Selling energy savings in the United Kingdom: A case study of top–down pro-environmental behaviour change in commercial office buildings

Abstract Energy saving in commercial office buildings is often frustrated by the complex organisational nature of the communities with a stake in building energy performance. While policy support and landlords’ sustainability aspirations can give impetus towards energy saving, most consumption and savings potential is in the hands of the tenant firms. Relevant research is often framed in terms of barriers and drivers of energy saving, where reasons for lack of saving are explored. This study takes an alternative approach. It offers two case studies of central London office buildings owned by different firms with large international building fleets, both of whom have a core business commitment to sustainability and are reporting significant energy savings in these buildings. Using qualitative interviews with the top–down agents who are charged with making savings happen, the study explores the reasons savings are being made despite the kinds of barriers found more generally. It finds sustainability agendas are being driven by highly motivated agents, skilled in the art of persuasion, with strong personal relationship skills, an indefatigable positive attitude, and the flexibility to change strategies where needed. The metaphor of ‘selling energy savings’ is coined to frame this approach.