Saving Energy through People
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An explanation of why human factors are critical to the effectiveness of energy reduction strategies. A description of the challenges and the ingredients for success in large organisations. Why our goals are best met indirectly and how psychology professionals can provide new insights on behaviour change. Practical examples of how organisations have achieved savings and the role ISO 50001 can have in achieving on going success.
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Saving Energy through People
- 1. STRIDE A sustainable change Saving Energy Through People 16 November 2016 John Mulholland Dr Phillipa Coan EMEX, Excel London
- 2. STRIDE S Applying psychology to behaviour change
- 3. STRIDE S Applying psychology to behaviour change Behavioural Challenge Intervention ? Organisation A
- 4. STRIDE S Applying psychology to behaviour change Behavioural Challenge Audience Behaviour Context Intervention High Users All Users Impact Control Low Uptake Measurable Who? What? When? Capability Opportunity Motivation Organisation B COM-B Model Michie et al, 2011 Where? How often? With whom?
- 5. STRIDE S Applying psychology to behaviour change COM-B factors Intervention types Education Persuasion Incentivisation Skills Training Environmental Restructuring Modelling Behaviour Physical CAPABILITY Psychological CAPABILITY Physical OPPORTUNITY Social OPPORTUNITY Automatic MOTIVATION Reflective MOTIVATION
- 6. STRIDE S Applying psychology to behaviour change COM-B factors Intervention types Education Persuasion Incentivisation Skills Training Environmental Restructuring Modelling Behaviour Physical CAPABILITY Psychological CAPABILITY Physical OPPORTUNITY Social OPPORTUNITY Automatic MOTIVATION Reflective MOTIVATION
- 7. STRIDE S Applying psychology to behaviour change COM-B factors Intervention types Education Persuasion Incentivisation Skills Training Environmental Restructuring Modelling Behaviour Physical CAPABILITY Psychological CAPABILITY Physical OPPORTUNITY Social OPPORTUNITY Automatic MOTIVATION Reflective MOTIVATION
- 8. STRIDE S Applying psychology to behaviour change COM-B factors Intervention types Education Persuasion Incentivisation Skills Training Environmental Restructuring Modelling Behaviour Physical CAPABILITY Psychological CAPABILITY Physical OPPORTUNITY Social OPPORTUNITY Automatic MOTIVATION Reflective MOTIVATION
- 9. STRIDE S Applying psychology to behaviour change COM-B factors Intervention types Education Persuasion Incentivisation Skills Training Environmental Restructuring Modelling Behaviour Physical CAPABILITY Psychological CAPABILITY Physical OPPORTUNITY Social OPPORTUNITY Automatic MOTIVATION Reflective MOTIVATION
- 10. STRIDE S Applying psychology to behaviour change COM-B factors Intervention types Education Persuasion Incentivisation Skills Training Environmental Restructuring Modelling Behaviour Physical CAPABILITY Psychological CAPABILITY Physical OPPORTUNITY Social OPPORTUNITY Automatic MOTIVATION Reflective MOTIVATION
- 11. STRIDE S Applying psychology to behaviour change COM-B factors Intervention types Education Persuasion Incentivisation Skills Training Environmental Restructuring Modelling Behaviour Physical CAPABILITY Psychological CAPABILITY Physical OPPORTUNITY Social OPPORTUNITY Automatic MOTIVATION Reflective MOTIVATION
- 12. STRIDE S Applying psychology to behaviour change
- 13. Comparing energy efficiency measures
- 17. Electricity Usage 0 50 100 150 200 250 01:00 04:00 07:00 10:00 13:00 16:00 19:00 22:00 kWh Time Average Daily Load Profile Pre Campaign Potential Savings
- 18. Electricity Usage 0 50 100 150 200 250 01:00 04:00 07:00 10:00 13:00 16:00 19:00 22:00 kWh Time Average Daily Load Profile Pre Campaign Post Launch Potential Savings
- 19. Investment 1% Potential Savings 5 to 20% Total annual energy expenditure Investment Compared to Potential
- 20. Energy Management System Model “Plan, Do, Check, Act” Energy Policy Planning Implementation & Operation Checking Corrective & Preventative Action Monitoring & Measurement Internal Audit Management Review Continual Improvement
- 21. Benefits – 7 Cs • Cost/Consumption/CO2 • Compliance (ESOS) • Competitiveness • Competence • Continuity • Continual • Cultural
- 23. Main Energy Clauses (1) Clause Category Top Management People Management Representative People Energy Policy Information Energy Review Information/Technical Energy Baseline Information Energy Performance/Targets/ Action Plans Information
- 24. Main Energy Clauses (2) Clause Category Implementation/Operation Technical Competence/Training/Awareness People Communication People Operational Control Technical Design Technical Procurement Technical Monitoring/Measurement/ Analysis Information
- 26. Ibstock’s motivation for implementing ISO 50001 was to make better use of the energy we consume and achieve consistency in production processes through our people. We are extremely proud of what the ISO 50001 process has achieved as it has given us a clear road map, effective communication tools, supportive external partnerships and, above all, employee involvement at all levels. Michael McGowan Quality, Environmental and Energy Manager
- 27. During the most recent five year goal period, 3M global operations improved their energy performance by 14.1%. Facilities that are participating in ISO 50001 and Super Energy Performance are outpacing other 3M facilities and have provided energy efficiency improvements 60% greater than the 3M average. ISO 50001 is a standard that drives results directly to the bottom line. ISO 50001 systematically drives down energy costs and improves competitiveness through the assignment of responsibilities and raising the visibility of energy management within the organisation. Andrew Hejnar, Energy Manager, 3M Canada
- 28. What is Obliquity? • Principle of Indirection • John Kay – Obliquity • Often indirect is better and more effective
- 29. Bend it like…
- 30. Obliquity explains… • Why the wealthiest people are not the most materialistic • Why the happiest people are not those who pursue happiness • Why the most profitable companies are not the most aggressive in chasing profits
- 31. “We try never to forget that medicine is for the people. It is not for the profits. The profits follow, and if we have remembered that, they have never failed to appear.” George Merck
- 32. “Clients do not come first. Employees come first. If you take care of your employees, they will take care of your clients.” Richard Branson
- 33. Direct Approach A B Reality Start Desired Environmental Behaviour Environmental message C Obliquity Alternative Message (Non Environmental)
- 36. • 1944: 1 US gallon per soldier per day • 2014: 22 US gallons per soldier per day • 35,400 troops moving fuel to supply 300,000 • cost of fuel $200 to $400 per US gallon • foam on tents took out 11,000 fuel trucks and saved $1 billion • 1 in 8 casualties taken in Iraq protecting fuel convoys • less fuel, less convoys, less casualties More Than Saving Energy…
- 37. Contact Details Dr Phillipa Coan 07813 027116 Phillipa@thestride.co.uk John Mulholland 07791 698839 John@mulhollandenergysolutions.co.uk