Industrial energy efficiency studies have mostly focused on innovative technological approaches and solutions and discussed hindrances to investments oriented measures. However, very little research has been done to understand the challenges of implementing interventions to change employee behavior and the corresponding energy savings potentials. Behaviour may be investment (e.g. decision to buy an expensive machine) or non-investment (e.g. turn of machines when not in operation) in nature, but in this paper behavioral change refers to the transformation in executing everyday non-investment tasks. Volvo Construction Equipment AB in Braås, Sweden (VCE Braås) has recently implemented a behavioral change strategy to improve energy efficiency of the production process. The approach was introduced following the global Volvo CE goal that all production plants of the company would reduce idle electricity use during off-production hours to 15 % (from 25 % to 40 % in different plants) during the period 2013-15. This paper analyzes the factors contributing to the energy efficiency achievements of VCE Braås through the application of behavioral change theories and focus group interviews with production leaders and group leaders. Results showed that a concrete goal, the commitment of the leadership including employment of a fulltime project leader who earlier worked as a production worker at VCE Braås, and the involvement of both the leadership and employees (production leaders, group leaders and floor workers) in project management were key to the success of the project.