Building Sustainability Limited and the University of Cambridge have now produced some exciting new evidence about how behavioural change mechanisms are producing tangible energy reduction results (11% savings) in a department housing 18 research groups, a biomedical facility, equipment rooms and office space.

At the recent Environmental Association Universities and Colleges (EAUC) conference held in York 27– 29 March 2012 there was a major focus on the importance of “Behaviour Change initiatives incorporated as part of environmental strategies for sustainable campuses”.

For example the Cabinet Office’s “behaviour change insights team” have published a new report “Behaviour Change and Energy” and this was presented at the conference. This has a chapter devoted to….“how we can use information more effectively to encourage people to be
more energy efficient. In particular, it explores how we can draw upon the fact that people are influenced by what those around them are doing (social norms), and are more likely to be influenced by information which is novel, accessible and of relevance to the individual in question”.

The University has recently deployed advanced smart metering and created novel dashboards that show energy usage specific to each laboratory and a league table of achievement. This is important as a lot of bench top equipment in a laboratory is under personal control.

Laboratory staff are then able to observe in near real time the impact of the results of decisions they make to better manage equipment. Communal spaces on the other hand rely on a collective desire to change and the influence of others.

In early March 2012 the energy reduction drive with launched with an exhibition held in the staff restaurant including a register where staff could make a pledge to ‘think green and endeavor to reduce my energy consumption and carbon footprint wherever practicable’ in order to save energy and also share ideas. Nearly 230 staff members signed this pledge which equates to 76% of the workforce.

We are now in April and we have overall energy trend data for the first month that shows an 11% reduction in laboratory consumption.

The primary behaviour change techniques deployed include the following

1. It was staged as a competition with a league table running daily and monthly updates to utilize natural competitiveness amongst departmental staff. There is an incentive at the end of each month and a “Grand Prix” at the end of 7 months of competition (to coincide with the department’s annual retreat);

2. Each lab has their own unique dashboard which shows near real-time information;

3. Each lab nominated an ‘energy rep’ to help engage others to ask themselves “What can I do?” and to spread the message that ‘together small savings will make a difference’;

4. Regular energy committee meetings are chaired by the department’s Environmental Coordinator where energy saving ideas are shared and results are discussed.

When lab staff asked how they felt about what was taking place here are some of the feedback they gave……

“The biggest challenge in the Institute is changing behaviour and attitudes, and how we implement the change. Experience has taught us that ‘Energy & Carbon Reduction’ means different things to different people and the reasons for reduction can be both a motivating and a demotivating factor depending on individual’s beliefs” (KJH. Energy Champion)

“I was very skeptical at the start, I didn’t think the changes we could make would make a lot of difference. Being able to actually see how your efforts effect total energy consumption using the energy tracker is really motivating. We saw that we were able to make huge reductions overnight. It has really changed the way I think about energy conservation” (EC. Post Doc)

“The labs (‘workzones’) consume about 40% of the department’s total electrical consumption so to achieve an 11% reduction of this in the first month is a fantastic achievement”. (KJH. Facilities Manager)

The challenge now is first to maintain the savings that have been made and then to push the boundaries even further. Whilst doing so, our research must not be compromised, therefore new ways/initiatives to reduce wastage is critical.