Housing managers key to reducing the greenhouse gas emissions of multi-family housing companies? A mixed method approach

Abstract The building industry is facing a huge challenge as the industry sector carries much responsibility of the anthropogenic climate change: activities associated with housing alone account for as much as 30% of global annual energy demand. This demand derives not only from the physical characteristics of the buildings, but from the actions of the users, both end-users and professional managers. Even the best designed low-energy buildings will not perform as planned, if they are not operated properly. This study focuses on the role of professional managers in the energy and greenhouse gas (GHG) performance of existing urban and suburban housing. Several different types of housing companies with different housing managers are studied by both quantitative (input–output based hybrid life cycle analysis to estimate building performance) and qualitative (interviews to determine manager awareness and attitudes) means. It can be inferred from the study that housing managers through their attitudes and practices have a significant impact on the energy performance of buildings. Notwithstanding, managers feel as though they do not either have the responsibility or the power to make energy conservation a priority. Financial (long payback time) and even social (occupant discomfort) arguments are used to justify the lack of action. While housing managers readily hold the data, and have the professional skills for effective energy management, managers appear not to have an ethical motive for practicing energy-efficiency. In other words, managers have the potential to reduce the greenhouse gas emissions of housing companies, but the potential is currently not fully exploited.