Increasingly on the agenda is the necessity to reduce greenhouse gas (GHG) emissions across the business. At the same time they need to adapt to the impacts of climate change and safeguard water supplies for a growing population.

It may surprise some that water authorities are among the largest greenhouse gas emitters; in fact Melbourne Water, which has made a strong commitment to achieving zero net emissions and 100 percent renewable energy by 2018, rates as one of the top 15 energy users in Victoria. They are also in the top 300 energy consumers in Australia. Much of their energy is used primarily for treating and pumping sewage and water.

To significantly reduce greenhouse gas emissions, a Utility must immerse itself in the waters of change and embrace a holistic change management program.

A comprehensive behaviour change program provides a strong platform to launch a successful greenhouse gas emissions reduction strategy as it works to achieve the essential buy-in from all levels of business.

Entering the right door

A useful model to develop an effective change program is the “7 Doors Model of personal voluntary change” developed by social change media consultant Les Robinson. Robinson’s model highlights four important factors that contribute to change. These are characterised as ‘predisposing’, ‘enabling’, ‘triggering’ and ‘satisfying’ factors.

Predisposing factors

Firstly determine the key drivers for change and set priorities.

The Australian Federal Government’s White Paper for the Carbon Pollution Reduction Scheme outlines GHG emission reporting levels for businesses. It is estimated that only the largest organisations such as Melbourne Water and Sydney Water will have mandatory obligations to obtain carbon pollution permits to match emissions from wastewater treatment plants.

This means that a regulatory driver to reduce greenhouse gas emissions is not present for the majority of water authorities in Australia. So the question is why would they bother to change?

Future gazing reveals that there will be a further decline in water availability alongside increased population growth. Communities have high expectations of water authorities to plan for the future, develop a culture of custodianship of the natural environment, reduce greenhouse gas emissions and manage water resources in the changing climate.

• Case study:
  
  A regional water authority conducted a “willingness to pay” survey in 2006 to determine customer sentiment around greenhouse gas emissions.
  
  Findings demonstrated that surveyed customers were willing to pay an extra A$30 on their water bills annually to ensure that the business reduced its greenhouse gas emissions. (Recent changes in the financial market may have affected this attitude.)

Enabling factors

Water companies need to understand how large their carbon footprint is.

Hands-on learning about how a greenhouse gas emissions profile is constructed within a water authority allows for the effective identification of actions for emissions reduction.

• Case study:
  
  Pumps are a large contributor to emissions, in fact they can consume up to 60 percent of a water authority’s electricity. Understanding this means a targeted and effective approach can be taken to reduce emissions.
  
  A strategy’s success also depends on staff buy-in. Simple wins at the beginning of the internal engagement process builds confidence amongst employees and demonstrates that the business is committed

Ways to achieve buy-in

• Utilise expertise from within the business to identify actions for emissions reduction
• Appoint change “champions”
• To secure momentum, appoint an overall facilitator
• Obtain a technical review of actions that will quantify potential benefits, ensure effectiveness and identify gaps that need addressing
• Have adequate representation from all areas across the water business, as all parts influence the emissions profile. Excluding key areas such as procurement and operations will not bring about the required overall cultural change

Triggering factors

Developing internal champions

A social environment fostering an innovative culture is vital to success. Fostering internal champions from across the business helps maintain focus. Frequently, internal champions are waiting to be discovered so it is important to identify people’s passion, skills and interests.

Enthusiasm for change within the business can be generated by starting with a trial project and reporting outcomes to the Board. Broadcasting success is a part of the process.

Satisfying factors

Walking the talk

Quick wins are important in any business change program. Short term actions implemented immediately after the introduction of a greenhouse reduction strategy demonstrate that the organisation is serious.

• Case study:
  
  A water business implemented a strategy to encourage employees to use bikes instead of motor vehicles. While advantages to that business in terms of emissions reduction were minimal, personal benefits through providing adequate bike, shower and changing room facilities demonstrated that they were ‘walking the talk’, even when the benefits clearly favoured staff.
  
  In addition, leading by example delivers the greenhouse gas emissions reduction message to the community via the employee, so change is more broadly embraced. 

Conclusion

From strategy to implementation, the reduction of greenhouse gas emissions requires commitment. Actions must impact across the business and viewed as genuine, not a ’green wash’.

Only when an effective internal engagement process is utilised will a business have a strong chance of achieving beneficial change. Effective change needs many champions.

Note: This story has been modified from a peer reviewed paper, “A Climate for Change: Implementing greenhouse reduction strategies within a water business”, presented at OzWater 09 in Melbourne, in March 2009.