A significant amount of responsibility falls on NHSBT estate teams, who work on supporting the transition of their estates to 'net-zero' through energy reduction. Sustaining their net-zero efforts will require changes in occupier behaviour and culture. Embedding a culture of Sustainability within the organisation is a pending challenge. This is where our research and involvement with NHSBT began.
Our research began with understanding the work dynamics and operations of NHSBT. We explored the roles and relationships between the estates and the environmental team. We found that Sustainability within the NHSBT was defined as living within the natural limits of the planet, while we understood it to be broader, involving socio-economic and ecological factors.
Our ethnography process in NHSBT London and the broader South East England centres helped us learn how the environmental, estate team, and occupiers engaged and interacted with the space as well as how they communicated and engaged with each other. Further Workshops and interviews helped us test our hypothesis, identify key insights and uncover critical issues that limit the success of sustainability incentives.
We uncovered three key insights that led to organisational challenges and underlining issues which limited engagement with Sustainability. Based on our insights, we created personas that reflected the different working styles of NHSBT staff. We mapped our personas based on whether they were process-driven, creative, proactive, or reactive. Doing this helped us to learn the adoption and engagement needs of different personas. It helped us formulate our problem statement and How Might We….
How might we create a service proposition that empowers NHSBT estates to learn, co-create and implement a sustainable culture within their estates so that Sustainability is relatable and relevant for employees?