‘IT’S THE SOFT STUFF THAT’S HARD’: Small and medium sized enterprises (SMEs)1 make up 99% of all

businesses worldwide, use 13% of energy, and may be

INVESTIGATING THE ROLE PLAYED BY LOW responsible for 20% of carbon emissions in the UK (IEA, 2015;
CARBON SME ADVISORS IN SUSTAINABILITY AXA, 2008)i. There is significant potential for SMEs to reduce their
energy consumption and associated emissions. For instance, 18-
TRANSITIONS.
25% energy savings can typically be made through efficiency
Sam Hampton, Environmental Change Institute, University of measures, up to 37% of which require no capital investment
Oxford (DECC, 2014). However, take up of these cost-effective
opportunities is low. Research has shown that owner-managers
ABSTRACT often perceive their businesses to have little impact on the
environment, and consider pro-environmental actions expensive
Significant public funds are invested in low carbon advisors to
(Revell and Blackburn, 2007). Drivers such as corporate social
support SMEs to reduce carbon emissions on a regional basis.
responsibility (CSR) and environmental legislation have been
Little research has been conducted on their experiences and
shown to be less motivating for SMEs than larger enterprises
practices, nor their place within the context of local business
(Williamson et al., 2006; Wilson et al., 2012).
support policy. Findings draw on interviews with 19 advisors in
the UK as well as the author’s four years’ experience as an There is wide acknowledgement that the private sector is failing
environmentally focused business support practitioner. to deliver the energy and carbon savings from SMEs at the speed
Establishing and sustaining engagements with SMEs on the topic and scale required to meet national targets for decarbonisation
of pro-environmental behaviours is a multi-faceted problem. (Committee on Climate Change, 2016). Public policy therefore
Advisors typically approach businesses with promises of cost has an important role in supporting SMEs to reduce their
savings rather than using environmental messaging, and focus environmental impact (IEA, 2015). However, SME groups are
their resources on the provision of building energy audits and typically resistant to conventional ‘hard levers’ such as tax and
technical advice. Advisors rarely engage SMEs in values-based regulation (Hampton and Fawcett, 2017). Across the EU, the
discussions, or by seeking to understand how and why energy is favoured approach to low carbon policy for SMEs is based on
used in the course of everyday business practices. The paper providing incentives such as grant funding and face-to-face
argues that face-to-face meetings could be better utilised if support, which is typically implemented alongside conventional
‘softer’ skills were deployed alongside technical expertise. It business support policy, focused on economic growth and job
discusses the limitations of growth-focused support in the creation (DCLG, 2015). Although it is acknowledged that SMEs’
context of environmental objectives, and calls for a shift in the environmental impact goes beyond their consumption of energy,
culture of advice-giving, supported by social scientifically- as the single largest source of emissions, energy attracts the most
informed policy. policy attention and investment of resources. The focus of this
paper therefore reflects the focus of low carbon advisors: on
KEYWORDS energy efficiency opportunities for SMEs.
SMEs; middle actors; intermediaries; environmental policy;
Within the prevailing incentive-based model of policy, low carbon
business support; low carbon transition
advisors are shouldered with significant responsibility. Alongside
direct grant subsidies, their recruitment, training and
INTRODUCTION deployment represents the largest investment of public funds in
supporting SMEs to reduce energy consumption and carbon
emissions (DCLG, 2017). This emerging group of governance
stakeholders are tasked with engaging and recruiting SMEs to

1 1
Small and medium-sized enterprises are defined by the million or a balance sheet total of less than or equal to €43 million
European Union as businesses that have fewer than 250 (European Commission, 2003)
employees and either a turnover of less than or equal to E50

1
projects; identifying cost-effective investment opportunities; business friends and consultants each more likely to be called
providing expert advice, and encouraging pro-environmental upon than government agents (Bennett, 2008; Sivaev, 2013).
action (Parag and Janda, 2014; IEA, 2015). However, most SMEs do not actively seek advice relating to their
environmental performance (Parker et al., 2009). This is partly
Despite significant the resources and responsibilities invested in because owner-managers perceive their businesses to have little
low carbon advisors, they remain significantly under-researched. impact on the environment, and pro-environment action to be
Little is known about the experiences and practices of delivering expensive (Revell and Blackburn, 2007; Simpson et al., 2004).
low carbon business support to SMEs, nor is there definitive SMEs therefore express a strong preference for the free provision
evidence on how best to deliver emissions savings. Although the of low carbon support (Parker et al., 2009).
latter issue is beyond the scope of this study, this paper addresses
the former research gap by providing in-depth, qualitative
insights into the role of the low carbon advisor. For an academic
audience, it contributes towards a growing literature concerned The provision of low carbon support for SMEs delivered by the
with the changing landscape of environmental governance private sector without subsidy is relatively small. Energy services
(Marsden et al., 2014; Turnheim et al., 2018); raising the profile companies typically focus on higher energy consumers (Bertoldi
of these actors as important stakeholders for the sustainability et al., 2006), and sustainability consultants target larger
transition. It challenges practitioners to be creative and corporations, more likely to have corporate social responsibility
ambitious; to develop and deploy ‘soft’ skills which will both (CSR) objectives (Revell et al., 2010). By contrast, Spence (2007)
enable them to engage SMEs in values-based discussions, and to found little evidence for competitive advantage gained by SMEs
focus on how and why energy is consumed in everyday working undertaking CSR initiatives. There is a significant marketplace for
practice. Finally, it questions the prevailing design of governance assisting SMEs to switch energy supplier, and 85% of UK SMEs are
and funding structures, and appeals to policy makers to generate contacted by brokers per year (Lomax and Parry, 2015). However,
people-centred policy, informed by social science. these intermediaries have little incentive to advise SMEs on
reducing demand.
The next section describes the state of business support in the UK
and reviews academic and policy literature on the role of low Despite the often compelling business case for investment in
carbon middle actors. Section three describes the methods used energy efficiency, studies have shown that uptake is low amongst
to gather data for this empirical study. Research findings in SMEs. Energy expenditure makes up a relatively low proportion
section four portray the practice of low carbon advice-giving for of average SME operational costs, with 66% and 71% of small
SMEs. Evidence shows that supporting SMEs to reduce their businesses reporting spending 10% or less on electricity and gas
carbon footprints is a difficult challenge, requiring agility, respectively (Lomax and Parry, 2015). This means that efficiency
salesmanship and a balance of technical and ‘soft skills’ on behalf measures are likely to be a peripheral consideration for SMEs
of advisors. Participants’ views on low carbon policy are also (DECC, 2014). Described as the ‘energy efficiency paradox’
presented. The discussion points out that face-to-face meetings, (DeCanio, 1998), the low uptake of energy and emissions savings
workshops and local SME networks are expensive options for opportunities is considered by the UK government and EU to be
support provision, and highlights opportunities to make better a market failure (DECC, 2014; European Commission, 2017).
use of these interactions. The conclusion summarises the Consequently, there is wide acknowledgement that the public
implications of this research for low carbon advisors and their sector has a role to play in providing incentives and support for
funders. SMEs to engage in pro-environmental actions (Baranova and
Paterson, 2017).
LOW CARBON BUSINESS SUPPORT In England, publicly funded assistance for SMEs to reduce their
environmental impact is integrated into the broader provision of
business support, through Local Enterprise Partnerships (LEPs)
External business advisors are used by over 90% of businesses in
and Growth Hubs (Britton and Woodman, 2014). The primary
the UK (Mole et al., 2017). The majority of advice (75%) is
objectives of these organisations are to stimulate growth and
provided by private sector sources, with accountants, customers,
generate jobs across the economy (Coutu, 2014; Heseltine,

2
2012). A large proportion of funding for supporting SMEs comes emphasising the importance of engaging with intermediaries in
from EU sources such as the European Regional Development both the private and public sector (DECC, 2016). The report aims
Fund (ERDF), which is overseen in England by the Department for to prompt policy makers to incorporate advisors into their policy
Communities and Local Government (DCLG). Organisations such design with questions such as ‘do you have a sense of what/who
as LEPs bid for funding for projects which target SMEs with the ‘trusted sources’ are for the organisation(s) you seek to
specific objectives including job creation, research innovation or influence?’. Another report for the International Energy Agency
the acceleration of smart technologies (DCLG, 2015). puts it more bluntly: ‘Go to trusted intermediaries. TRUST IS
EVERYTHING.’ (Mourik and Rotmann, 2013, p. 10).
With environmental concerns rising up the EU policy agenda, one
strand of ERDF funding is dedicated to ‘supporting the shift Despite the acknowledgement in this policy literature of the
towards a low carbon economy’. Worth £580m in the UK over importance of local networks and trusted advisors for SMEs,
2014-2020 it includes ring-fenced budgets for promoting energy recent academic research has criticised the top-down framing of
efficiency and renewable energy generation in SMEs. At the time these actors, as discrete and passive ‘intermediaries’, operating
of writing (December 2017), £99m had been committed to local between government and small businesses. Janda and colleagues
low carbon projects, each targeting SMEs with offers of low have argued that this fails to accommodate the complexities of
carbon support (DCLG, 2017). Of these projects, a majority offer their everyday experiences, motivations and working practices
energy advice and audits and grant subsidies for investment in (K. Janda et al., 2014; Parag and Janda, 2014; Killip, 2013). The
new energy-saving equipment, although some projects offer term ‘middle actors’ is preferred, as a way of emphasising their
other services such as feasibility assessments for the deployment independence and refocusing attention onto these stakeholders,
of renewable generation, and the translation of research. Low who play an increasingly important role in the changing
Carbon Workspaces is an archetypal project, offering free energy landscape of environmental governance (K. Janda et al., 2014;
audits SMEs in Buckinghamshire and Hertfordshire, and grants of Turnheim et al., 2018). A number of studies have identified the
33% towards investments such as low energy lighting, efficient role played by builders and installers (Killip, 2013; K. Janda et al.,
heating systems or efficient process machinery. The £2.5m 2014; Owen et al., 2014; Wade, 2016); as well as landlords and
project employs four low carbon advisors, responsible for data providers (K. B. Janda et al., 2014; Janda et al., 2016).
recruiting SMEs, conducting energy audits and advising on However, much of this research deals with middle actors as
emissions reductions opportunities. influencers of energy consumption in domestic buildings,
(O’Keeffe et al., 2016), and a need for further research on SME
THE ROLE OF LOW CARBON ADVISORS advisors and business network-facilitators has been identified
(Parag and Janda, 2014). This research responds to these calls by
focusing on low carbon SME advisors as an increasingly important
The important role of low carbon advisors is acknowledged in group of environmental practitioners, playing a crucial role in
international policy literature, with a number of government bringing about a transition to a low carbon economy. While
supported organisations producing best practice guidance for addressing them as middle actors rather than intermediaries may
funders, managers and advisors. The International Energy be seen as a matter of semantics, the former phrase helps to
Agency’s report on ‘accelerating energy efficiency in SMEs’ sets emphasise their role as distinctive stakeholders.
out a ten step pathway for programme managers based on case
studies from around the world (2015), while the Australian The importance of networks is supported with strong evidence in
Energy Efficiency Council frames SMEs as ‘buyers’ of advice and literature on SMEs and the environment, which has found that
support services, highlighting ways in which energy efficiency can found that firm-to-firm collaboration and peer learning help to
be sold by middle actors (EEC, 2016). A UK government study foster pro-environmental actions and energy efficiency
recommends that ‘enablers’ use accessible language, tailor their investment in SMEs (NCBS, 2006; van Kleef and Roome, 2007;
approaches to each business, and aim to build long-term Mallaburn, 2016; EEC, 2017; Lawrence et al., 2006). However,
relationships (DEFRA, 2006). Addressing an audience of policy there are few examples of autonomous sustainability-focused
makers across departments, a more recent UK government business networks, pointing to the need for publicly funded
report identifies insights into organisational decision making, middle actors to promote and facilitate exchanges between SMEs

3
(IEA, 2015; Mallaburn, 2016). In their study of a Knowledge directly relevant to low carbon SME advisors, whose job it is to
Exchange programme, North and Nurse (2014, p. 39) highlight engage with a variety of individual business-people. This
the role of the publicly funded advisor, finding from their literature indicates that a key competence for low carbon SME
empirical research that ‘what the private sector could not advisors is the ability to engage with business leaders in
replicate alone was the helpful hand-holding that enables a discussions which go beyond the technical characteristics of
symbiotic, long term relationship between enthusiastic and energy efficiency investments, to include discussions about
committed SME owners and knowledgeable business advisers to organisational values and conversations about the environment.
develop’. Other research corroborates the idea that networks are If so, then the character, integrity and competence of business
successful only if a culture of mutual support and learning can be advisors become critical factors for success (Robson and Bennett,
engendered, requiring a range of ‘soft skills’ on the part of the 2010).
middle actor (Bruijn and Lulofs, 2001; Parker et al., 2009; Mourik
and Rotmann, 2013). The second approach emerges from recent usages of practice
theory within social scientific research on energy consumption.
Little has been written in the academic literature about the best Authors such as Shove and Gram-Hanssen have helped to shift
strategies for developing effective, supportive relationships the focus of research away from the notion of individual
between low carbon advisors and SMEs. However, two distinct behaviour change (Gram-Hanssen, 2010a; Shove and Walker,
approaches can be identified from the small number of empirical 2014). With a focus on the practice as the unit of analysis, this
studies. The first relates to the importance of personal values in theoretical framework has shown how social norms and material
guiding action, and the second attends to existing business infrastructures influence the ways in which energy is consumed,
practices. as emissions-producing activities become embedded in everyday
activity (Gram-Hanssen, 2010b).
Evidence has demonstrated that SMEs are less likely to follow
formal decision making protocols such as cost-benefit analysis While practice theory has been extensively employed by
than larger firms when taking pro-environmental action (Revell researchers of energy demand in the domestic setting, few
and Blackburn, 2004; Spence, 2007; Banks et al., 2012; studies have applied it to organisations and working practices (K.
Mallaburn, 2016). For smaller organisations, the characteristics Janda et al., 2014; Powells et al., 2015; Hampton, 2017).
of owner-managers are likely to be more influential, with pro- Hargreaves ethnographic study of ‘environment champions’
environmental decisions such as investment in energy efficiency working within a small UK business is one notable exception
likely to linked to the values and preferences of individuals (Hargreaves, 2011). Shadowing an internal behaviour change
(Hammann et al., 2009; Battisti and Perry, 2011; Williams and project, he uses practice theory to identify the mundane ways in
Schaefer, 2013). Given this, Schaefer and colleagues (2018) which energy consumption is embedded in everyday working
suggest that before trying to persuade SME managers of the need practices. He argues that a practice perspective can help to
to act on climate change, understanding the values and beliefs of identify footholds for change, which may be more effective than
individuals is necessary. They adapt Schwartz’ (2012) value appealing to individuals’ attitudes or values. Hargreaves’ study
system to develop a typography of SME managers according to suggests that a close attention paid to everyday business
their personal and professional values. Whereas previous practices in small organisations may be necessary to bring about
literature on pro-environmental values from SME managers have effective pro-environmental change.
tended to make a binary distinction between self-transcending
and self-enhancing values (Florea et al., 2013), Schaefer et al Also employing practice theory to analyse extensive survey and
point to the wide variety of values which underpin SME interview data, Powells et al. (2015) identify opportunities for
approaches to the environment. These include power values, SMEs to engage in smart grid management through demand side
where motivations include wealth and efficiency, to achievement response. The authors argue that while the majority of empirical
values, where managers strive for positive, visible outcomes, and studies address the organisation as a unit, focusing on business
universalism, where concern for social justice or environmental practices can help to identify opportunities for demand flexibility.
issues actively motivate individuals. Such contributions towards Moving away from the conventional framing of SMEs as an
understanding the values and motivations of SME managers are amorphous population of hard-to-reach, inflexible consumers, an
attention to practices can help to identify opportunities for their

4
active involvement in the energy system. Although Hargreaves environmental issues, while two participants each had more than
and Powells et al’s studies demonstrate the value of a practice 15 years’ experience, including providing reports for central
perspective, they also demonstrate the need for extensive government on the issue. The remaining 14 each had between 3-
qualitative methods in support of their findings. The implications 15 years’ experience as low carbon advisors in various roles. Of
for low carbon advisors are that paying close attention to the the 19 interviewees, nine were female.
mundane ways in which energy is consumed – and could be saved
- in organisations requires a commitment of time and attention The author has four years’ experience of low carbon business
as well as knowledge of business practices. Additionally, just as support and holds a current position on an ERDF funded project,
values based engagements require middle actors to deploy advising SMEs. Findings below include insights from a carbon
advanced interpersonal skills, practice-led engagements demand footprinting calculation for a printing firm, and from two
a sensitivity to team dynamics and the often contested role that workshops hosted for SMEs on the subject of ‘green growth’
energy plays in organisations (Hampton, 2017). (Blundel et al., 2017).

First-hand experience of advising SMEs allowed discussions with

METHODS interviewees to flow freely, covering themes including advisors’
experiences of working within and alongside the growth-focused
business support industry; preferred approaches to engaging
This study draws on qualitative data from semi-structured
SMEs; challenges encountered; the skills required for the job; and
interviews with 19 low carbon advisors from the south-east,
reflections on the broader policy context. Interviews were
south-west, north-west, midlands, and east of England. 15 were
conducted from October 2016 – August 2017, lasted between 30
employed by publicly funded organisations, providing expert
and 60 minutes and were transcribed verbatim. Transcripts were
advice, energy audits and match-funded grants for SMEs. 13
then compiled using a spreadsheet and coded according to
advisors were part-funded by the ERDF. The majority focused on
emerging themes. Following Bryman’s ‘steps in qualitative
promoting energy efficiency, although other services offered by
research’, interviews and analyses were conducted concurrently,
participants included feasibility assessments and grants for
and advisors continued to be recruited to the study until themes
renewable energy; supporting low carbon innovation through
and ideas began to recur, reaching ‘theoretical saturation’
knowledge exchange partnerships between SMEs and
(Bryman, 2012). The findings presented in the following section
universities; and attracting SMEs to diversify into the offshore
are organised according to the major themes which emerged.
wind supply chain.

Additionally, four respondents were recruited from the private FINDINGS

sector to offer alternative perspectives on the use of public funds
for supporting low carbon advisors. These were a business park
landlord, an energy broker, and two general sustainability THE MULTI-FACETED CHALLENGE OF ENGAGING SMES
advisors. Each had experience of advising SMEs on ON THE ENVIRONMENT
environmental sustainability, and were familiar with publicly
Representing 99% of businesses, SMEs are extremely diverse.
funded business support services, either in previous roles or
Defined in the EU as organisations with fewer than 250
having assisting clients with grant applications.
employees, they vary in size and structure, occupy a range of
Interview participants were recruited through personal and building types and use energy for a wide variety of different
professional networks. The rate of positive responses was very business practices. Table 1 categorises quotations from
high, with all but one regional support programmes that were interviews with advisors based on different reasons why it is
approached putting forward at least one advisor for interview. challenging even to initiate engagements with SMEs in publicly
Participants’ experience of advising businesses varied funded programmes of business support. These reasons emerged
significantly. For three interviewees, their current role was their from coding of interview transcriptions. As one manager of an
first professional experience of advising SMEs on energy and energy efficiency grants programme put it: 'it’s amazing how
difficult it is to give away money' (RD).

5
 Table 1. The challenges of engaging SMEs with energy and environmental projects

Challenges Interview Quotations

Heterogeneity  ‘SMEs are not a sector. You have to have a sector focus, with special things to make small
companies think it is relevant to them.’ (GM)
 ‘Who you’re dealing with varies with the size of the business, so the drivers change a bit
too.’ (RD)
 ‘We created a system to learn what works for businesses, by opportunity type, by sub-
sector, by geography, by intervention type. Not everyone is going to have enough
potential to save money or carbon or kWh to warrant them having a one-to-one service.’
(NS)
Non-strategic  ‘People are so busy running their day to day business that they can’t find time and can’t
character prioritise it.’ (NA)
 ‘SMEs have such a high workload. Whereas larger organisations might have a fleet
manager or equivalent, these things are often a bolt-on to somebody’s job. Somebody who
is already chocka.’ (NA)
 ‘It’s not at the top of anybody’s list. The environment can always wait another day,
whereas that order that you’ve got to get out for that customer, or that massive issue
you’ve got with that set of employees, or whatever. They’ll always shout louder and be
more in someone's comfort zone, and more understood in terms of the risks of inaction
and the benefits of action.’ (NS)
Defensiveness  ‘You do get people who say 'oh yes, it’s fully insulated’ because they just want to tell you
it is. They are a bit protective, and want to think 'I’m doing everything I can.'’ (OR)
 ‘People always think it’s a solution for somebody else. It’s for other people. ‘I’m not part
of the problem’’. (SL)
Unclear  ‘It’s nobody's job…. if you're speaking to the MD they don’t really know much because
responsibility it’s the finance girls who pay the bills. And the finance girls have no idea what a kWh is
or whether the bill is right or wrong, and they probably haven’t been doing the readings
because that might be a caretaker or facilities guy.’ (OR)
 ‘It’s trying to explain to a number of different laymen from various different backgrounds,
who maybe aren’t the people who make the decision in the first place. Speaking to admin
assistants about the programme isn’t really the best use of our time! They'll write
something down saying: 'Someone from the council rang up'. And then someone says:
'Oh if they're from the council I’m not going to ring them back because they probably
want something.’ (OR)
Lack of  ‘The problem is actually getting businesses on board, because a lot of them don't even
awareness, know what renewables are.’ (GD)
knowledge and  ‘A lot of businesses seem to think that it’s some sort of scam or catch.’ (GD)
interest  ‘A company would ideally like a case study of a company next door to it, that did the
same thing but wasn’t a competitor!’ (GM)
 ‘It’s not the kind of thing that is at the top of business’s list. So a flyer or a poster, or
social media - the sort of stuff that works for more traditional business support, is much
harder to deliver here.’ (NS)

6
Given the challenges of engaging SMEs with support All the low carbon advisors interviewed for this paper
programmes, marketing techniques and salesmanship were described strong environmental motivations and a passion for
considered crucial for low carbon advisors: sustainable business. However, most advisors suppressed
these personal values when engaging with SMEs, expressing
‘You’ve got to sell the concept, and you've got to scepticism about ‘green’ messages being effective for
sell the funding - despite the paperwork. Adding
motivating their target audience:
the CSR element to it tends to help with the
larger businesses. For the smaller businesses it’s
about how much time they're saving.’ (OR)
‘We weren’t saying: 'you're going to save the
planet. People are going to love you'. No. It was
‘I used to tell people they had to get their
about making sense to the business, saying
application in by Friday to stand a chance of
'you'd be stupid not to do this, because it’s going
them getting the grant. Whereas actually they
to save you money, help with staff retention,
had at least 6 months! It’s just applying universal
with productivity.' (NA)
sales techniques.’ (JC)
‘Every time I speak to businesses I tell them they
The sales aspect of the role was a source of frustration for can save money, that’s the main focus. I know
some advisors. Most interviewees had been trained in the business is not going to be that interested in
environmental science and policy, and some had not being green. Even though they should, it’s just
one of those things.’ (GD)
considered the importance of sales skills when taking the job:

‘There is too much sales in this job I’m afraid.’ “We're looking to imbue the project with our
(OR) ethics, in everything we do. But there is a
sensitivity with respect to marketing, because
‘A lot of our officers had come in wanting to you're approaching a market which is not
work for a charity and didn’t have that sales necessarily aware or wants to know about
head on. What they would call cold calling: reducing their carbon footprints.” (BA)
trying to make those initial contacts with
businesses. They found it difficult and were These findings indicate that engaging SMEs with low carbon
sometimes reluctant to do it. Eventually we projects, even where grants and free advice are available, is a
employed a telemarketer to set up significant challenge, requiring targeted marketing
appointments for project officers and then that
approaches and salesmanship. When attempting to make
was a complete turnaround.’ (SL)
their communications salient for SMEs, this sample of low
carbon advisors emphasised cost savings and down-played
When describing the language and marketing approaches
environmental messages. They assumed that appealing to
used in promoting their low carbon projects, all respondents
SMEs’ values and sense of responsibility would be ineffective.
described financial savings as being their primary message.
The next section describes how, after SMEs are engaged with
a project, delivering cost and emissions savings presents
‘It’s pretty basic really - we go on the pound sign. another set of challenges for low carbon advisors.
That’s how we sell these programmes to
businesses. We've come across it time and time ‘IT’S THE SOFT STUFF THAT’S HARD’
again: when we rock up with a clipboard and say
we're from the County Council, the shutters Once the difficult task of engaging an SME in has been
come down.’ (SC) achieved, low carbon advisors face a set of new challenges in
delivering emissions reductions. This section describes three
‘You have to make a business case. Whether challenges emerging from interviews: (1) a wide variety of pro-
that’s short term or whether that’s a strategic
environmental options are available; (2) evaluating these and
business case, you have to sell it in those terms.’
(JC) measuring impact can be a complex undertaking; and (3)

7
providing tailored, sustained support to SMEs is expensive, consuming undertakings, most advisors defended the value of
time consuming and requires a range of competences. these interventions:

SMEs can reduce their environmental impact in myriad ways.

Replacing lighting, insulating buildings, recycling waste, ‘A business might come to us saying we want
reducing staff energy use and procuring green supplies are just some new LED lighting, but actually we've found
measures such as installing variable speed drives
some of the options available. Evaluating the costs and
which would cost a fraction of the lighting but
benefits of each option and measuring their impact requires a would save significantly more money and
level of expertise and investment of time which can detract carbon.’ (RD)
from the positive intention to take pro-environmental action.
‘We spoke to a firm who just wanted their lights
One example of this complexity is illustrated by advice doing, but from speaking a little bit it turned out
provided by the author of this paper, working with a self- they do quite a lot of overnight work with their
employed advisor to conduct a carbon footprint assessment machinery. The compressor was being left on for
for a small printing firm. The SME wished to buy carbon offsets 8 hours while it wasn’t being used. So instead we
helped them buy a remote dead-man’s switch
equivalent to their operational emissions. From the printer’s
system.’ (OR)
perspective, becoming ‘carbon neutral’ was a simple
objective: having already signed up to a green electricity tariff These examples illustrate the value that an experienced
and procuring 100% recycled paper, they wished to celebrate advisor can offer in directing efforts and optimising
their environmental credentials. However, the footprint investments. However, most face-to-face visits undertaken by
assessment and offset calculation was far from simple. It is a advisors are focused primarily on building characteristics, the
matter for debate whether purchasing green electricity technical potential of energy efficiency and payback
through a retail tariff can qualify as carbon neutral. The two calculations. Advisors rarely focused their interactions on
advisors consulted guidelines, and exchanged with the SME’s understanding how energy was consumed and managed in the
green electricity supplier and a third advisor, with no course of everyday working practices, nor the processes of
consensus reached on the appropriate methodology. decision-making unique to the firm. One experienced advisor
said:
Further issues arose when the advisors explained to the SME
that the carbon benefits of procuring sustainable paper could ‘I’ve seen 10 billion projects start and fail
because all they do is go in and do an audit, write
only be accounted for either at the beginning or end of the
a report, leave a report, walk away. Nothing
product life cycle. This meant the printer could account for happens and I get absolutely infuriated because
either the benefits of purchasing from recycled sources, or it is not just information failure, it’s a wider,
their customers’ recycling activities, but not both. Interpreting more complex market failure.’ (NS)
comprehensive global standards for environmental reporting -
whose main subscribers are large corporations – was a Most interviewees were aware of these dangers, and agreed
challenge for three advisors working together, and with the need to accompany SMEs on a journey from initial
unsurprisingly led to confusion and frustration from the SME engagement through to measurable emissions savings. On the
perspective (for a sense of the complexity, see World one hand, funding and governance structures appear to be in
Resources Institute, 2015 and; Carbon Trust, 2015). place to enable the end-to-end support of SMEs. However, on
the other, delivering in-depth support appears to be
Full organisational carbon footprints were rarely carried out by
challenging for low carbon advisors, one of whom said: ‘it’s the
the advisors interviewed for this study however, and the
soft stuff that’s hard’. Interviewees described a set of skills
majority of advisors worked on projects which provided SMEs
required when attempting to engage businesses in discussions
with environmental or energy assessments and tailored
beyond initial assessments and audits, including the need for
recommendations reports. While acknowledging that
‘tact’, and to ‘establish trust and credibility’:
collecting energy consumption data, on-site visits and
producing comprehensive reports were expensive and time-

8
 ‘You need to ask what the SME wants and learn actually quite long. But people see them and
from them, not just talk to them like they’re think 'oh I want some of them'. (WR)
school children.’ (NI)
‘A lot of them are keen on this environmental
‘You actually find you can get better savings and stuff. Some businesses you’ll visit and see
impacts by asking a little three-year old's they've done lots of little projects for no
questions: 'why do you do it this way; how do apparent business or financial reason, just
you do it?'’ (OR) because they know it’s the right thing to do.’
(WR)
‘What works is putting an experienced advisor
face-to-face with a client, so that the message
can be tailored specifically. What works is a This finding was corroborated in a workshop hosted as part of
conversation.’ (NS)
this research, where an SME owner-manager explained how
cost failed to capture the full range of motivations for their
These quotations indicate an awareness amongst advisors that
pro-environmental actions:
paying close attention to mundane business practices can help
to identify opportunities for reducing energy consumption or ‘We decided we would invest in renewable
environmental impact. Despite the apparent simplicity of the technology because if nobody ever did it then
approaches described, asking basic questions requires there would be no research, no economic drive
confidence, gained through experience. Two senior project to develop that technology. So it was a loss
leader. No, not a loss leader. It was a loss. But
managers emphasised that finding and recruiting advisors
we decided we would make that sacrifice. Solar
with extensive business knowledge, management experience panels, wood-chip boiler. Not an easy ride. But
and the persuasiveness of a skilled salesman is a significant we decided because we were in a position
challenge: where we can do a little bit, we would put
something into the system for future
‘We needed staff who could do the project generations.’
management and the delivery side of things,
working with the businesses. Its two different
With evidence of SMEs diverging from the principles of
skillsets together. It’s very rare to find someone
who’s got both of them.’ (SC) rational economic decision-making, advisors felt that
developing personal connections with SME owner-managers
‘Securing that agreement to start a journey, to should be a priority. However, only a small number of
go and have a look at a business and to identify interviewees described cases in which they had managed to
things that are not going well, and things that discuss the meanings sustainability or the purpose of energy in
could be improved, is a delicate process to go the context of organisational culture and everyday business
through. You need advisors who can influence
practices.
and who can manage change.’ (NS)
One advisor worked on a project which hosted workshops for
BEYOND THE ‘WIN-WIN’: DEVELOPING MEANING FUL SMEs on different aspects of sustainable business, ranging
ENGAGEMENTS from energy efficiency to the benefits of active travel for the
environment and staff wellbeing. This advisor was wary of the
Despite the dominance of technical and cost-saving tendency within environmental advocacy to over-emphasise
approaches and ‘win-win’ marketing narratives, several the benefits of pro-environmental action without
advisors told stories of SMEs investing in technologies where acknowledging its costs. Sceptical of the effectiveness of
payback periods were only a minor consideration: presenting a series of successful case studies, she emphasised
the importance of learning stories (Janda and Topouzi, 2015):
‘That LEDs look nice is a big factor in people's
decisions. People like them. The payback period
for LED panels might be 4 or 5 years, which is

9
 ‘It wasn’t just 'sustainability is wonderful, it’s a posed some fundamental questions to SME owner-managers:
great thing to do (if you have endless money and ‘why did you start, what were your initial values, and how are
time!)'. It was: 'the reality is we had to slug away, you aligning those with how you're financing your organisation
but you can learn from our experience and not
and your procurement.’ Reflecting on this, she said:
have to repeat the same thing.’ (NA)
‘We were trying to line up people's values with
Despite possessing strong environmental values themselves, business. Why do they go into business? Usually
advisors felt that it was more challenging to engage SMEs they're individual people or a family who are
when the focus of the discussion was on organisational culture really passionate about something and they
start a company. But then often their values
and values, as opposed to technical assessments. One advisor
drop away over time because of the demands of
said: ‘it’s really hard to talk to someone about that softer side
business. They might want to grow, and they
if that’s not what you're there for’. This finding suggests that might ‘sell out’. There are lots of challenges
the framing of initial engagements with SMEs then influences around that… it was a tough workshop. You
the nature and scope of the conversations when visits are could tell how challenging it was for people
carried out. The ubiquity of cost-based, technology focused because their morals were saying 'what I’m
marketing approaches makes it difficult for advisors to turn doing is at odds with why I started the company,
or my personal values, but I see no other way of
discussions towards values and corporate responsibility.
negotiating the system.’ (NA)
However, the same advisor indicated that while conducting an
energy audit, he could gauge whether the SME could be
This quotation indicates that in the view of this advisor,
recruited to a sister project. Guiding a cohort of SMEs through
balancing business growth and personal values can cause
bronze, silver and gold awards for environmental
tensions for SME owner-managers. This raises questions over
management, he referred to this ‘warm audience’ as being
the effectiveness of integrating low carbon support into
more amenable to more abstract questions. ‘Asking open
conventional provision of growth-oriented business support.
questions and taking the blinkers off a little bit’, allowed
The next section presents findings on this policy context.
advisors to ‘tease’ the SME into the programme, and from
there ‘the key is getting it from awareness, through to action,
REFLECTIONS ON BUSIN ESS SUPPORT POLICY A ND
to advocacy’ (OR).
THE LOW CARBON AGEND A
In attempting to develop deeper relationships with SMEs, Most publicly funded SME low carbon advisors in the UK are
another advisor attempted to incorporate energy and carbon funded by the European Regional Development Fund, and
savings as part of providing broader business support. This their roles are heavily influenced by the broader policy context
included identifying the co-benefits of pro-environmental associated with its strategic objectives, rules and governance
action. Their project included helping SMEs to increase structures.
wellbeing amongst their staff, which they delivered alongside
advice on energy efficiency, transport and procurement: In ERDF jargon, providing low carbon support to businesses is
one of nine ‘Priority Axes’, which together aim to ‘support
economic growth and job creation in order to reduce…
‘Organisations do think holistically; they don’t
regional economic disparities within the EU’ (DCLG, 2015).
just think 'I’m going to work on my transport
now'. A number of people said it was the Economic development narratives pervade the governance
wellbeing thing that brought them in.’ (NA) and design of low carbon SME initiatives (Britton and
Woodman, 2014), which for several low carbon advisors, was
This advisor emphasised how the wellbeing agenda helped to a complementary combination:
establish a lively and supportive culture amongst businesses
‘They go hand in hand. Every pound you save on
signed up to the project; helping to move away from a ‘vision energy you can use on something else, which
of sustainability which has become ‘thou shalt not do this’’. grows the business. Helping people with that
Ambitiously, the same advisor also ran a workshop which

10
 initial capital outlay is really good for growth.’ a mental health team. In theory our offer is the
(JC) same around the region. It should be easy. But
what does differ is on the local scale, who is
‘Our LEP is all about jobs and growth. Those are around to deliver that offer, who is around to
their priorities. We’ve seen an opportunity with support’. (OR)
the low carbon sector, where if we grow that
sector, we are going to get jobs and of course DISCUSSION:
growth.’ (SC)
Other advisors identified problems with the integration of low
Nearly 15 years ago, Revell and Rutherfoord argued:
carbon goals into a system primarily set up to deliver economic
growth, These include skewing the reach and impact of low ‘Little has been written about the structural
carbon projects; and being tasked with delivering factors that influence small firm environmental
inappropriate outcomes: practices. The environmental performance of
small businesses cannot be solely attributed to
‘There is a lot to be said for getting growing characteristics inherent within them; it is also
companies interested because they may related to the way in which societies influence
become the next big ones and they will be trend and engage with business – and the way in which
setters. But a lot of companies don’t have any business is incorporated into the environmental
wish to grow. Local shops for example. Those are policy agenda’. (2003)
the ones who are neglected by policy.’ (GM)
Since then, societal expectations of small firms have gradually
‘It’s job-creation obsessed. But we are not a
programme which is primarily about driving job shifted. Increases in the UK national minimum wage have far
creation! We have actually created and outstripped inflation, and minimum pensions contributions
safeguarded loads of jobs on the back of what have been introduced for all employing businesses. SMEs’
we do, but that’s when we're allowed to look at environmental responsibilities remain low however.
the risk side of things.’ (NS) Incentive-based programmes of support are favoured over
environmental regulation or taxation, meaning that low
Despite a UK government report in 2006 recommending an carbon advisors play a central role in the way that SMEs
increase in awareness of environmental and sustainability engage with the environmental agenda.
issues across all organisations engaging with SMEs (DEFRA,
2006), it is clear more than a decade later that a lack of LIMITS TO THE GROWTH PARADIGM
familiarity persisted amongst funders, business support
Low carbon projects in the UK are typically integrated into
organisations and other generalist advisors:
conventional models of business support, set up primarily to
‘[Previously] working with [business support] support SMEs to grow, export and create jobs. Consequently,
organisations... they always said sustainability or the reach of advisors is skewed towards well-networked,
environment was a golden thread through growth oriented SMEs (Open University, 2013), and their
everything they did. Like hell it was! They didn’t principal strategy for promoting projects is on cost grounds.
know the first thing about it! (GM)
There are several drawbacks of these approaches.
‘We [advisors] take [sustainability principles] for
granted, but sometimes you have to be very
basic about how you go about explaining things Firstly, it is inevitable that low carbon projects cannot reach all
with funders. It’s a constant struggle in all
SMEs in a geographical area given the heterogeneity of the
honesty.’ (SC)
business population and limited resources. For cost-effective
‘We're reliant on all the different advisors who emissions reductions, projects would ideally target SMEs
sit in front of a business, for example the based on energy usage and its over-consumption, rather than
economic development officers in the district, or organisations’ growth plans or ability to network. A large

11
proportion of SMEs have business models which prioritise approaches. Reaching out to SMEs using cost saving and
stability over growth, and these have been intentionally technology focused marketing messages can make it difficult
neglected by business support initiatives in the past for advisors to pivot their approach and tackle what one
(Blackburn, 2012). However, it is possible that long- advisor called ‘the softer stuff’. This includes paying attention
established, family-run businesses are more likely to own and to how and why energy is used by the client organisation, as
occupy older buildings with significant energy efficiency well as raising deeper, searching questions relating to
potential. This hypothesis warrants empirical testing, and organisational values and appealing to individual owner-
emphasises the need for improved data on SME energy managers’ sense of responsibility in order to foster pro-
consumption (Hampton and Fawcett, 2017). environmental action.

Second, the energy efficiency ‘paradox’ describes how the OPPORTUNITIES FOR A NEW CULTURE OF ADVICE-
financial case for making energy efficiency investments is GIVING
often compelling without the need for public subsidy, and yet
opportunities are under-exploited by SMEs. Public investment Seeking to reduce carbon emissions from SMEs, funders,
in low carbon support for SMEs is justified on the basis of project managers and low-carbon advisors favour face-to-face
market failure, and the recognition that rational economic meetings, the provision of workshops and on-site energy
assessments are insufficient to motivate action. Given this audits, despite the high costs associated with these
policy context, it is ironic that all the low carbon advisors in approaches. The majority of interactions between advisors
this study promote their projects to SMEs on cost grounds and SMEs are technical, focused on buildings, payback
above all else. This may be seen as another kind of paradox, assessments and the identification of ‘quick-wins’. Although
cutting against the overarching logic for policy intervention. significant energy and emissions savings can be made from
upgrading technology and improving the energy performance
Thirdly, the majority of low carbon projects offer match- of buildings, more could be made of face-to-face meetings.
funded grants to SMEs to encourage making new purchases, Firstly, these unique engagements could be more effectively
despite 37% of all energy efficiency opportunities requiring exploited to engage owner-managers in more meaningful and
zero capital investment (DECC, 2014). In some cases, replacing far-reaching conversations about personal and organisational
functioning equipment with newer, more efficient models may values. These include attitudes towards corporate
not deliver significant carbon emissions savings. For instance, responsibility as a whole; their organisation’s founding
replacing an aging condensing boiler may deliver marginal principles and values, and its long term role in an
efficiency gains which are partially offset by its embodied environmentally sustainable society.
carbon footprint, and ‘lock-in’ the organisation over the
longer-tem to fossil-fuelled heating. Findings from interviews and participant observation
demonstrated that advisors themselves had strong
Fourthly, embedding low carbon projects in growth-focused environmental motivations, and recognised that where they
funding regimes can lead to inappropriate and distracting are able to develop personal relationships, SME pro-
targets being set. Net job growth, numbers of businesses environmental action is likely to be sustained in the longer
awarded grants, and gross-value added are the principle term. However, engaging businesses in values-based
measures by which projects funded by the ERDF are assessed, discussions was a significant challenge, requiring advisors to
and the methodologies and reporting requirements are have a range of skills in order to establish trust and buy-in from
specified in policy documentation in detail. By contrast, there SMEs, which can take time. As one advisor suggested,
is just a single target relevant for low carbon initiatives: technically focused energy assessments and the prospect of
‘estimated GHG emissions’. Advisors are left free to design financial support may be effective in initiating relationships
their own methodologies for this, which are only loosely with SMEs; the next stage is to recruit businesses to join low-
audited (Hampton, 2016). carbon networks and start the journey from awareness, to
action, to advocacy. Typographies of SME managers’ values,
Finally, the dominance of the cost-saving, minimum hassle
such as in Schaefer et al. (2018), could be instrumental in
narrative adopted by low carbon projects can preclude other
supporting advisors to target their approaches.

12
A second opportunity to enhance the effectiveness of face-to- advisors, who offer low carbon support to SMEs through
face meetings is by following the examples of Hargreaves energy audits, face-to-face meetings and by recommending
(2011) and Powells et al. (2015) in paying close attention to efficiency investments. Part of a shifting model of
the mundane ways in which energy was consumed in the environment governance, this community of practitioners is
course of everyday business practices. As Hargreaves playing an increasingly important role in the transition
demonstrates, paying close attention to the meanings, towards a low carbon economy.
materials and competences of practices can be an effective
way of identifying opportunities for behaviour change and Contributing to a growing literature concerned with new styles
emissions reductions in businesses (2011). For the low carbon of environmental governance and emerging stakeholders, this
advisor, such approaches would involve seeking to understand paper has addressed a gap relating to the role of low carbon
how energy is managed on a day to day basis by an SME, its advisors. It is the first study to provide in-depth insights into
geographical and market context, and the priorities of, and their practices and experiences, giving voice to these critical
pressures faced by its Directors. In practice, this approach may middle actors. Findings have shown that advisors face myriad
not be as difficult as it appears. As one advisor suggested, ‘you challenges: in engaging SMEs with low carbon projects;
actually find you can get better savings and impacts by asking identifying and evaluating a wide variety of pro-environmental
a little three-year old's questions: 'why do you do it this way; actions; bringing about lasting change in organisational
how do you do it?'’. With ample funding already in place across practices and culture; and working within the context of
the EU for face-to-face visits, these approaches warrant conventional business support policy.
practical experimentation from publicly funded advisors.
The current approach of low carbon advisors when engaging
Academic researchers also have a role to play in developing a with SMEs is to focus on buildings, technologies, payback
new culture of advice-giving. Andrews and Johnson (2016) periods, and to assist with the purchase of new equipment.
have recently pointed to a significant gap in social scientific However, framing pro-environmental actions as ‘win-win’ and
research relating to energy use in organisations. This is ‘no brainer’ opportunities serves to side-line alternative
especially true for SMEs, where more qualitative studies are engagements. These include more in-depth conversations
needed to support low carbon advisors on the ‘softer’ side of about organisational culture, corporate responsibility, values,
their role. Further studies in the mould of Hargreaves’ 2011 risk, and understanding what energy is used for. As social
ethnography would help to demonstrate the value of scientific energy research has shown, understanding energy
attending to everyday businesses practices, from which demand in the context of everyday practices is a pre-requisite
opportunities for energy and emissions savings can emerge. for lasting change.
Improved understanding of how energy is used and managed
Funding advisors to support SMEs through face-to-face
by SMEs, how decisions are made, and what motivates owner-
meetings and ongoing specialist advice is an expensive policy
managers towards pro-environmental action will help low
option, and this paper has suggested that for more meaningful
carbon advisors to be more effective in facilitating change.
and effective engagements, a change in the culture of low
carbon advice-giving is required. Cost-saving, technical
CONCLUSION narratives may be successful in engaging SMEs initially;
thereafter, advisors have a challenging task of combining their
technical skills with softer, inquisitive and persuasive
Reducing carbon emissions from the SME population is a
competences, with a view to starting SMEs on a journey
significant challenge, and it is widely acknowledged that the
towards reduced environmental impact. However, findings
private sector market for low carbon goods and services will
from interviews suggested the breadth of skills required for
not deliver reductions in line with the targets set under the
such wide ranging, yet in-depth, engagements is unlikely to be
Paris Agreement. The need to effectively tackle climate change
found in any one advisor. This presents a recruitment
is challenging extant models of environmental governance,
challenge for programme-managers, and raises wider
and new stakeholders are emerging at multiple-levels. Across
questions relating to the skills required to deliver the low
the developed world, public money is invested in specialist
carbon transition.

13
The policy context within which low carbon advisors operate Bennett, R., 2008. SME Policy Support in Britain since the
poses many challenges. Low levels of environmental 1990s: What have We Learnt? Environ. Plan. C Gov. Policy 26,
competence amongst policy stakeholders; misaligned targets; 375–397. https://doi.org/10.1068/c07118
artificially compartmentalised funding rules; short timescales
for funding; and the frequent restructuring of business Bertoldi, P., Hinnells, M., Rezessy, S., 2006. Liberating the
support governance each hamper advisors’ capacity to deliver Power of Energy Services and ESCOs for the Residential Sector
low carbon objectives. Given the scale of SMEs’ environmental in a Liberalised Energy Market. Presented at the EEDAL,
impact and the preference for incentive-based policy over London.
regulation and taxation, low carbon advisors are shouldered
Blackburn, R., 2012. Segmenting the SME market and
with enormous responsibilities. Despite the best efforts of
implications for service provision: a literature review. Res. Pap.
talented and widely-skilled individuals, the current provision
Ref 9, 12.
of low carbon business support in the UK is unlikely to deliver
emissions savings in line with national decarbonisation Blundel, R., Fawcett, T., Shaw, C., Hampton, S., Westall, A.,
targets. These middle actors deserve to be supported by 2017. Growing green?: co-creating an evidence-based model
people-centred policy with a broader scope than the growth- of SME engagement. Presented at the ISBE Annual
oriented model of conventional business support. By providing Conference, Belfast.
an in-depth account of their practices, this paper has provided
the foundations for more research, debate and policy Britton, J., Woodman, B., 2014. Local Enterprise Partnerships
development. and the low-carbon economy: Front runners, uncertainty and
divergence. Local Econ. 29, 617–634.
REFERENCES https://doi.org/10.1177/0269094214548664

Bruijn, T. de, Lulofs, K., 2001. Promoting environmental

Andrews, R.N.L., Johnson, E., 2016. Energy use, behavioral management in Dutch SMES : policy implementation in
change, and business organizations: Reviewing recent findings networks. Presented at the Workshop Voluntary,
and proposing a future research agenda. Energy Res. Soc. Sci. Collaborative, and Information-Based Policies, Cambridge, MA
11, 195–208. https://doi.org/10.1016/j.erss.2015.09.001 USA.

AXA, 2008. SMEs Responsible for 110 Million Tonnes of Carbon Bryman, A., 2012. Social research methods, 4th ed. ed.
Emissions Each Year [WWW Document]. AXA UK. URL Oxford : Oxford University Press.
http://www.axa.co.uk/newsroom/media-
Carbon Trust, 2015. Scope 2 Reporting Guidance – the dawn
releases/2008/smes-responsible-for-110-million-tonnes-of-
of a new era for green electricity?
carbon-emissions-each-year/ (accessed 11.15.17).
CCC, 2016. Next steps for UK heat policy. Committee on
Banks, N., Fawcett, T., Redgrove, Z., 2012. What are the factors
Climate Change.
influencing energy behaviours and decision-making in the non-
domestic sector? A rapid evidence assessment. Coutu, S., 2014. The Scale-Up Report on UK Economic Growth
(An independent report to the government).
Baranova, P., Paterson, F., 2017. Environmental capabilities of
small and medium sized enterprises: Towards transition to a DCLG, 2017. European Regional Development Fund and
low carbon economy in the East Midlands. Local Econ. 32, European Social Fund list of beneficiaries.
835–853.
DCLG, 2015. European Regional Development Fund
Battisti, M., Perry, M., 2011. Walking the talk? Environmental Operational Programme 2014 to 2020.
responsibility from the perspective of small-business owners.
Corp. Soc. Responsib. Environ. Manag. 18, 172–185.
https://doi.org/10.1002/csr.266

14
DeCanio, S.J., 1998. The efficiency paradox: bureaucratic and Hampton, S., 2017. An ethnography of energy demand and
organizational barriers to profitable energy-saving working from home: Exploring the affective dimensions of
investments. Energy Policy 26, 441–454. social practice in the United Kingdom. Energy Res. Soc. Sci. 28,
1–10. https://doi.org/10.1016/j.erss.2017.03.012
DECC, 2016. ORGANISER: A behavioural approach for
influencing organisations. Hampton, S., 2016. Policy in practice: can policy programmes
learn from practice theory?, in: 4th European Conference on
DECC, 2014. Research to Assess the Barriers and Drivers to Behaviour and Energy Efficiency. Presented at the BEHAVE,
Energy Efficiency in Small and Medium Sized Enterprises. University of Coimbra, Portugal.
DECC.
Hampton, S., Fawcett, T., 2017. Challenges of designing and
DEFRA, 2006. Encouraging Sustainability Amongst Small delivering effective SME energy policy, in: ECEEE Summer
Businesses (Behaviour Change: A Series of Practical Guides for Study Proceedings. Presented at the ECEEE, France.
Policy-Makers and Practitioners No. 9).
Hargreaves, T., 2011. Practice-ing behaviour change: Applying
EEC, 2017. SMEs and community organisations: enabling best social practice theory to pro-environmental behaviour change.
practice energy efficiency. Energy Efficiency Council. J. Consum. Cult. 11, 79–99.
https://doi.org/10.1177/1469540510390500
EEC, 2016. Connecting SMMs with expert energy efficiency
support. Energy Efficiency Council. Heseltine, M., 2012. No stone unturned: in pursuit of growth.
Department for Business, Innovation and Skills.
European Commission, 2017. Good practice in energy
efficiency. IEA, 2015. Accelerating Energy Efficiency in Small and Medium-
sized Enterprises, Policy Pathway.
European Commission, 2003. COMMISSION
RECOMMENDATION concerning the definition of micro, small Janda, K., Killip, G., Fawcett, T., 2014. Reducing Carbon from
and medium-sized enterprises, Official Journal of the the “Middle-Out”: The Role of Builders in Domestic
European Union. Refurbishment. Buildings 4, 911–936.
https://doi.org/10.3390/buildings4040911
Florea, L., Cheung, Y.H., Herndon, N.C., 2013. For All Good
Reasons: Role of Values in Organizational Sustainability. J. Bus. Janda, K.B., Bottrill, C., Layberry, R., 2014. Learning from the
Ethics 114, 393–408. https://doi.org/10.1007/s10551-012- “data poor”: Energy management in understudied
1355-x organizations. J. Prop. Invest. Finance 32, 424–442.

Gram-Hanssen, K., 2010a. Residential heat comfort practices: Janda, K.B., Bright, S., Patrick, J., Wilkinson, S., Dixon, T.J.,
understanding users. Build. Res. Inf. 38, 175–186. 2016. The evolution of green leases: towards inter-
https://doi.org/10.1080/09613210903541527 organizational environmental governance. Build. Res. Inf. 44,
660–674.
Gram-Hanssen, K., 2010b. Standby consumption in
households analyzed with a practice theory approach. J. Ind. Janda, K.B., Topouzi, M., 2015. Telling tales: using stories to
Ecol. 14, 150–165. https://doi.org/10.1111/j.1530- remake energy policy. Build. Res. Inf. 43, 516–533.
9290.2009.00194.x https://doi.org/10.1080/09613218.2015.1020217
Hammann, E.-M., Habisch, A., Pechlaner, H., 2009. Values that Killip, G., 2013. Products, practices and processes: exploring
create value: socially responsible business practices in SMEs– the innovation potential for low-carbon housing
empirical evidence from German companies. Bus. Ethics Eur. refurbishment among small and medium-sized enterprises
Rev. 18, 37–51. (SMEs) in the UK construction industry. Energy Policy 62, 522–
530. https://doi.org/10.1016/j.enpol.2013.06.024

15
Lawrence, S.R., Collins, E., Pavlovich, K., Arunachalam, M., Owen, A., Mitchell, G., Gouldson, A., 2014. Unseen influence—
2006. Sustainability practices of SMEs: the case of NZ. Bus. The role of low carbon retrofit advisers and installers in the
Strategy Environ. 15, 242–257. adoption and use of domestic energy technology. Energy
https://doi.org/10.1002/bse.533 Policy 73, 169–179.

Lomax, S., Parry, E., 2015. Micro and Small Business Parag, Y., Janda, K.B., 2014. More than filler: Middle actors and
Engagement in Energy Markets. BMG Research. socio-technical change in the energy system from the “middle-
out.” Energy Res. Soc. Sci. 3, 102–112.
Mallaburn, P., 2016. A new approach to non-domestic energy https://doi.org/10.1016/j.erss.2014.07.011
efficiency policy.
Parker, C.M., Redmond, J., Simpson, M., 2009. A Review of
Marsden, G., Ferreira, A., Bache, I., Flinders, M., Bartle, I., Interventions to Encourage SMEs to Make Environmental
2014. Muddling through with climate change targets: a multi- Improvements. Environ. Plan. C Gov. Policy 27, 279–301.
level governance perspective on the transport sector. Clim. https://doi.org/10.1068/c0859b
Policy 14, 617–636.
https://doi.org/10.1080/14693062.2014.905823 Powells, G., Bell, S., Judson, E., Lyon, S., Wardle, R., Capova, K.,
Bulkeley, H., 2015. Fostering active network management
Mole, K., North, D., Baldock, R., 2017. Which SMEs seek through SMEs’ practises. Energy Effic. 1–14.
external support? Business characteristics, management https://doi.org/10.1007/s12053-015-9382-y
behaviour and external influences in a contingency approach.
Environ. Plan. C Polit. Space 35, 476–499. Revell, A., Blackburn, R., 2007. The business case for
https://doi.org/10.1177/0263774X16665362 sustainability? An examination of small firms in the UK’s
construction and restaurant sectors. Bus. Strategy Environ. 16,
Mourik, R., Rotmann, S., 2013. Analysis of case studies IEA 404–420. https://doi.org/10.1002/bse.499
DSM Task 24: Closing the Loop – Behaviour Change in DSM:
From Theory to Practice (Deliverable 2 for IEA Implementing Revell, A., Blackburn, R., 2004. SMEs and their response to
Agreement DSM Task 24 No. Task 24-Phase I Subtask 1). IEA. environmental issues in the UK. Kingston Business School,
Kingston University.
NCBS, 2006. Encouraging Sustainability Amongst Small
Businesses (No. 9), Behaviour Change: A Series of Practical Revell, A., Stokes, D., Chen, H., 2010. Small businesses and the
Guides for Policy-Makers and Practitioners. National Centre environment: turning over a new leaf? Bus. Strategy Environ.
for Business & Sustainability. 19, 273–288. https://doi.org/10.1002/bse.628

North, P., Nurse, A., 2014. ‘War Stories’: Morality, curiosity, Robson, P.J.A., Bennett, R.J., 2010. Paying fees for government
enthusiasm and commitment as facilitators of SME owners’ business advice: an assessment of Business Link experience.
engagement in low carbon transitions. Geoforum 52, 32–41. Appl. Econ. 42, 37–48.
https://doi.org/10.1016/j.geoforum.2013.12.007 https://doi.org/10.1080/00036840701579184

O’Keeffe, J.M., Gilmour, D., Simpson, E., 2016. A network Schaefer, A., Williams, S., Blundel, R., 2018. Individual Values
approach to overcoming barriers to market engagement for and SME Environmental Engagement. Bus. Soc.
SMEs in energy efficiency initiatives such as the Green Deal. 0007650317750134.
Energy Policy 97, 582–590. https://doi.org/10.1177/0007650317750134
https://doi.org/10.1016/j.enpol.2016.08.006
Schwartz, S., 2012. An Overview of the Schwartz Theory of
Open University, 2013. Quarterly survey of small business in Basic Values. Online Read. Psychol. Cult. 2.
Great Britain. Special Topic: business advice and information https://doi.org/10.9707/2307-0919.1116
(No. Vol 29(3)). Open University.

16
Shove, E., Walker, G., 2014. What is energy For? Social practice Wade, C., 2016. Exploring the role of professional installers in
and energy demand. Theory Cult. Soc. 31, 41–58. shaping domestic space heating practices, in: What Energy Is
https://doi.org/10.1177/0263276414536746 for: The Making and Dynamics of Demand. Presented at the
DEMAND, Lancaster University.
Simpson, M., Taylor, N., Barker, K., 2004. Environmental
responsibility in SMEs: does it deliver competitive advantage? Williams, S., Schaefer, A., 2013. Small and Medium-Sized
Bus. Strategy Environ. 13, 156–171. Enterprises and Sustainability: Managers’ Values and
https://doi.org/10.1002/bse.398 Engagement with Environmental and Climate Change Issues:
SMEs and Sustainability - Managers’ Values and Engagement.
Sivaev, D., 2013. How should we help business grow? Bus. Strategy Environ. 22, 173–186.
Delivering business support. Local Econ. 28, 906–910. https://doi.org/10.1002/bse.1740
https://doi.org/10.1177/0269094213500898
Williamson, D., Lynch-Wood, G., Ramsay, J., 2006. Drivers of
Spence, L.J., 2007. CSR and small business in a European policy Environmental Behaviour in Manufacturing SMEs and the
context: the five “C” s of CSR and small business research Implications for CSR. J. Bus. Ethics 67, 317–330.
agenda 2007. Bus. Soc. Rev. 112, 533–552. https://doi.org/10.1007/s10551-006-9187-1
Turnheim, B., Kivimaa, P., Berkhout, F. (Eds.), 2018. Innovating Wilson, C.D.H., Williams, I.D., Kemp, S., 2012. An Evaluation of
Climate Governance: Moving Beyond Experiments. Cambridge the Impact and Effectiveness of Environmental Legislation in
University Press, Cambridge. Small and Medium-Sized Enterprises: Experiences from the
UK: Evaluation of Impact + Effectiveness of Environ Legislation
van Kleef, J.A.G., Roome, N.J., 2007. Developing capabilities
in SMEs. Bus. Strategy Environ. 21, 141–156.
and competence for sustainable business management as
https://doi.org/10.1002/bse.720
innovation: a research agenda. J. Clean. Prod. 15, 38–51.
https://doi.org/10.1016/j.jclepro.2005.06.002 World Resources Institute, 2015. GHG Protocol: Scope 2
Guidance. An amendment to the GHG Protocol Corporate
Standard.

17