In the realm of industrial energy efficiency studies, very little research has been done to understand the barriers and opportunities to influence behavior of production workers and the corresponding energysaving potentials. This paper analyzes a case study of Volvo Construction Equipment AB in Braås, Sweden (VCE Braås), that has reduced its relative idle electricity use by more than 10 percentage points during 2013-2016 by implementing a strategy of changing everyday behavior of production workers. The results based on interviews with actors involved in the energy efficiency project showed that a concrete goal, the employment of a fulltime operational leader who earlier worked as a production worker at VCE Braås, and the involvement of both the leadership and employees in project management were key to the success of the project.