequestionnaire is introduced. Following up non-responders. The bestway to follow up is to stick with the way youintroduced the questionnaire by emailor pigeon hole, for instance. If you have noluck try the phone, but this could take time. Incentives. An incentive for promptresponse can encourage people to ll inthe questionnaire while its top of mind. Forexample, you could offer a prize draw fromall responses received by a certain date or asmall gift for every person who responds bythe due date.


7/16

6

Timely ie. SMART.Identifying SMART goals is a matter ofthinking about why, what, when andhow much. In this situation you shouldbe asking:

How much energy do we want to reduce,and by when?What type of energy is this programmeabout electricity, gas, diesel, petrol,steam compressed air or all of them? What behavioural changes do wewant to make and how will we measurethe changes? How will we know if our programme issuccessful and how will we evaluate it?

Set separate long-term andshort-term goalsLong-term goals are those youd want toachieve in say, 10 years time. Short-termgoals are stepping stones to help youachieve your long-term goals.Long-term goals could be:

Reduce electricity consumption by 10% by. Reduce petrol costs by 10% by .

STEP 3: PLANNINGWith the information from your research at hand, you can startcreating your programme.

Generate ideas amongst the team and staff.Put your ideas on paper, evaluate themthen incorporate them into a concreteplan of action. Work out exactly how youll launchyour programme. Finally, think how youll monitor the resultsand maintain the programme over time.

This is where the work really begins!There are several stages. Youll need to

Dene goalsSet separate long-term and short-termgoals Dene your target audienceChoose your key messagesDecide what activities youll doDevelop a themeSet timelinesChoose evaluation and review methods.

Dene goals that are SMARTYou should be very clear about whatyou want your programme to achieve.Like all goals, yours need to be Specic,Measurable, Achievable, Realistic and


8/16

7

Reduce overall energy costs by 15% by.

Short-term goals (to help you achieve yourlong-term goals) could be:

At least 80% of lights in our building turnedoff in the evenings by November.

All machinery switched off every night byChristmas. All computers active power managementfeatures on by April.

Dene your target audienceThe results of your research should helpyou identify different areas and groups inyour business that are at different stagesof awareness, motivation and action thanothers. For example, factory staff mayalready be using minimal energy andunderstand the benets of energy efciency,while your IT department may be thebiggest user of energy in your workplace.Identifying different target audiences, andwhat you need to achieve with them, letsyou tailor the activities to specic needs forbetter chances of success.

Choose your key messagesKey messages are the main messages

you want to communicate with your targetaudience. They have to be consistent rightthroughout your programme to be effective.You can have as many key messages asyou need, and you can have different keymessages for different target audiences.Some messages such as switching offlights in kitchens and toilets may applyacross the whole of your organisation.Others may be more specic eg. installingenergy control mechanisms on computers.It usually helps however if they can groupedunder one thematic umbrella.The important thing to remember isthat the key messages must enableyou to achieve your goal, and they mustcomplement each other.

Along with choosing the key messages youneed to achieve your programme, consider:

What messages your staff would relate wellto. Try and talk their language. What would motivate them.

What would make them feel they own the programme.

Choose your activities and channelsKnowing what you want to achieve (your goals), who you need to talk to(your target audiences), and what youwant to say to them (your key messages),you now need to decide the how: whichchannels and activities to use to get yourmessage through.

There area lots of different ways tocommunicate with your audience, Whatyou actually end up doing will depend on:

Who youre communicating with.What your budget is.Who you have to help you with launchingyour programme. What resources you have to maintain theprogramme on an ongoing basis. The standards your organisation has setregarding communications activities.


9/16

8

When deciding on your activities, considerchannels already in place such as regularstaff newsletters or emails, CEO updatesand monthly meetings.You should get staff involved. You may want

to ask for their ideas as theyll probablyhave a different perspective on how to dothings better.Simply getting them involved helps to buildawareness and motivate people to change people feel empowered and feel theyvemade a contribution.Keep in mind that the activities you chooseshould give you the best results for yourdollar. Always ask yourself why you shoulddo a certain activity and weigh up the prosand cons of each activity.

Here are some activities you could carryout, on top of those you incorporate intoyour existing channels:

Posters and leaets.Presentations from the CEO supportingthe programme. Reminder stickers, above light switchesfor instance. Competitions to get people interestedand involved.

You could also hold a launch event tocelebrate the start of something greatand get staff excited about the idea.Get staff involved right from the start.Then its a win-win for everyone.

Develop a themeGiving your energy saving programme atheme can give it personality and an identitythat people can relate to it. The themecan be anything, from wacky and funny, toserious and simple. Whatever the theme, it

should be applied to the whole programmeand be consistent throughout for it to work.Reduce the Juice is an example of astrong umbrella theme one NZ organisationhas used. If youre involving a design oradvertising agency, they can help youcreate a specially-tailored identity for yourprogramme.

Set timelinesAn energy-saving project is like any otherproject and should have a formalisedtimeline.Working backwards from your goal, decidewhen you need to launch the programme,how long your activities will go for andwhen your programme needs to beevaluated.This will be a high-level timeline so makesure you allow enough time for all theprogramme activities to be developed andcarried out, and for the time it takesfor behavioural changes to have an impactso that evaluations can be done.A well thought-out campaign could taketwo to three months to develop. Monitoryour progress over at least twelve months.

A sample timeline:

XYZ corporation energy efciency programme timelineTo take programme to launch

Present plan to management 1 SeptemberGain backing of plan 10 SeptemberAssign resources 15 SeptemberDevelop programme activities 1 October

Launch programme 15 NovemberOngoing

Evaluate impact of programme Monthly from JanuaryInitial evaluation reportto management

1 April

Refresh activities to maintain interest 1 September

Choose evaluation methodsYou will need to decide ways to evaluateprogress of your programme. Yourevaluations should give you informationthat will help you make changes to yourprogramme if things arent going to plan.Evaluation activities could include:

Regular progress reports from teammembers. Staff surveys.Random monitoring of buildingsand equipment. Regular monitoring of energy costs.Encouraging feedback from staff.


10/16

9

STEP 4: IMPLEMENTATIONThe rst step is to assign tasks to people in your project team.Then you should create a launch calendar and more detailed

timelines to ensure the project is carried out according to plan.Management buy-inTop-level support is important to thesuccess of your programme. It ensuresthe values you are trying to instil instaff are ltered down right throughoutyour organisation.Your energy efciency programme shouldbe backed by management before launch.This will ensure your programme gets theresources it need and doesnt conict with

other company policies or activities.Ideally, management buy-in will includean energy efciency policy makingenergy saving a formal requirement ofyour workplace. Theres more aboutdeveloping an energy policy on page 13.

Detailed timelines should provideinformation on every task that needsto be done, including whos responsiblefor the task, and when the task beginsand ends. They will help you ensure alldeadlines are met, and are critical to thesuccess of any project.In setting your timelines, try and avoidinvolving staff at times when yourorganisation has lots going on, or whenstaff morale is low. And make sure yourtimings are suitable for when managementneeds to be involved.

Success = good planning + strong leadership(+ management backing)


11/16

10

EvaluationEvaluation should be ongoing. It shouldmeasure progress towards both short-termand long-term goals.As part of the process remember toprovide for staff recognition and reward.This can be quite simple, for examplemorning teas or certicates to successfulenergy-saving teams. Instant chocolatesh type prizes reinforcing good energybehaviour are also effective.

A little recognition goes a long way it can give your staff a huge boost andhelp to maintain their enthusiasm forthe programme.Make it a process of continuousimprovement

STEP 5: EVALUATION AND REVIEWYour planning should have covered off how youll evaluate andreview your programme.

ReviewOnce the programme is launched yourteam should meet regularly to reviewand share comments on your planning,implementation and results.In the review you should nd out howthe project has worked for differentteam members and different parts ofthe organisation. Ask what went well,what didnt and why. Seek ideas on howthings could be done differently next time.

Write an informal report and circulate toencourage more feedback and involvement.


12/16

1

Maintaining anenergy efciency

culture isan ongoing

process. Keepenergy efciency

top of mind, andyoull ensure thepositive changesyouve created

in your workplacecontinue.

Consider an energy policyOne of the most effective ways of locking inchange is by getting your business to adoptan energy policy.A policy is a statement of your workplacesvision for energy efciency, with clearguidelines to achieving that vision. It canhelp ensure the positive changes youvemade to your workplace continue.Like any workplace policy, the energypolicy should be a part of every employeescondition for working at your organisation.It will set out your workplaces vision forenergy efciency, why everyone should beenergy efcient and how to go about it, andwhat other things your workplace is doingto help.

A special energy policy section couldbe included in every new employeesinduction pack.

Keep energy efciency top of mindTo encourage people to continue theirenergy-saving habits you need to keepreminding them that energy efciencyis important. You could probably usesome of the programme materials youvealready developed, and develop new onesfor more impact.Keep things fresh by swapping postersaround, or by putting reminder stickerson light switches by the lifts, in the toiletsor in the staffroom.Think about producing mouse mats andcoffee mugs or even squeezy toys orcaps with key messages printed on them.Keep seeking feedback from staff trysuggestion boxes and keep them updatedon progress with via noticeboards andinternal emails.You could also develop an energy efciencysection on your intranet site to keep staffinvolved and interested in energy efciency.Ideally this site would be interactive, andinclude two-way dialogue such as an openforum section, and perhaps competitionsand special offers.The clearer and more visible messagesare, the more effective you will be incontinuing the positive energy efciencybehaviours youve already introduced inyour workplace.Aim to build energy efciency into theculture at your company

STEP 6: MAINTENANCETo achieve enduring improvements in energy managementyou should be thinking beyond a programme and towards aculture change.

C ASE ST U DY P eople power is ou r bi g ges t wea pon in a c hiev in g ener gy s a v in gs . And t he key t o m a int a inin g s t a f f inv olv em ent is keepin g t hin gs f r es h a nd int er es t in g. So , we r ev it a lis e ou r c a m pa i gn ev er y y ea r . Ou r c u r r ent c a m pa i gn , f or ins t a nc e , now a im s t o r edu c e a ll t y pes of wa s

t e , inc lu din g ener gy . St ev e F u ller , T elec om


13/16

12

QUESTIONNAIRE TEMPLATE:

Q. How important is saving energy at workto you?

a) Not importantb) Slightly importantc) Very important.

How staff answer this question willtell you how aware the person is aboutsaving energy at work. It will give you anindication of how receptive they will beto your programme.

Q. How important is saving energy at hometo you?

a) Not importantb) Quite importantc) Very important.

If the respondent believes savingenergy at home is more importantthan saving energy at work, then it islikely their understanding of savingenergy only relates to the cost ofenergy to them, and not the widerbenets of saving energy.

Q. What different types of energy do youuse at work?

By leaving this question open, you getto know how well a person understandswhat energy really is. Relate thisquestion back to the persons role atwork to see if theres any pattern ofawareness according to job type.

Q. Please list ve ways of saving energyat work.

Again, by leaving this question open,

you nd out how much they know aboutsaving energy.

Q. What would motivate you to saveenergy? (circle as appropriate)

a) Saving money for your companyb) Knowing youll be helping the

country conserve energy or helpingthe environment

c) Donating the money saved to charity d) Using the money saved to go towards

staff bonuses e) Recognition for your team.

This question helps to decide whatincentives you could use (if necessary)to motivate staff to take part in yourprogramme.

These are some of the questions youll want answered inthe research stage of your programme. Theyre expressedas if they could go in a questionnaire. If youre using a differentapproach eg. a workshop, use these questions to guide youragenda. Whatever research you do, youll probably wantto add extra questions to get information that is relevantto your workplace.


14/16

3

We began the process of getting staff involved by getting a

working party together. It included the engineering and processmanagers, supervisors and about four guys from the beef line.

INVOLVING ACTIVISTS:

Canterbury Meat Packers

Case Study

We consciously chose the most vocal andoutspoken ones. We were working onthe theory that people who arent scaredto stand up and make their comments,whether theyre right or wrong, are thenatural leaders who get things done.We got this group together weekly to lookat ways we could manage our resourceuse better.We actually started looking at our water userst. It requires a lot of energy. Betweentaking it out of the ground and putting itback in, we pump water seven times andheat and cool it in various stages. Its also aprecious resource that we use a lot of.In fact, the amount we were using each daywould ll ve Olympic swimming pools.Putting things in laymans terms like thatwas important.For instance, one of the more vocal guys in

the group was called Pop and he happenedto enjoy his beer. So, we developed the Popscale. Wed say on that scale, its taking us1.5 kegs to do a carcass how much can wecut that back? Then wed track it, and putup graphs and progress reports where staffcould see how we were doing.To put total electricity usage into context,wed also tell staff that if we closed theplant for a year, the power saved could runthe whole of Ashburton for 3.25 years.Simply raising awareness was importantfor us.For instance, Id provide quite detailed reportsto our weekly senior managers meetings.While the other guys were reporting on meatyields, Id cover our energy usage, spot prices

and what was happening to affect them, andour hedge position.Id also provide actual usage against budgetby department lamb, beef, cool stores,fellmongery etc. and pass that on to theplant managers.Once we got the awareness up, the nextstep was talking to the guys on the oor

and getting their input. Rather than just goout and say heres a way to save, do this,we would try and plant seeds and wait forthem to come back and tell us. Once theytold us, it was their initiative and theydtake ownership.To get discussion going, we got them tomentally walk through their own day andidentify anywhere there might be savings.That very quickly got results. For instance,a crew comes in an hour before we start toget the plant ready.

They would arrive, walk past the controlpanel and hit all the controls. So wedhave peak loads coming up all at once, andthe whole plant running for the next hourwithout being needed. They pretty quicklysaw there was a much smarter way ofdoing things.Getting awareness up took time about 12months. But having planted and wateredthe seed its now a normal part of business.We even get the lamb guys coming in atweekends to identify water leaks, simply

because they appreciate being involved.

John Corcoran, engineering manager,Canterbury Meat Packers


15/16

14

PROMOTING NEW IDEAS:

Carter Holt Harvey

Case Study

Our energy efciency initiative was part of a wider project

called Value Creation which looked for ways to take cash costsout of the mill in seven key areas.

Up till then, wed had groups of white collarstaff sitting down and coming up with ideas,and wed done all the easy projects. Wewanted to spread the net further, so wewent out and actively pursued ideas.We encouraged everyone to get involved

we bombarded people with emails, andpushed it in our weekly newsletter andteam meetings. Every idea was recognisedwith a small gift a drink bottle, carry bagor something of that order.Each idea was scored and the peoplewhose idea made it through to the nextround were given a Lotto scratchy. Theiridea was then listed on the intranet wherepeople could keep track of how it wasprogressing.We pushed to get a total of 300 ideas to thislevel by promoting the Indy 300. Everyonewho got an idea to this stage was in witha chance to win a trip for two to the Indymotor races on the Gold Coast.About 15% of the Value Creation ideas wereceived related to energy efciency whichgave us plenty to be working on for a coupleof years. Were now re re-visiting some of theideas that didnt originally make the cut, aschanges to technology and cost structuresmake more and more of them viable.

We got many excellent ideas out of thisprocess. In fact, the success of those ideas,and the degree of participation, both helpedus win an EnergyWise Award in 2004.One thing we found important was to have agood, simple way of assessing and scoringideas so we could give people feedbackon their suggestion quickly. It reassuredpeople we were taking the process, andtheir contribution, seriously.

Trevor Gerken, Kinleith Energy Co-ordinator,Carter Holt Harvey

This document is printed on Harvest Recycled paper.It is an acid free, double coated stock that is biodegradable, recyclable and asustainable alternative to traditional papers.Harvest Recycled delivers Triple Green Environmental Performance.

60% Recycled Sugar Cane

ECF bleaching and sustainable afforestation

40% softwood is sourced from internationally certied Well ManagedForests, accredited through independent third party Chain of Custody (CoC)certication, and is

Manufactured under Environmental Management System ISO 14001.


16/16

SWITCH OFFBETTER OFF




Sa ve energy a nd t he en v ironm ent !

SWITCH OFFBETTER OFFWhatever business youre in you can save energyand the environment.Switch off! This is probably the simplest action youand your staff can take. For example, rather thanleaving a light on when you exit a room, simplyswitch it off. Its that easy. You can also encouragestaff to switch off electronic equipment andmachinery when not in use.To help, EECA has developed a series of postersand stickers for you to put up around your workplace. These are available to order directly fromEECA or you can download them atwww.eecabusiness.govt.nz/emprove/implementation/motivate-staff.htmRemember, the quickest and easiest way to saveenergy is to apply the simple rule if it doesnt needto be on, switch it off. By making small changeslike this your business will soon be better off saving energy, money and the environment.

Energy Efciency and Conservation Authority contact details:

EECA HEAD OFFICE:PO Box 388, Wellington, (04) 470 2200EECAAUCKLAND:PO Box 37444 Parnell Auckland (09) 377 5328

E E

C A 1

_

Staff Awareness and Motivation

Documents

Transcript of Staff Awareness and Motivation