From Waste to Savings: How Subtle Reminders are Shaping Sustainable Workplaces

MIT and Takeda Pharmaceuticals' study showed that small behavioral nudges, like feedback displays and gentle alarms, significantly reduced waste and energy use in plasma donation centers, leading to substantial environmental and cost-saving impacts. This research highlights the power of simple, low-cost interventions for driving sustainable workplace behavior.

Researchers from MIT and Takeda Pharmaceuticals recently conducted a compelling study on sustainable behaviors in workplace settings, documented in an NBER working paper. Collaborating closely with BioLife Plasma Services, a subsidiary of Takeda operating over 160 plasma donation centers, the research team implemented three randomized controlled trials to assess how simple behavioral nudges could reduce waste and encourage eco-friendly practices without impeding business operations. The team, which included Laura Cappellucci, Lan Ha, Jeremy Honig, Christopher R. Knittel, Amy Vetter, and Richard Wilner, focused on specific employee behaviors contributing to resource waste and environmental impact. These trials introduced feedback mechanisms and visual reminders to encourage sustainable habits in handling disposable plastic materials, managing freezer doors efficiently, and sorting recycling appropriately.

Reducing Plastic Waste in the Workplace

The first of these experiments aimed to reduce plastic waste, specifically targeting "softgoods"—sterile collection materials that must be discarded if they come into contact with unclean surfaces. By displaying the number of discarded softgoods on "Tier 1 KPI" boards visible to all employees, the intervention subtly motivated staff to handle these materials more cautiously. The results were striking: centers implementing this intervention saw plastic waste from softgoods decrease by about 70%, and the associated costs were similarly reduced. Not only did this outcome benefit environmental goals, but it also introduced significant savings by preventing the loss of usable collection materials. The research team noted that this intervention was simple, cost-effective, and easy for employees to incorporate into their daily tasks without requiring extra effort or slowing their work. Importantly, employees maintained this cautious handling behavior consistently over time, indicating a sustained change in practices.

Energy Efficiency Through Freezer Management

The second trial focused on optimizing the use of walk-in freezers, where collected plasma samples must be stored quickly to maintain quality. With frequent trips in and out, freezer doors often remained open for prolonged periods, leading to unnecessary energy consumption and wear on the equipment. To address this, the researchers introduced audible alarms that sounded when a freezer door had been open for 30 seconds, with the alarm volume increasing if the door remained open longer. This gentle reminder proved highly effective, resulting in a decrease in freezer door alarm frequency by over 80%, while the duration of freezer door openings dropped by nearly 50%. This change was a substantial step toward energy conservation, as reducing the amount of time the freezer doors were open contributed to lowered electricity usage and helped extend the lifespan of the refrigeration systems. Employees quickly adapted to the new protocol, and the intervention had no noticeable impact on operational efficiency or plasma quality standards, affirming the feasibility of using such nudges in high-stakes settings where time-sensitive tasks are critical.

Encouraging Better Recycling Habits

The third experiment addressed recycling practices, an area where improper sorting can significantly impact sustainability goals. For this, the research team installed AI-equipped cameras in the recycling bins across BioLife centers to monitor contamination, such as uncollapsed cardboard or plastic bags, which prevent items from being properly recycled. The system tracked weekly contamination rates, and managers shared these data with employees, allowing them to understand the impact of incorrect disposal and encouraging better sorting. This intervention yielded mixed results. While it effectively reduced the occurrence of uncollapsed cardboard by approximately 40%, other contaminants showed no significant reduction, likely due to the specific challenges of recognizing and addressing mixed-material waste. Still, this experiment demonstrated how the targeted use of feedback could lead to positive changes in particular recycling practices, even if broader impacts were limited.

Positive Feedback from Managers and Staff

In addition to measuring environmental and operational outcomes, the researchers gathered feedback from BioLife managers to gauge employees' responses to these changes. According to the survey responses, employees found the plastic waste and freezer door interventions particularly easy to implement. Managers noted that these nudges heightened employees' awareness of their environmental impact and prompted some to reflect on their habits beyond the workplace. The freezer door alarm intervention, in particular, was appreciated for both its simplicity and its significant effect on reducing energy waste. By fostering greater environmental consciousness, the interventions had potential spillover effects, encouraging employees to apply these lessons in their personal lives, potentially leading to broader behavior shifts toward sustainability outside of work.

Major Gains in Savings and Sustainability

Financially, these nudges proved valuable for BioLife. The reduction in plastic waste cut costs associated with discarded softgoods, while energy conservation in freezer operations likely led to savings in electricity bills. By decreasing the frequency of waste pickups in the recycling trial, the company achieved additional cost reductions, saving approximately 110 dollars per month at locations able to optimize waste management. Additionally, this reduction in waste pickup contributed to an estimated decrease in greenhouse gas emissions, which aligns with BioLife's commitment to sustainable business practices. Although the study acknowledged limitations, such as possible sensor malfunctions in freezer data and potential biases in employee survey responses, the results indicate a clear benefit in terms of both environmental impact and cost efficiency.

The research adds important insights to the limited literature on sustainable behavioral interventions within workplaces, particularly in high-intensity operational environments like plasma donation centers. The findings suggest that simple, low-cost nudges, such as feedback on recycling practices or soft alarms for energy management, can generate substantial environmental and financial benefits. As companies increasingly strive to meet ambitious sustainability goals, this study offers a model for using behavioral insights to support eco-friendly practices alongside technological investments. By showing how minor adjustments in workplace behaviors can yield major benefits, the study underscores the often-overlooked potential of behavioral nudges to drive meaningful change in corporate sustainability efforts.