In the face of climate urgency, more companies than ever are committing to sustainability goals. Net-zero targets, ESG strategies, circular business models—the language is in place. But real transformation isn’t only about policy or ambition. It’s about whether sustainable action is embedded in the daily life of the organization.

A recent study published in the Journal of Environmental Psychology (2025) adds an important piece to this puzzle: organizational culture and structure are key determinants of whether employees actually engage in climate-positive behaviors at work.

Beyond Goals: What Shapes Sustainable Behavior at Work?

The study outlines several organizational conditions that correlate strongly with sustainable behavior among employees:

1. A clear and coherent sustainability vision. Employees need to see that leadership genuinely prioritizes sustainability—not just in strategy documents, but in decisions, investments, and communication.
2. Supportive social norms. When sustainable behaviors (like reducing waste, using public transport, or minimizing energy use) are common and visible within the workplace, they become the default rather than the exception.
3. Structures that support action. Information, training, and easy-to-access systems (such as recycling infrastructure or low-carbon commuting support) lower the friction of taking climate-positive actions.
4. Feedback and recognition. People are more likely to continue sustainable behaviors when they receive feedback on the impact of their actions and when efforts are acknowledged or rewarded.
5. Employee participation. When employees can contribute ideas, lead initiatives, or co-create sustainability strategies, they develop a sense of ownership that boosts both engagement and innovation.

Five Reflective Questions for Organizations

If you’re wondering whether your workplace is truly enabling sustainable change, here are five questions worth asking:

• Does leadership regularly talk about and act on sustainability goals?
• Are climate-friendly actions visible and normalized in everyday operations?
• Do employees have access to tools, knowledge, and structures that support sustainable behavior?
• Is feedback given on sustainability efforts, and are good practices celebrated?
• Can individuals at any level influence how the organization becomes more sustainable?

Answering “yes” to these questions is a strong indicator that your organization is not just promising sustainability—but living it.

Why It Matters

Sustainability isn’t just a technical or strategic challenge. It’s a human one. Organizations that fail to support behavior change risk creating a gap between ambition and action. But those that cultivate a culture of engagement, support, and shared purpose can turn climate goals into meaningful progress.

As this study shows, it’s not just what an organization says about sustainability that matters—it’s how it creates the conditions for people to act.

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Reference: Journal of Environmental Psychology (2025). DOI: 10.1016/j.jenvp.2025.102597