Dubai Sustainable Cities Summit

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Niall Enright was honoured to present at a panel at the Dubai Sustainable Cities Summit on the theme of Behaviour. Fellow panellists were: Sam Adams, Director, U.S. Climate Initiative at World Resources Institute; former Mayor of Portland, Oregon; Romilly Madew, CEO GBC Australia; Dr. Abdulla Al Karam, Chairman of the Board of Directors and Director General of KHDA; Giovanni Schiuma, Deputy Mayor of Matera, European Cultural Capital 2019.

Niall’s introductory comments focused on the need to avoid over-simplification in change programs, emphasized by the “does not equal” symbol “≠”. Below is a complementary paper which places these observations in the context of Dubai’s ambitious energy efficiency programmes:

Thinking of change as a science

In 2004, the Canadian government spent CAN$37m on “The One-ton Challenge” to encourage Canadians to reduce their emissions by one tonne of CO2 each, or 20%. It succeeded in raising awareness of climate issues from around 6% to 51%, but few people changed their behaviour as a result.

Unfortunately, this is just one example of dozens of behaviour change programmes that have disappointed. The landscape of sustainable behaviour change is littered with failure. Contrary to our expectations:

dscs_enright_behaviour

 

So what does this mean for Dubai, which has great aspirations to become a leader in sustainability?

Dubai has set itself the objectives of a 30% reduction in energy use by 2030 and a 40% reduction in water. The eight programmes in the Demand Side Management strategy are clearly carefully considered, focusing primarily on technology upgrades to achieve this demand reduction.

The DSM programme reminds us that cities have three fundamental levers for change: People (their decisions and behaviours), Systems (the norms, incentives, standards, information and feedback that drives behaviour and controls) and Technology (the efficiency of the equipment in delivering the required service).

balance

The illustration above makes two key points. The first we have already touched upon and is shown on the left: changing aspects people’s awareness and motivation alone are not guaranteed to deliver improvement.

The second figure reminds us that technology alone is not a solution. Many technology programmes miss their expected target because people are not properly considered in the project.

It is great to see that the Dubai DSM strategy has public awareness as one of the implementation mechanisms supporting the eight programmes of work. So public engagement, and presumably, behaviour change is built into the strategy. This makes absolute sense. For example, the appliance, labelling scheme and demand-side response DSM programmes depend on people making rational choices.

I note too that over 60% of all building energy use in Dubai is due to cooling. A 2oC increase in the thermostat could achieve 16% reduction in energy consumption. So a good behaviour change programme could deliver a very significant contribution to the overall target, and at comparatively low cost.

Which brings us back to history. As my fellow countryman Winston Churchill, once observed:

“Those that fail to learn from history, are doomed to repeat it.”

The error of history that we need to avoid is a failure to incorporate the lessons from psychology, social sciences and behavioural economics into the design of behaviour programme. The Canadians could have prevented their costly mistake if they had heeded an earlier study that showed that US$200m of expenditure in California had failed to reduce energy use a decade earlier. That study made the recommendation that advertising should not be used alone to drive change.

So what else does the scientific literature tell us?

It tells us that, like information, attitudes have surprisingly little bearing on behaviour, and that advertising simply cannot create new behaviours. Furthermore, there is no “virtuous escalator” of improvement. Asking people to make small changes (such as changing to LED lights) does not lead to bigger changes (such as installing solar PV). If you ask people to do little, you get a programme that achieves little. When people’s motivation to change is financial, then we should not expect to see further environmental behaviours from them.

The literature also tells us what does work. We know that the messages that fail in the mass media can work if delivered through a community context or, better still, face-to-face. If we combine feedback and information we see some effect, and when combined with a goal, even more and when that goal is ambitious there is an even stronger effect and if the goal has been set by the individual it is even more powerful. We know that the effect of feedback increases with frequency and by getting people to measure the improvement for themselves (called “re-materialization” by psychologists).

We know that changing occasional behaviours is easier than changing habitual behaviours. Thus, product labelling is effective because buying a TV or fridge is occasional and so people consider information in making the decision. We have evidence that changing from an A to G rating to an A++ to D rating in the EU rating substantially weakened the desirability of the top rating through psychological effects called “anchoring” and “loss aversion”.

How we frame our request has a much bigger impact that we ever suspected. For example in a large US study, when people were told that their energy consumption was higher than the average they behaved by reducing energy use, but when told that it was lower than average, their response was to increase use. The same study showed that this response could be eliminated by putting a positive message in the form of a simple smiley-face next to the savings information. These effects are due to the way that norms influence choices (the first case is the “descriptive norm” that sets the normal level and the second an “injunctive norm” that reinforces low consumption as socially desirable).

Simply put we need to treat the people aspect of our programme as a science and not an art. Since many aspects of human behaviour are counter-intuitive, the key to success is to design our behaviour change strategies scientifically and test these using the great body of knowledge that exists in the scientific literature.

Peel achieves UK’s first ISO 50001 for a major property company

50001-energy-management_newThe energy management system of  Peel Land and Property has recently completed certification to the prestigious ISO 50001 standard. As far as we are aware, it is the first major UK property and development organisation to achieve this accolade. Just to give some scale to the scope, the portfolio of assets certified include 1.2m m2 of property, including prestige offices in Liverpool, Manchester and elsewhere in the UK; the MediaCityUK development in Salford, home to the BBC, ITV and dock10 studios; The Lowry and Gloucester Quays Retail Outlets; EventCity, the second largest exhibition space outside of London; Robin Hood Airport Doncaster Sheffield and Durham Tees Valley Airport as well as extensive residential, industrial warehousing and retail park space.

SustainSuccess have been involved throughout in a consulting and mentoring role, writing the system specifications, supporting the implementation of the requirements, undertaking Energy Reviews, establishing the internal audit processes and steering the independent certification by Lucideon to a successful conclusion. The key to success was that the Peel Group already had a very effective energy management process in place, with committed Board level support, dedicated and professional Energy Champions for each business and Verco’s Carbon Desktop as the tool to capture energy data and improvement opportunities. Over the past four years this energy management programme has delivered over £1m of savings per year (against a bill of around £3.5m).

Commenting on the certification Niall Enright says “Despite the scale of the organisation, this has to be one of the leanest ISO 50001 systems around with the entire process is described in just 38 pages of text, albeit two-sided. This keep-it-simple outlook is very much in line with Peel’s efficient style of working and highly empowered and capable staff. Because so much good energy efficiency practice was already in place, the effort to achieve 50001 was one largely focused on documenting this practice and ensuring that all the requirements of 50001 were met. In 4 days on-site auditing there was only one minor recommendation from the certifier – that was that we did not investigate the positive variances in energy use (in other words the green traffic lights) as much as the negative variances (the red traffic lights). To have just one minor recommendation is virtually unheard-of. It really is a first class result, for which the Peel team should be very proud and which SustainSuccess is delighted to have supported.”

This is not Peel’s first accolade. Peel Group had previously been certified twice to the Carbon Trust Standard, and was benchmarked top of 29 property managers and developers by the Trust. The MediaCityUK was a pilot for the BREEAM Communities certification and scored more than the other pilot, the London Olympics site. Since then the Lowry has received a Green Apple award for its environmental efforts, MediaCityUK has received the BIFM award for Sustainability and Environmental Impact and two Premises and Facilities Management awards for Expert Services and the Overall award, largely based on the sustainability and energy efficiency activities.

There are a couple key lessons to be drawn from this: we would recommend that organisations put in place a strong energy management process based on continuous improvement, as Peel did, prior to seeking to achieve ISO 50001 as the certification will be much less painful and deliver much greater value. The awards and certification should be seen as the “cherry on the cake” which help raise the programme to a new level. The next key observation is that we should approach the subject of energy efficiency and sustainability as a continuous improvement process. Over the 6 years SustainSuccess has worked with Peel they have never once rested on their laurels and considered the job complete: they have innovated, extended the best practices and constantly set themselves new challenges. This entirely to do with very committed leadership, a culture of improvement and a highly enthusiastic team.

MCUK

Above: the MediaCityUK campus was included in the scope of the ISO 50001 programme.

 

See also: Peel News Release

Maturity Matrices in action

Maturity Matrices are becoming the latest buzzwords as one the world’s best established environmental management systems, ISO 14001:2006, gets a makeover. With over 250,000 certified users in 155 countries the ISO 14001 EMS has the potential to be the key tool to drive environmental performance and naturally any changes in this standard are keenly debated – with IEMA playing a leading role in informing and nurturing discussion.

In this article I will explore just what maturity matrices are, why they are a hot topic in ISO 14001 and share some of my own persona insights into using these tools for over 20 years or more – long before the term “maturity matrix” was ever coined. read more…

Setting Emissions Targets: absolute or not?

When it comes to climate change, there really is only one measure that matters, the total quantity of Greenhouse Gasses (GHGS) in the atmosphere. That is why policy-makers tend to favour absolute measures of emissions. The UK Climate Change Bill targets set out a legal obligation to reduce absolute emissions of “carbon units” by 80% by 2050 compared to 1990 levels.  This equates to around 3% per annum reduction every year for the next 40 years read more…

The Big MACC

Most members of IEMA will undoubtedly have heard of Marginal Abatement Cost Curves, which are regularly used in climate change circles to help visualise complex data about carbon costs and emissions volumes. Below is an example of such a “curve” which illustrates the potential for different technologies to reduce greenhouse gas emissions in the USA.

If we look at the chart we can see that the technologies are ranked in ascending order of cost per tonne CO2equivalent (tCO2e)– that is to say that those projects that have the lowest cost (per tCO2e reduced) are on the left and those with the highest cost are on the right. Technologies below the line actually make a saving (a negative cost) over their lifetime – perhaps because they reduce energy consumption as well as carbon. read more…

CRC Quest For Energy Efficiency

The Carbon Reduction Commitment (CRC) recently was renamed as “The CRC Energy Efficiency Scheme”. This article will look at why energy efficiency should be central to any organisation’s response to the CRC legislation.

It is not always appreciated that, in the short term, the financial implications of the CRC are relatively small. The table below illustrates that for an organisation consuming £1m of gas and electricity in equal measure, the cost of the emissions allowances under the CRC is around £87,000. read more…

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Ideas and Challenges

Despite self-congratulatory case studies to the contrary, the reality is that Sustainability and Resource Efficiency are NOT EASY to implement successfully in organisations.

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