Sociological Impacts of Energy Management at Tema Oil Refine

This study explores how social factors like age, gender, education, and work experience influence how employees at Tema Oil Refinery (TOR) in Ghana perceive and respond to energy management practices. While most energy research focuses on technology or cost, this study highlights the human and sociological side of energy efficiency—showing that people’s backgrounds shape how they engage with environmental efforts.

Why Energy Management Matters

Energy Management Systems (EMS) help companies like TOR monitor and reduce energy use to lower costs and reduce pollution. These systems are especially important in large industries that consume high amounts of energy and release pollutants. With global attention on climate change and sustainability, EMS plays a crucial role in meeting international goals like those in the Paris Agreement. However, for such systems to work well, employees need to understand, support, and participate in them.

How the Study Was Done

The research used a mixed-methods approach, combining both quantitative (numbers) and qualitative (opinions) data. Fifty staff members from five key departments at TOR were surveyed using a structured questionnaire. Questions focused on their views about pollution control, energy-saving strategies, and their own participation in these processes. Demographic details such as gender, age, education, and job experience were also collected.

Key Findings

1. Gender Differences

Men and women view TOR’s energy strategies differently. Women tended to rate the refinery’s pollution control efforts more critically. This may indicate that environmental communication and engagement strategies at TOR do not equally reach all groups. Including more diverse perspectives in planning and evaluation can lead to more effective policies.

2. Age and Experience

Younger workers generally had a more positive view of TOR’s energy initiatives than older ones. Similarly, those with less work experience were more optimistic. Long-term employees were more skeptical, possibly due to past experiences with unfulfilled initiatives. This highlights the importance of regular engagement with experienced staff, whose insights can be valuable for long-term improvement.

3. Education Levels

Education made a significant difference. Employees with higher education—especially those with master’s degrees—were more critical of TOR’s strategies. Their expectations for strong environmental policies were higher, showing that technical knowledge increases scrutiny. TOR needs to adjust its communication and training efforts based on employees’ educational backgrounds to ensure broader support.

Views on Environmental Strategies

Employees were asked to assess various pollution control strategies. The results were mixed:

• Measures to address soil and water pollution were seen as somewhat effective.
• Air pollution strategies received lower ratings, signaling a need for better controls.
• Many respondents were undecided, suggesting a communication gap about what actions TOR is taking.

Insights Across Groups

• Men rated TOR’s efforts more positively than women, who remained more skeptical.
• Younger workers expressed lower confidence in pollution control strategies than older workers.
• Higher-educated employees were more likely to question TOR’s practices, showing a need for stronger accountability.

These differences show that energy strategies are not “one-size-fits-all.” People’s backgrounds affect how they view company efforts and whether they participate fully in energy-saving practices.

Recommendations

The study offers several ways TOR—and other similar companies—can improve employee engagement and the success of energy strategies:

1. Gender-Inclusive Communication: Policies should be communicated in ways that consider gender-specific concerns and experiences.
2. Age-Specific Training: Younger and older employees may require different approaches to understand and support energy initiatives.
3. Experience-Based Engagement: Involving long-term employees in decision-making helps tap into institutional knowledge and rebuild trust.
4. Education-Sensitive Materials: Tailoring materials to different education levels can improve understanding and buy-in.
5. Clear Feedback Channels: Regular updates on progress and open channels for employee input help build ownership and accountability.

Conclusion

This study shows that effective energy management depends not just on technology, but on people. Gender, age, education, and job experience all influence how employees at TOR understand and engage with energy policies. If management recognizes these differences and adapts strategies accordingly, energy initiatives are more likely to succeed.

TOR and industries like it must treat their workers not just as users of energy systems, but as active participants. By combining strong technical measures with inclusive, people-centered approaches, companies can achieve better energy efficiency, lower environmental impact, and greater workplace engagement.