Enablers
Barriers
Employee-led networks can drive bottom-up action and champion initiatives on the ground.
Targeted education can communicate the impact of individual behaviour changes.
Changing default options or making physical changes to the space can reduce the inconvenience associated with pro-environmental behaviours.
Company values and performance expectations can re-enforce pro-environmental behaviours.
Changing practices to reduce emissions may be perceived as an inconvenience or burden.
Where new skills are required, individuals may fear being left behind.
People’s own behaviours and choices may be perceived as not having a substantial impact on mitigating global climate change.
Leaders
Staff
Gaining a reputation as a sustainable company may increase demand for goods and services, and mitigate against the reputational risks of failing to take action.
Genuine commitment to net-zero forms part of a compelling employee value proposition and is particularly important for attracting and retaining younger workers.
Wanting to ‘do the right thing’ appeals to personal values.
Additional investment or resources may be required to switch to lower-emissions alternatives (although some changes will save money in the longer term).
Uncertainty (such as in new technology, regulatory direction and market dynamics) can make a particular path or investment difficult to justify.
Changing traditional ways of working may impact company culture or efficiency, especially in the short term.
Enablers
Barriers
