Behaviour Change Program for Unilever Australia - Case Study Example

Running Head: BЕHАVIОUR CHАNGЕ PRОGRАM Bеhаviоur Change Program Name Institution Date Table of Contents Table of Contents 2 1.0 Introduction 3 2.0 The background of Air pollution from Motor Vehicles on the basis of sustainability 4 2.1 Issues that Exist 4 2.2 Why change is necessary 5 2.3 Benefits will be derived from specific changes to behaviour 7 3.0 Behavioural Changes Desired 8 3.1 Plans for the Program 9 4.0 Theoretical models, tools and resources available to achieve this change 10 5.0 How the group intends to use these change models and tools 13 6.0 Timetable for the program 14 6.1 Criteria for Evaluation of the Program 14 7.0 Conclusion 17 Reference 18 1.0 Introduction Air pollution is a key sustainability issue in many cities and even within organizations. This is because the condition of the air is a significant factor in influencing the sustainability of people’s lifestyles and production methods. The transport system is one of the contributory factors to air pollution. According to the Department of sustainability and Environment, (2013) the Australian transport system accounts for approximately 76 million tonnes of the total greenhouse emissions which is basically 13.5% of the total amount of emission in Australian. In deed the increase in the number of vehicles on the roads and the number of people who own vehicles is an aspect that has increased the air pollution levels. For instance in the context of Unilever Australia company, most of the employees own cars in which they drive to work each an every day. Yet, every employee is aware of the fact that exhaust from vehicles causes air pollution in terms of carbon monoxide, particulates (black soot) and hydrocarbons which affect the quality of air in which we breathe. In general the exhaust leads to what is referred to as greenhouse effect. In despite of such knowledge, there are also employees who drive cars that produce high rates of greenhouse emissions. This particular paper seeks to present a behavioural change program for Unilever Australia that is aimed at encouraging employees of to adopt new behavioural change in order to address the issue of air pollution from motor vehicles. The Behaviour of Employees at Unilever Australia As highlighted by the Four room’s apartment model of change, the employees of Unilever Australia can be categorized under the contentment stage. This is because the employees are actually contended with driving cars which emit gases that pollute the environment. Furthermore, although they are aware of the fact that the vehicles they drive cause pollution not only to the external environment, but also to the organization, no one requires or even demands for change. A notable issue is that no employee actually reflects on the issue of pollution. The employees of Company are just ‘’relaxed’’ although they are aware of what is required of them. Nevertheless, no one is willing to consider the fact that there is need for change, in order to reduce the rate of emission from mortar vehicles. 2.0 The background of Air pollution from Motor Vehicles on the basis of sustainability 2.1 Issues that Exist The objective of sustainability is to safeguard the well being of the ecosystem and human beings collectively (Gorham, 2002). It entails aligning human activities and civilization in order to effectively attain the needs of the present society and even the future (Gorham, 2002). According to Gorham, (2002) air pollution from motor vehicles on the other hand causes unsustainability. One of the ways in which air pollution from mortar vehicles is a problem of sustainability is based on the fact that it enhances the spread of respiratory diseases among human beings. A case in point is a study conducted by Vliet et al (1997) to investigate the implications of motor vehicle exhaust on children living near freeways. The study revealed that exposure to such motor vehicles emission has an effect on the respiratory health of the children. The study involved questioning a total of 1068 children. After conducting a logic regression on the questioners, the finding indicated that a number of the sample group had developed symptoms of chronic respiratory diseases such as upper respiratory irritation, lung cancer, chronic bronchitis and acute respiratory. The findings further revealed that the children frequently experienced coughs, running noses, wheeze and asthma. Air pollution from mortar vehicles is also a problem of sustainability due to the detrimental effects that it poses on crops. Murphy and Delucchi, (2009) reveal that over the last fifteen years, studies have indicated that emission from motor vehicles have contributed to reduced agricultural production. This is because motor vehicles related pollution damage the ozone. In the event that the ozone is damaged, the capability of crops to produce is limited. 2.2 Why change is necessary Change is the process that entails transition, substitution or transformation of the current state to a future state. There is need for change to be implemented amongst employees in the Unilever Australia Company. Hans (2009) highlights that change is necessary in order to lower the level of air pollution that is derived motor vehicles. As highlighted earlier motor vehicles have a great role in contributing to the level of emission. Yet within Unilever Australia Company most of the employees use motor vehicles as a major means of transport to their work place. As a result in order to reduce the level of emission that occurs from these vehicles, change is evidently a necessary aspect. Change is also essential for the purpose of creating awareness. Employees at Unilever Australia are aware of the fact that motor vehicles case emission. However, some who are not aware of the fact that; the type of fuel they use in their car also greatly influences the percentage of emission. Fuels usually differ in terms of the amount of energy and carbon they contain, as well as in terms of their implications on greenhouse emission. For example, table I below shows the amount of carbon that is produced for exhaust for every liter of a certain type of fuel. CO2 Tailpipe Emissions / Litre of Fuel Consumed Fuel Type CO2 Emissions Petrol 2.3 Kg LPG 1.6 Kg Diesel 2.7 Kg From the table presented above, it may seem strange that a larger amount of emission is usually produced as opposed to the liter of fuel. Nevertheless, this occurs due to the fact that oxygen is added from the atmosphere, then to the fuel when the process of combustion occurs to form Co2. The amount of fuel that a car consumes when travelling to a certain distance also matters. For example, LPG usually has a lesser green house emission level, as opposed to that of petrol. In addition, LPG is also advantageous than petrol because it consists of a lower content of energy. Consequently, equivalent vehicles are likely to use more of LPG as opposed to petrol when travelling at a particular distance. Diesel on the other hand has a higher percentage of greenhouse emission than petrol (The Department of sustainability and Environment, 2013). Change is also necessary in order to make a difference not only within the organization but also in society. Employees of Unilever Australia need to know that they can actually make a difference in the reduction of global warming. As a result embracing behavioural change on the issue is a significant aspect. 2.3 Benefits will be derived from specific changes to behaviour One of the benefits that can be derived from the behavioral change is that the employees will derive health benefits. For instance, if they adopt the approach of cycling to the work place, employees will be much healthier due to the exercise (Department of Sustainability, Environment, 2013). Another benefit is that employees will be able to cut costs. For example, if the employees choose to cycle to work or use the company bus, they will be saving on fuel costs (Department of Sustainability, Environment, 2013). Another benefit is that the employees will be contributing to the Unilever Australia corporate social responsibility initiatives. One of the basic of CSR in Unilever Australia is to reduce the level of emission in society (Department of Sustainability and Environment, 2013). 3.0 Behavioural Changes Desired After consulting with key stakeholder, the following behavioural changes were recommended: Considering alternative types of Fuel A variety of options exist in order to ascertain that vehicles can lower greenhouse emission. Based on this particular reason the employees of Unilever Australia Company can be educated to consider the option of using alternative fuels such as compressed natural gas (CNG), propane (LPG) and liquid natural gas (LNG) (Department of Sustainability and Environment, 2013). Regular Use of alternative modes of Transport Studies indicate that employees usually commute using their own personal cars in order to get to work early or even to get home early. As a result, of urgency every employee comes to work using their cars. This therefore increases the level of pollution. The Employees can however be encouraged to use alternative modes of transport such as using the company car. In addition, employees can also use bicycle when going to work instead of using their cars. Drumheller et al, (2001) highlights that bicycles are actually the most efficient transportation mode. This is because they produce no pollution and also are beneficial in terms of health. Encouraging Car sharing Many employees own their own cars so that they can use them whenever they need to. Individual ownership of cars increases the level of emission. In order to resolve this issue, the employee can initiate car sharing. For instance, if employee live in proximity, they can use one car when coming to work and also when going back home. A sharing program can also be designed in order to ensure that the car sharing initiative goes on for a longer period of time (Drumheller et al, 2001). Purchase Electric Vehicles The employees should also be encouraged to purchase electric driven cars. This is because Electric drive –cars are more effective than the normal engine mortar vehicles. Electric cars are currently available and are more appropriate as opposed to fuel powered vehicles (Drumheller et al, 2001). 3.1 Plans for the Program In order to implement the desired change among the employees of Unilever Australia, for them to be more conscious about environmental pollution that is derived from mortar vehicles. The following plan will be adopted. Step Action Taken I. Awareness Formation The group of employees are informed about the need to motor vehicle related emission 2. Persuasion of the employee to adopt the change Employee may react to the change differently. Other may resist, while others may accept the change. Persuasion is therefore significant. This can be undertaken by introduction of a change argent such as a facilitator from the department of Environment and sustainability 3 Provide Engaging Activities Activities that influence employees to accept the change will be provided. This include holding meetings, workshops and debates on the issue of air pollution from mortar vehicles 4 Implementation of the change The behavioural changes will then be put into use 5 Evaluation of the Change Analyzing the efficiency and effectiveness of the program 4.0 Theoretical models, tools and resources available to achieve this change The sevens door model will be a significant theoretical approach of implementing behavioural change among employees in Unilever Australia. The model proposes the need for a behavioural change facilitator in order to provide facts about the desired change. In the context of this particular change, the facilitator will be an official from the department. Creation of vision The vision will be grounded on the importance of a pollution free environment. It is essential for Unilever Australia employees to develop a shared vision of a pollution free environment. The vision will also be consistent with the global vision of lowering global warming in order to develop a sustainable society. As highlighted by the four room’s apartment model of change, the employees of Unilever Australia are within the containment level. This is because they are comfortable with the phenomena of their cars being pollutants. Nevertheless, if a vision is created whereby employees see the need of having a pollution free environment, then behavioural change will be possible to attain. Enabling Factors Developing an enabling factor entails introducing an enabling factor which can assist in implementing the change process. In this particular step a credible voice can be invited for instance, officials from the department of environment and suitability. The official is an individual who has implemented the change. In addition, he/she believes that adopting behaviour that reduces pollution from motor vehicles is workable and beneficial. Confidence building This involves instilling confidence to the employees that they can make it if they have self belief that they can implement the change. As argued by Saksvik, (2009) if the employees are able to develop confidence then they can effectively go through the behavioural change process. Convenience Convenience entails the inclusion of support services, infrastructure and products that may assist employees to lower the rate of emission from motor vehicles. These include; Support service ; Offering employees with fuel services LPG that have lower emission rates Educate employees on the significance of the behavioural change Infrastructure Ensuring the company staff bus is always available to transport the employees Provide bicycles within the organization for employees to use when moving to nearby areas Incentives Offer employees funds to purchase low emission vehicles Offer employees free tickets to purchase emission free fuels Invitation from Peers Based on the fact that change is a social phenomenon. It is also essential for the employees to encounter people who are actually living the dream of trying to reduce emission from motor vehicles. As a result, inviting more officials from the department of environment and sustainability is a significant aspect. Many employees from the department have practically adopted behaviour that is aimed at reducing emission fro cars for instance using emission free fuel, while other also cycle to work. Change Space Change spaces are significant in offering the employees techniques and tools that can assist in imitating the change. In order to maintain the behavioural change adopted the employees. The Human resource department will be charged with the role of organizing various workshops and also field trips. This will enable the employees to acquire more skill and knowledge about how to maintain a pollution free environment. Satisfaction According to Shah and Gardner, (2008) behavioural change should lead to satisfaction. If people are satisfied with the new behaviour, they will chose to sustain it, in order to preserve the gains accrued (Shah and Gardner, 2008). In order for employees of Unilever Australia to adopt the new behaviour of lowering motor vehicle related pollution, satisfaction is essential. Satisfaction can be derived for instance, from the costs of fuel. If employee purchase alternative fuels, they are bound to save costs and save more money. This may therefore bring about a sense of satisfaction and thus they may develop desire to preserve the gains. 5.0 How the group intends to use these change models and tools The group will use the change models and tools in a variety of ways. Foremost, the employees should collaborate with the facilitator who is official from the department of Environment and sustainability. Also, in the event that the Human resource department organizes workshops on the issue of air pollution from mortar vehicles, the employees are required to attend effectively. The group of employees is also expected to adopt a shared vision of reducing emission in the entire society. In case the management provides incentives and also infrastructure, for instance, additional company buses and bicycles within the organization. The group will use such facilities. 6.0 Timetable for the program Stage of the program Time period Individual Responsible Creation of awareness 2 Weeks Hr Department , Project manager Persuasion of the employee to adopt the change 2 Weeks Hr Department , Project manager Provide Engaging Activities 2Months Hr Department , Project manager Implementation of the change 4 Months Hr Department , Project manager Evaluation 5 Months Project team 6.1 Criteria for Evaluation of the Program Evaluation of the program is significant based on the fact that it will facilitate analyzing the efficiency and effectiveness of the program (Royse &Padgett, 2009). The following criteria will be used for the evaluation of the program. The criteria will be both qualitative and quantitative Quantitative Evaluation Criteria Finding How many employees were involved in the program How many areas of the behavioral change were adopted What percentage of the employees that encountered the program adopted each of the behavioural change What percentage of employees remained until the end of the program What were scores were recorded for each employee involved in the program Quantitative Evaluation Criteria Finding To what extent are the employee satisfied with the program What is the perception of the management concerning the program What is the impact of the program on the level of pollution What are the views of the employees concerning the quality of the program What challenges did the program face 7.0 Conclusion The report presents an exclusive program of how employees of Unilever Australia. Australia can adopt behavioural change in the issue on air pollution. The paper has identified the employee to be within the contentment level. Consequently, there is need for the organization to adopt new behavior that can eliminate the air pollution from mortar vehicles. In conclusion, this paper acknowledges the need for such a program in the company. If the program is introduced and implemented effectively, it will be possible to attain behavioural change on the issue of air pollution from motor vehicles. Reference Drumheller, B, Quaid, A, Wyman, M. (2000). Sustainable transportation options for protecting climate change. International council for Local Environmental Initiatives. Department of Sustainability, Environment, Water, populations and communities. (2013). Retrieved From Read More