ENERGY BEHAVIOUR CHANGE
PROJECT REPORT PHASE 1:
A joint project between ICRC and MSF OCG,
delivered by the MSF Sweden Innovation Unit
Report prepared by:
Denise Soesilo, MSF SIU Case Manager
Paul Quigley, Project Consultant
Louis Potter, MSF SIU Innovation Advisor
Sol Aliano, Project Consultant
Veronica Odriozola, Project Consultant
Daniel Mangel, MSF OCG Energy Referent and Fleet Manager
Dikolela Kalubi, ICRC Project Manager, Energy Challenge
2
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
T
ABLE OF
C
ONTENTS
LIST OF FIGURES .......................................................................................................................................................... 3
LIST OF TABLES ............................................................................................................................................................ 3
ABBREVIATIONS ........................................................................................................................................................... 4
1.
EXECUTIVE SUMMARY ................................................................................................................................... 5
2.
INTRODUCTION .............................................................................................................................................. 6
3.
TIMELINE AND DELIVERABLES ....................................................................................................................... 7
4.
CONTEXT ........................................................................................................................................................ 9
4.1. SWOT ANALYSIS OVERVIEW OF THE PROS AND CONS FOR THE WIDER PROJECT ................................... 10
5.
MARKET OVERVIEW OF ENERGY MONITORING PRODUCTS ...................................................................... 11
5.1. MONITORING ENERGY CONSUMPTION ............................................................................................ 11
5.2. KEY ASSUMPTIONS FOR TESTING PHASE OF PROJECT ......................................................................... 11
5.3. ENERGY MONITORING DEVICES ...................................................................................................... 12
5.4. POWER QUALITY .......................................................................................................................... 15
5.5. INSTALLATION .............................................................................................................................. 16
5.6. NON-INTRUSIVE LOAD MONITORING (NILM) ................................................................................... 16
5.7. SOFTWARE TO DISPLAY MEASURED DATA ........................................................................................ 17
5.8. COSTS ......................................................................................................................................... 18
6.
OVERVIEW OF BEHAVIOUR CHANGE TECHNIQUES AND INTERVENTIONS ................................................ 19
6.1. BEHAVIOUR CHANGE TECHNIQUES FOR REDUCING SERVICE DEMAND .................................................. 21
6.2. NUDGING .................................................................................................................................... 21
6.3. TARGET INTERVENTION AREAS FOR ENERGY CONSUMPTION REDUCTION .............................................. 25
7.
CONSIDERATIONS FOR ICRC AND MSF CONTEXTS ..................................................................................... 28
7.1. NEXT STEPS ................................................................................................................................. 29
ANNEXES .................................................................................................................................................................... 31
ANNEX 1: DOCUMENTS REVIEWED – BEHAVIOUR CHANGE ............................................................................. 31
ANNEX 2: LIST OF INDIVIDUALS CONSULTED AS PART OF THE PROJECT PHASE .................................................... 33
ANNEX 3: RULES FOR WORKING WITH NUDGE THEORY .................................................................................. 34
ANNEX 4: AUDIT TOOLS TO BE ADAPTED ..................................................................................................... 35
3
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
L
IST OF
F
IGURES
Figure 1: Example Daily Load Profile ......................................................................................................... 12
Figure 2: Example Breakdown of Energy Use ........................................................................................... 13
Figure 3: Behaviour Intervention Flowchart ............................................................................................. 26
L
IST OF
T
ABLES
Table 1: Project SWOT Analysis ................................................................................................................. 10
Table 2: Criteria for Assessing Monitoring Systems .................................................................................. 14
Table 3: Energy Monitoring Systems Costs and Specs across Different Manufacturers ......................... 18
Table 4: Theoretically Achievable Energy Consumption Reduction through Behaviour Change ............ 20
Table 5: Toolkit of Behaviour Change Strategies ...................................................................................... 27
Table 6: Proposed Steps to Plan, Study and Implement over the Course of a Three-Phase Project ...... 29
4
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
A
BBREVIATIONS
A
AC
Amp (unit of electrical current strength)
Air Conditioning unit
CO
2
Carbon Dioxide
CT
Current Transformer
DB
Distribution Board
HVAC
Heating, Ventilation and Air Conditioning
ICRC
International Committee of the Red Cross
IPCC
Intergovernmental Panel on Climate Change
kW
Kilowatt (unit of power)
kW-h
Kilowatt hour (unit of energy transmitted over a period of time)
LED
Light-Emitting Diode (low-energy input light source/bulb alternative)
MEI
Moving Energy Initiative
MSF
Médecins Sans Frontières
NILM
Non-Intrusive Load Monitoring
PV
Solar Photovoltaic system (solar panels converting sunlight into energy)
ROI
Return On Investment
TIC
Transformational Investment Capacity, MSF internal innovation fund
ToR
Terms of Reference
TP&N
Three-Phase and Neutral (method of electricity transmission across electrical grids)
W
Watt (unit of power)
5
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
1.
E
XECUTIVE
S
UMMARY
The aim of the Energy Sensitisation Project is to improve the understanding of what measures can be
taken within ICRC and MSF operations to reduce energy use, and to change the staff mindset to one
that more naturally performs energy-reducing behaviours without compromising on service delivery.
During phase 1 of this project, we assessed the requirements for baseline monitoring and have
proposed a set of strategies for effective behaviour change campaigns that could be implemented. We
then recommend a step-by-step approach on how these could be applied to ICRC and MSF contexts,
starting with localized pilot implementations.
The need for energy monitoring is highlighted and forefront. It is recommended that the two
organisations develop a roadmap towards establishing a centralized monitoring system of at least the
high-level energy consumption within premises; smart meters will facilitate the data collection. This
monitoring provides the essential baseline data required before taking the next steps to reduce the
organisations’ carbon and environmental footprint, including the behavioural-based interventions
recommended in this report.
Behaviour change campaigns are an ongoing activity that should accompany the organisations’
implementation of structural energy efficiency strategies. The recommendations made in this report
are based on best practices, comprising visual materials such as films, posters, emails, pledges,
contracts, workshops, and verbal communications; and elaborating changes to the choice architecture,
such as changing default settings on electrical appliances/devices, and providing more energy-efficient
alternatives that will not compromise operations and staff comfort.
In ICRC and MSF contexts, a lack of good baseline data and monitoring capacity has been identified and
is addressed in the recommended next steps. A roadmap and framework performing energy audits is
put forward. Audits will ensure that any behavioural interventions are tailored to the specific location
and operational environments where energy efficiency campaigns are being implemented.
6
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
2.
I
NTRODUCTION
Behavioural change and lifestyle change are a key mitigation option for reducing energy service demand
in buildings. Systematically tracking energy consumption will be critical in setting a baseline and then
determining a course of action to improve buildings’ energy performance through behavioural change
campaigns. Improvements in monitoring technology will make it affordable and easy to install smart
meters in the coming years, and it is recommended that the organisations develop a roadmap towards
setting up a centralized energy monitoring system. Data monitoring, recording, analysis and transfer
should be automatically performed by the energy monitoring system without the need for manual
operations by staff at the location or remotely. A basic monitoring system to measure energy
consumption at any given premises could cost as little as US$ 350.
A behaviour change campaign will focus on reducing energy consumption through positively influencing
the behaviours and habits of staff. This can be achieved by increasing staff knowledge about energy and
how to reduce consumption thereof (‘energy literacy’), by motivating behaviour conducive to energy
savings, and through adaptations to work environments that encourage energy-saving habits to take
hold in the long term. Campaigns can comprise visual materials such as films, posters, emails, pledges,
contracts, workshops, and verbal communications; but also changes to the ‘choice architecture’, such
as changing default settings on devices and providing more energy-efficient alternatives that will not
compromise operations or staff comfort.
The humanitarian sector has freely shared campaign materials and tools for addressing behaviour
change that can be adapted to ICRC and MSF needs. In MSF contexts – and likely in ICRC contexts –
behavioural change campaigns must be conducted alongside other efficiency upgrades and not in
isolation of them, except in buildings already equipped with good energy infrastructure and energy
performance. The next steps involve improving data availability and understanding of current energy
consumption in buildings, identifying high-impact behavioural campaign topics, and developing
campaigns and information materials. Changing habits, perceptions and expectations takes time, and
behaviour change interventions should be continuously reiterated and adapted in the coming years to
inform and support part of the organisational strategies implemented to reduce environmental
footprints and, in some instances, operational costs.
7
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
3.
T
IMELINE AND DELIVERABLES
It was originally proposed to divide the project into three phases, with a Go/No Go decision by ICRC and
MSF at the end of each phase. This would roughly follow the SIU’s innovation process. Although some
of the details have changed, the overarching aim still follows the timeline below.
The following is primarily concerned with Phase 1 of this project.
P
HASE
1:
I
NITIATION
–
Q4
2019
A
IMS
• Better understand each organisations’ expertise/resources related to the project.
• Analyse various solutions for monitoring energy consumption in buildings, taking into account the
technical requirements of both organisations.
• Analyse various behaviour-based energy efficiency strategies that could be implemented in both
organisations.
• Combine these findings into an energy-efficient package that can be piloted in ICRC and MSF field
projects.
K
EY DELIVERABLES EXPECTED
• Scan the market for various monitoring systems that could provide MSF and ICRC staff with instant
energy use feedback.
• A comprehensive package of behaviour-based measures that could be relevant to ICRC and MSF
contexts.
• A comprehensive project plan for phase 2 implementation (technology used, methodology,
budget, etc.)
T
IMELINE
•
Jul-Sept
: Background information. Baseline data. Informational interviews with Stakeholders and
Experts.
•
Aug-Sept
: Market Analysis of suitable monitoring systems that can provide instant energy use
feedback. Potential field observation of staff energy use in buildings.
•
Oct-Nov:
Develop comprehensive package of behaviour-based measures that could be relevant
and piloted in ICRC and MSF contexts. Draft and finalise project plan for phase 2 implementation.
8
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
P
HASE
2:
D
EVELOPMENT
–
2020
A
IMS
(Dependent on Phase 1 Findings)
• Implement an energy monitoring system that provides immediate feedback in a minimum of four
ICRC or MSF projects.
• Implement and accompany behaviour-based energy efficiency measures in both organisations.
• Compare results for the different measures and between organisations.
K
EY DELIVERABLES EXPECTED
• At least four separate pilots of various energy efficiency measures.
• Validation of a suitable energy consumption monitoring system and behaviour-based energy
efficiency strategies that could be rolled out in other localities.
• Cost/benefit analysis of the different measures.
• Potential for publishing results in sector bulletins.
P
HASE
3:
I
MPLEMENTATION
–
Q1
2021
(TBC)
Depending on the findings of phase 2, phase 3 aims to roll out/upscale/implement a relevant behaviour-
based energy efficiency strategy with a pertinent monitoring system sector-wide.
K
EY DELIVERABLES EXPECTED
• A significant, quantifiable reduction of environmental footprint and financial burden due to the
energy waste in MSF and ICRC premises.
P
ROJECT CLOSING
(TBC)
Capitalisation of knowledge and lessons learned based on the progress made in the preceding phases.
Planned during Phase 2.
9
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
4.
C
ONTEXT
In recent years, both ICRC and MSF began reflecting on how to reduce dependency on fossil fuel energy
with the ultimate goal of reducing their environmental footprints and associated costs — thus
enhancing power supply resilience.
Energy consumption in buildings is a key target of improving the rational use of energy, as it is estimated
that building energy consumption accounts for 32% of all CO
2
emissions globally. It can be reasonably
assumed that ICRC and MSF’s building consumption also accounts for a significant amount of both
organisations’ primary energy resource usage, although this is likely to vary depending on the location
and purpose of the buildings. Efficiency gains for buildings can be achieved through a number of
strategies —such as the use of LEDs that require less energy than classic bulbs to deliver the same
service— but also through changes to human behaviour.
During phase 1 of the Energy Sensitization and Behaviour Change Project, a shortlist of recommended
and suitable energy monitoring systems for ICRC and MSF sites were identified and presented to the
organisations. These recommendations are followed by an overview of potential behaviour-based
service demand reduction techniques. Finally, the project reflects on input and learnings from
observations made during past field audits that relate to behaviour change. The learnings from these
audits are mostly incorporated in the sections Considerations for ICRC and MSF Contexts (p28) and Next
Steps (p29). The next phase will build on these findings by implementing pilot tests at four sites, aiming
to test metering and to identify target behaviours and suitable interventions that could be applied at
scale within ICRC and MSF operations to reduce energy consumption.
10
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
4.1.
SWOT
A
NALYSIS
O
VERVIEW OF THE
P
ROS AND
C
ONS FOR THE
W
IDER
P
ROJECT
T
ABLE
1:
P
ROJECT
SWOT
A
NALYSIS
S
TRENGTHS
W
EAKNESSES
• Focus on behavioural change is in line with IPCC
identified key mitigation options.
• Capital investment for the equipment is small.
• Shared learnings across organisations.
• Combined resources.
• Potential for sector-wide impact.
• Tests wider strategies articulated in reports such as
Moving Energy Initiative. Will demonstrate their real
ROI.
• Will demonstrate where actors should focus their
resources as strategies move towards sustainable
measures.
• Will provide practical guidance to field on how to
implement monitoring and efficiency gains.
• Heterogeneity of missions and delegations poses
challenges to identify scalable solutions.
• Short implementation timespan (seasonal variations
difficult to catch).
• Dependency on support from and access to field level
operations.
• Implementing behaviour change can take long
periods of time.
• Behaviour change interventions should occur
strategically, alongside or after structural and
efficiency improvements.
• The carbon / energy accounting systems need to be
in place for tracking and monitoring progress.
• The turnover of management staff is a weakness in
follow-up and also threatens buy-in.
• MSF presently has many initiatives, but lacks any
global governance as of yet.
O
PPORTUNITIES
T
HREATS
• Strong signal of organisational commitment to tackle
environmental issues.
• Identification of high ROI interventions that are
widely applicable.
• Change to level of access due to political changes or
disease outbreak in pilot region.
• Unforeseen challenges with metering set-ups.
• Lacking support from the pilot missions / delegations.
• Project targets users and logistic departments, but
neglects managerial decisions and procurement.
• Jumping into easy ‘technical solutions’ without
studying the life cycle will limit the impact of
behaviour change measures.
11
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
5.
M
ARKET
O
VERVIEW OF
E
NERGY
M
ONITORING
P
RODUCTS
5.1.
M
ONITORING
E
NERGY
C
ONSUMPTION
The process of monitoring of energy use involves measuring how much, where, when, how, and why
energy is being consumed at specific locations and across whole organisations. The objective of energy
monitoring and management is to reduce costs, increase efficiency, and enhance sustainability.
Energy monitors are devices which measure actual electricity use in premises, showing current energy
consumption and energy used over time. This will provide the organisation with quantitative data on
how much, where and when energy is used (e.g. $, kW-h, Office Building 2, 9am to 8pm Monday 13
th
).
The ‘why’ and ‘how’ of energy use is more qualitative, and will be investigated in terms of context,
choice of energy-using products, and the behaviour of those using those products, for example: need
for cooling (dependent on climate, site, building construction, user perception etc.); make / type of AC
chosen (cost, local availability, familiarity); user-determined temperature and times of operation based
on personal preferences, etc. This data requires an understanding of these multiple contextual factors,
including restrictions on the availability of technology and costs.
Changes to the choices of why and how –such as energy efficiency and behavioural change measures–
can reduce energy consumption by up to 50%. The impact of those changes is measured by energy
monitors, which show us real-time and historical actual energy usage. The change in overall energy
consumption should be analysed in conjunction with other variables, most typically temperature
variations and changes in operational volume. Without measuring energy consumption, it is not possible
to ascertain how much energy is being used, by what devices and in what areas, and thus improvements
cannot be quantified.
5.2.
K
EY
A
SSUMPTIONS FOR
T
ESTING
P
HASE OF
P
ROJECT
The aim is to monitor overall energy consumption and the main end-uses in ICRC/MSF premises
remotely, with a view to developing a centralized energy monitoring system. Monitoring, recording,
analysis and transfer of data should be automatically performed by the energy monitoring system
without the need for manual operations by staff at the location or remotely.
Internet connectivity is intermittent in many locations, so monitoring devices require a minimum of 24
hours of internal data storage. We have thus excluded systems which are cloud-based without internal
storage from this analysis.
Power quality is not of primary importance for the purposes of this project; however, it is recommended
that current on three phases and neutral (4CTs) is measured, in addition to voltage measurement on all
phases. (CT on live only with voltage measurement for single phase).
Electricity supplies and electrical installations are not always reliable, stable and properly installed to
appropriate standards before energy monitors are installed and behaviour change interventions
applied.
During the testing phase, additional monitoring will be needed to demonstrate actual impacts of
behavioural change and energy efficiency measures, in addition to showing how much and when
12
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
specific devices are consuming. Once these have been quantified in selected locations, it would not be
necessary to install as many monitoring devices when scaling up energy monitoring across the
organisation.
Monitoring systems will advance greatly in the next 5 years, allowing simpler installations and increased
ability to monitor all locations and appliances (similar to the ‘Internet of Things’). However, internet
connectivity may not advance greatly in remote locations.
5.3.
E
NERGY
M
ONITORING
D
EVICES
The primary objective of this project is to monitor energy usage to measure changes in consumption as
a result of changes in behaviour. Monitoring devices must be capable of measuring instantaneous
power (kW) in addition to energy use (kW-h) to provide a clear, easy to understand picture of energy
consumption patterns over time.
Such information can reveal the maximum and minimum load, in addition to the times of day, week or
year when the most energy is used. Once we identify how we use energy, we can then take steps to try
to reduce this consumption through energy efficiency and behavioural change measures.
There is a large range of suppliers of energy monitoring systems, many of whom have multiple products
from which to choose. This market overview did not consider all suppliers or products in the market,
instead focusing on those products which appear to be most widely used for basic commercial energy
monitoring (as opposed to industrial, engineering and control energy monitoring systems).
F
IGURE
1:
E
XAMPLE
D
AILY
L
OAD
P
ROFILE
In addition to measuring total energy consumption for a site or building, we can also measure the
breakdown of use per room, circuit or device –depending on the level of detail we choose to invest in–
with the aim of identifying outliers with unusually high energy consumption for which relevant measures
for reduction can be defined. The more detail, the more accurate our energy picture will be – but also
the more expensive the monitoring system.
13
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
In other locations, we would install monitors only at a macro level (site or building-level) to enable cross-
comparison of impacts on behaviour facilitated by having the more granular data on device use as well
as less specific location-wide behavioural data. It is also important in this pilot phase to collate valuable
data on energy consumption for specific devices (e.g. demonstrate the actual consumption of ACs,
computers, printers etc.) and show reductions in use following specific efficiency measures.
Systems can be used for any application from small single-phase installations to large three-phase
installations. The device selection should consider the level of power quality required and local internet
connectivity (WIFI or mobile network).
F
IGURE
2:
E
XAMPLE
B
REAKDOWN OF
E
NERGY
U
SE
The above graph is an example of measuring energy consumption for different uses, wherein we
measure several data points or circuits to ascertain which items consume the most. We can then aim
to focus on those areas which provide maximum ROI.
Which monitoring systems and the number of measuring devices installed will depend on the
configuration of buildings in a location, in addition to the way in which those buildings are wired. In
some cases, circuits are per office or per floor; in others, they are wired by type of appliance, e.g.
AC/lighting/sockets each have individual circuits.
Individual consumption will be difficult to measure in most locations, as working and livings spaces are
predominantly shared, staff can work across multiple locations, and staff turnover can be high. While it
may be possible to monitor actual changes in behaviour of individuals or groups, the measurement of
changes in energy consumption as a result of those changes in behaviour will represent a wider group.
Premises connected to the grid will already have an electricity meter, along with electricity bills which
show the monthly electricity usage and cost.
For diesel generators, a system that accurately records the amount of diesel used and energy output
per generator would provide valuable information on costs and efficiency. Generators with control
14
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
panels permit monitoring of the total kW-h produced and thus monitoring of total energy consumption,
and could be manually recorded daily, weekly or monthly.
Recommendations for quantity and location of energy monitors:
• Installation of an energy monitoring device at the main electricity supply (grid and diesel generator)
in all locations to provide overall power and energy consumption data. This will record power
supplied from grid connections, solar PV and diesel generators.
• Installation of energy monitoring devices in key buildings, distribution boards or key circuits to
provide more granular data for these locations / circuits.
• Installation of device-level monitoring in selected locations for the testing phase, providing direct
feedback to staff on their energy use and the effects of the energy efficiency or behavioural change
measures. Devices to undergo this level of monitoring should be selected based on frequency of
use and expected high level of energy consumption.
• Low/No-cost option: Manual data collection of electricity meters and generator displays to be
carried out in selected locations (kW-h/hours of operation - daily/weekly). Collect electricity bills for
all premises in locations where we intend to pilot this project, even if monitors are not installed.
While we don’t get an accurate picture of load profile, we would be able to record the total quantity
of energy consumed which could be used as a basic indicator of variations in consumption resulting
from specific actions. Measurement of diesel consumption per generator would also be useful.
Recommendations for minimum parameters for energy monitors:
• At least 24 hours of data storage on a device to protect against intermittent internet connection
and reduce risk of data loss. We have excluded systems which are cloud-based without internal
storage.
T
ABLE
2:
C
RITERIA FOR
A
SSESSING
M
ONITORING
S
YSTEMS
15
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
5.4.
P
OWER
Q
UALITY
Organisations must monitor power quality to ensure that incoming electricity supplies are stable and
will not damage servers, PCs and other equipment. It is also important to measure the power quality on
the load side to determine if electrical installations are functioning correctly and ensure that loads are
balanced.
Many basic energy monitors are designed with the assumption that both the electricity supply and the
electrical installation are reliable, stable and properly installed to high standards; this is not the case in
many locations where ICRC and MSF operate, with poor quality electricity supply and low-standard
installations all too common. Current measurements on neutral cables can exceed those on live phases.
These issues can lead to increased energy use through losses, in addition to damaged equipment, shocks
and fires. It is paramount to verify that electricity supply and use follows normal patterns, and
subsequently to take necessary action to remedy any issues, before we begin addressing energy
efficiency measures or considering investment in renewable energy systems, such as Solar PV.
If the incoming power supply is stable, we propose that we would only need to measure real-time
voltage (Phase & Line) and current across TP&N, with readouts on power factor, graphs showing
current, voltage and energy over time (basic power quality measurements). We suggest that we do not
need to measure harmonics, K Factor, crest factor and advanced analytics (full power quality
measurements).
If there are more complex issues with the electricity supply or system, then an electrical engineer will
be required on site with more advanced electricity measuring equipment in order to recommend
changes in design or additional equipment to resolve these issues.
16
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
To design a power supply such as a Solar PV system, these parameters are sufficient to provide us with
maximum and minimum loads and usage patterns. These parameters are also adequate to implement
energy efficiency measures, including behavioural change in use of appliances.
For larger installations, full power quality measurement is recommended to enable remote monitoring
and troubleshooting. One such system would cost less than one visit to the site by a flying technician.
Additionally, as situations change, operations expand, and new devices and/or new buildings are
installed, electrical installations will also change. We must therefore continue to monitor the main
supply for sites and building buildings to enable normal operation and safety verification, in addition to
continuous energy consumption monitoring.
If we can procure an energy monitor which also provides information on power quality for a similar
price, this would be ideal, since it is most likely that these monitors will be permanently installed for
continued measurement.
Recommendations for power quality:
• Energy monitoring devices must be capable of measuring at least the separate currents on three
phases and neutral (4CTs), in addition to voltage measurement on all phases for the main
distribution board (CT on live only with voltage measurement for single phase). This will provide
adequate indication of power quality to determine if there are issues with the electricity system
which need to be addressed.
• Installation of full power quality monitoring systems on sites/premises where the main switch is
rated at 200A (TP&N) or higher.
5.5.
I
NSTALLATION
Although most monitors are relatively simple to install, the process involves working on live electrical
boards; therefore, there is a serious risk of electrical shock.
Qualified personnel experienced with electrical installations should be locally available, as most
operations will have a contract for generator maintenance and general electrical work. On-site staff
(preferably someone responsible for electrical and maintenance tasks) should be trained in
maintenance and operation of the devices to support troubleshooting. One element of this pilot phase
is to determine the level of expertise required to install the hardware and operate the software in each
system, in addition to remote access reliability, data quality and overall ease of use.
Recommendations for installation:
• Installation is only to be carried out by those qualified in / very familiar with working on electrical
installations.
5.6.
N
ON
-I
NTRUSIVE
L
OAD
M
ONITORING
(NILM)
Ideally, we would measure the consumption of all devices connected to electricity; however, although
this is technically possible with modern technology, it would be very expensive. Non-intrusive Load
Monitoring (NILM) has been developed to attempt to detect loads connected to a circuit, learning
consumption patterns to identify specific appliances. This can be up to 70% accurate for easy-to-identify
17
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
loads; however, difficulties arise with smaller (<50W) and variable loads, and distinction between
devices with similar electrical signatures is very challenging.
Energy measurement devices are becoming cheaper and smaller, creating a possible future scenario in
which all devices are fitted with them and data is collected and analysed by specially-designed energy
monitoring systems, similar to the ‘Internet of Things’ which connects everything online. Another
possible future scenario involves investing more in NILM technology, which would require fewer
measurement points and would avoid integration issues with multiple measuring device manufacturers.
The demand for more prolific energy monitoring is certainly increasing, however it is not clear which
method will be most appropriate in the future.
NILM is not yet sufficiently developed for 3-phase systems and is not sufficiently accurate for device
monitoring in single phase.
Recommendations for NILM:
• NILM is not considered an important parameter in device selection. If it is included as part of
appropriate devices, this feature could be used in addition to measurement of the primary
parameters.
5.7.
S
OFTWARE TO
D
ISPLAY
M
EASURED
D
ATA
A highly important feature of energy monitoring is the aggregation, analysis and presentation of
information for effective audience engagement. While it is important to measure in units of power,
energy, voltage and current, these may not be readily understood or of interest to many. In developing
effective behavioural change, it will be important to comprehend the motivations of individuals and to
present information in a way that is appealing and interesting. We can translate units of power and
energy to represent costs or CO
2
emissions, or other visualisation methods which correlate to lower
consumption in words, pictures, graphs, etc.
Software systems accept data from several different energy monitoring devices, so it is not necessary
to source all devices from the same manufacturer. This software would be required to collate and
combine data from all sources and to automatically present it in easy-to-read dashboards to inform
decision making.
Some energy monitoring systems are quite basic in this regard, and are particularly limited in effectively
displaying, comparing, collating and combining high numbers of data points into global readouts.
Specialist software has been developed to provide improved presentation and data management which
can collect, analyse and present data from multiple products and manufacturers in one platform for all
devices.
At present, companies are offering free access to the cloud and their software; however, this is limited
to usually two or five years depending on the company. Companies may elect to charge for continued
software use and access to the cloud in future.
Recommendations for Software Systems:
• Additional software systems would not form part of the piloting phase, as the higher levels of
investment are excessive for small systems. Product-linked software should be used.
18
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
• If the organisation adopts one type of energy monitor only for global use, then the software from
that manufacturer may be satisfactory. If several devices are to be procured, then an additional
software package will be required.
• Further research is required comparing capabilities of independent and product-linked software
systems with regard to ability to present data in multiple, customisable formats, report generation,
length of storage of data, compatibility with multiple systems, ease of use, and cost.
5.8.
C
OSTS
The assessed criteria for each system are outlined in the following table:
T
ABLE
3:
E
NERGY
M
ONITORING
S
YSTEMS
C
OSTS AND
S
PECS ACROSS
D
IFFERENT
M
ANUFACTURERS
M
ANUFACTURER
E
ASE OF
U
SE
E
ASE OF
I
NSTALLATION
P
OWER
Q
UALITY
D
ATA
S
TORAGE AND
T
RANSMISSION
C
OST
R
ANGE OF
O
PTIONS FOR
M
ULTIPLE
S
CENARIOS
Eyedro
«««
«««
«
«
$
«
Smappee
«««
«««
«
««
$
««
Schneider
««
«
«««
«««
$$$$
«««
Accuenergy
««
«
«««
«««
$$$
«
ABB
««
«
«««
«««
$$$$
«««
eGauge
««
«
««
«««
$$
«
Dent
««
«
«««
N/A
$$$
«
Please note:
This table is an initial assessment of different solutions and is not an official endorsement by MSF or ICRC of any
particular technology.
The costs at each location will be dependent on the layout of the site, the way in which it is wired, and
the type and number of monitoring devices required.
Recommendations on specific products and manufacturers:
• Trial multiple products, as actual installation and use of systems will provide much greater
understanding of ease of use, installation, and suitability –including direct feedback from the field–
than desk review can.
• Where device monitors are to be installed, trial Smappee, which allows remote switching of devices.
It also appears to have better power quality features than Eyedro at present.
• In locations with large distribution boards where up to 10 circuits are to be measured, eGauge
presents a good option as it has higher power quality measurements.
• In locations where power is stable and installations are satisfactory quality, trial Eyedro.
• Continue investigation into products and feedback from known users, obtaining data from actual
installations.
19
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
6.
O
VERVIEW OF
B
EHAVIOUR
C
HANGE
T
ECHNIQUES AND
I
NTERVENTIONS
According to the IPCC, behavioural change and lifestyle change are the key mitigatory measures for
reducing energy service demand. Key barriers include imperfect information, fear of low RoI, cognitive
and behavioural patterns, and lack of awareness. The key policies to initiate behavioural change and to
address the common barriers are awareness raising, education, and energy audits, which in conjunction
with other methods have potential to reduce energy use by 20-40% compared to business as usual.
1
Most research and behaviour-based interventions thus far focus on household and residential energy
use where large-scale population programs have achieved relatively modest long-term savings. By
simply providing basic feedback and education (energy literacy) materials in the form of mailed reports,
a saving of between 1-3%,
2
was achieved. When combined with technological efficiency measures such
as weatherization of buildings or the replacement of devices with more energy efficient options, savings
of 20% were possible. In work settings, energy savings of up to 75% have been achieved when
behavioural interventions are combined with technologies.
3
Motivation and cues for behavioural
change can be better maintained when and where other energy saving interventions are being
implemented simultaneously, thus these should always accompany one another. In particular,
behaviour change measures can multiply the impact of technological and managerial interventions.
Phase 2 will focus on identifying specific opportunities for behavioural change interventions and on
finding common barriers that may be targeted at scale across the organisations. Behaviour-based
intervention can be designed using the existing best practices outlined in this document. In absence of
detailed information about the energy consumption in the operational context, the global overview
presented by the IPCC assessment report on behavioural change provides a very high-level overview on
the areas where the largest gains can be made. The following table shows achievable levels of energy
consumption reduction for various end uses. The next steps outlined in this document include a
roadmap to identify the most important areas of intervention based on ICRC and MSF operations. Pilot
tests will determine which consumption reductions can realistically be achieved, and the time and
means required to do so.
1
United Nations, IPCC, Climate Change 2014: Synthesis Report. Contribution of Working Groups I, II and III to the Fifth Assessment Report of
the Intergovernmental Panel on Climate Change, 2014 [Core Writing Team, R.K. Pachauri and L.A. Meyer (eds.)]. IPCC, Geneva, Switzerland.
Available at: https://www.ipcc.ch/report/ar5/syr/ [Accessed 12/01/2020].
2
UK Government Department of Energy and Climate Change, RAND Europe, What works in changing energy-using behaviours in the home?
A rapid evidence assessment. 2012. Available online at:
https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/69797/6921-what-works-in-changing-
energyusing-behaviours-in-.pdf [Accessed 12/01/2020].
3
Bin, Shui (2012). ‘Greening Work Styles: An analysis of energy behavior programs in the workplace’. ACEEE.
20
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
T
ABLE
4:
T
HEORETICALLY
A
CHIEVABLE
L
EVELS OF
E
NERGY
C
ONSUMPTION
R
EDUCTION THROUGH
B
EHAVIOUR
C
HANGE
(IPCC
4
)
E
ND
U
SE
P
ERCENTAGE CHANGE
N
OTES
Heating
10 % - 30 %
Typical value.
Hot water
50 %
Shorter showers, switch from bathing to showering and
other conserving behaviours.
Cooling
50 % - 67 %
Includes the use of fans during tolerable brief periods of
heat, eliminating the use of cooling equipment in
moderately hot climates.
Lighting
70 %
Turning off unnecessary lights.
Refrigerators
30 %, 50 %
Using smaller fridges and elimination of extra fridges.
Dishwashers
75 %
Fully loaded operation as opposed to part loaded operation.
Clothes washers
60 % - 85 %
Cold compared to hot water washing, fully loaded
operations.
Clothes dryers
10 % - 15 %, 100 %
Operation at full load rather than at one-third to half-load,
air drying inside or outside.
Please note:
The table shows best possible scenarios, some of which are tied to specific contexts that may not correspond to
realities in ICRC and MSF operations.
Individual energy consumption in a work environment has several characteristics that set it apart from
household energy consumption, and that in some ways make identifying suitable behaviour
interventions more complex. Clear financial incentives such as reduced energy bills are offered to
individuals at a household-level, but clearly are not possible in office environments. In addition, as office
environments do not present the same opportunities for individualized feedback and monitoring,
information about energy saving is usually communicated at a group level, which reduces the sense of
individual responsibility and impact. Importantly, merely informing employees of the benefits of saving
energy and requesting that they reduce their use of light, heat and cooling does not appear to
necessarily lead to changed behaviours.
5
Effecting change towards more environmentally sustainable
behaviour needs to consider barriers, as well as motivations, opportunity, and capacity of the individuals
from whom change is expected. Performance of the right behaviours should be made as easy as
possible, be it through structural changes in the environment, prompts, social support, or other nudges.
It is very important that comfort remain as little-affected as possible, and that staff are involved from
the beginning. Group ownership of the strategies increases the odds for success.
The most important lessons from this desk research are that an intervention should:
1. Seek to understand in detail what behaviours have the greatest achievable impact on energy
performance and whose behaviours need to change, and
2. Design interventions to reduce or eliminate barriers and address motivation, capabilities and
opportunities for staff to reduce their consumption.
4
United Nations, IPCC, Climate Change 2014: Synthesis Report. Contribution of Working Groups I, II and III to the Fifth Assessment Report of
the Intergovernmental Panel on Climate Change, 2014 [Core Writing Team, R.K. Pachauri and L.A. Meyer (eds.)]. IPCC, Geneva, Switzerland.
Available at: https://www.ipcc.ch/report/ar5/syr/ [Accessed 12/01/2020]. p. 687.
5
Kollmuss, A. & Agyeman, J. ‘Mind the gap: why do people act environmentally and what are the barriers to pro-environmental behavior?’
Environmental Education Research 8 (2012): 239–260.
21
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
6.1.
B
EHAVIOUR
C
HANGE
T
ECHNIQUES FOR
R
EDUCING
S
ERVICE
D
EMAND
All interventions must be prefaced by a systematic tracking of energy consumption, which is critical for
setting a baseline and subsequently determining which intervention will be most appropriate and
effective. The data collected can also be used to encourage energy-saving behaviours through
motivating actions, for example by providing evidence of successful reductions in energy consumption
due to a change in habits. In some cases, simply presenting energy use data has successfully led to a
reduction in personal energy consumption in residential units.
6
It is, however, important to emphasise that behaviour change measures must occur as part of a wider
system change. Without strong monitoring, and technical and organisational change, these techniques
will have little significant effect.
6.2.
N
UDGING
Within the design of choice architecture, 'nudging’ is a tool that employs human impulse behaviour to
influence choices – but, importantly, without forcing them. Rather, nudges make use of positive
reinforcements and indirect suggestions. When possible, any interventions chosen should rely on
nudging rather than coercion or imposition.
Key nudging techniques and strategies that are commonly deployed in the workplace include social
norms, changing default options on machines and appliances, feedback, benign peer pressure, and
rewards. In particular, the employing the influence of upper management and peers to address social
norms by setting the tone and modelling good behaviour has proven to be critical to the success of
behaviour-based intervention programs in professional environments. The majority of cases require
more than one behaviour intervention to effect lasting change, and sometimes the appropriate
intervention is not immediately obvious.
Some examples of specific interventions applicable within office and professional settings are outlined
below; these are not exhaustive, and serve as a sample of some proven effective strategies. It would be
a mistake to design an intervention without having conducted in advance the prerequisite data
collection, analysis and contextualisation.
6.2.1.
G
OALS AND
P
LANNING
Commitment-making: the institution (at mission/ office / coordination level) and individual staff pledge
to achieve a specific goal and track progress; goal framing needs to consider environmental values of
the individuals involved and can be based on symbolic or monetary benchmarks.
6
Bruelisauer, Marcel; Goette, Lorenz; Jiang, Zhengyi; Schmitz, Jan; Schubert, Renate. ‘Appliance Specific Feedback and Social Comparisons:
Evidence From a Field Experiment on Electricity Saving’ (November 28, 2018). Available at SSRN: https://ssrn.com/abstract=3299500 or
http://dx.doi.org/10.2139/ssrn.3299500 [Both accessed 12/01/2020].
22
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
Action Examples:
• Include a pledge to be environmentally conscious and mindful into the onboarding materials for
new staff, and ask current staff to sign a symbolic pledge.
• Collect baseline data (using the monitoring devices, the relevant parts of the TIC tool (MSF) or
Environmental Monitoring System (ICRC), field analysis and specifically designed surveys, and then
set realistic goals to reduce energy consumption in kW-h per person or per m
2
of facility space while
tracking the process and highlighting achievements.
6.2.2.
F
EEDBACK AND
M
ONITORING
Feedback mechanisms can provide users with a normative frame of reference on their energy
consumption compared to an average or compared to other users. Both direct and indirect feedback is
useful. Direct feedback involves displaying real-time electricity consumption directly at workstations or
mobile phones, or via screen displays in the residence, office floor or common area, and usually
showcases in terms of comparative percentage relative to either a target level or an average
consumption. Indirect feedback can also be provided in the form of an energy audit to inform consumers
of whether there is abnormally high consumption behaviour compared to the average or norm.
Action Examples:
• Where meters and submeters are installed, provide a screen in a common area that displays live
energy consumption; this can be facilitated during the installed metering set-up.
• Conduct energy audit by a trusted authority to highlight areas of overconsumption and red flags.
6.2.3.
S
HAPING
K
NOWLEDGE
Improve energy literacy and share information on how to perform certain actions –and on the positive
or negative consequences of certain actions– through newsletters, podcasts, webinars, in-person
meetings, posters, emails, videos, etc. Templates and a framework for educational material can be
provided centrally by the coordination or headquarters, but must be distributed, adjusted and
implemented by the taskforce locally. It is important to find a messaging approach that appeals to
emotions – in particular, positive emotions such as the senses of pride and accomplishment have led to
positive decision making by individuals (see Table 5: Toolkit of Behaviour Change Strategies (p27) for
more details).
Action Examples:
• Provide staff with tips and tools on how to use high-impact energy consuming assets such as dryers
and AC more efficiently.
• Distribute general energy literacy materials to staff.
• Organize workshops, talks and online training materials.
6.2.4.
S
OCIAL
S
UPPORT
One way of providing important social incentives to induce behaviour change is for the leadership and
other ‘role model’ positions to broadcast an organisational commitment to improve environmental
impact footprints. Leaders within the organisation can be key in delivering crucial environmental
messaging. Staff ‘champions’ can also play a vital role in getting more colleagues on board by modelling
23
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
good behaviour (switching off lights and appliances, fully loading dryers etc.) or by otherwise
encouraging others to contribute to energy saving activities. People tend to follow the behavioural lead
of those with whom they share a sense of similarity or those whom they admire or care about, as
demonstrated by UNICEF in a comedic promotional video.
7
Action Example:
• Identify key messaging to be delivered by organisational leaders at all staff meetings in projects
and missions
6.2.5.
C
OMPARISON OF
B
EHAVIOUR
Launch a competition to reduce energy consumption between floors, rooms or buildings, or compete
over other such norms. Proceed with caution, however, as competitions run the risk of only providing
temporary improvements, or even generating a rebound effect. Comparisons of behaviour –for example
comparing present consumption to average or past patterns– is a less risky option; generally,
highlighting how behaviour departs from an average tends to nudge individuals to adjust their behaviour
towards the norm, and can be effective in reducing the footprint of high-consumption users in the
longer term.
Action Example:
• Create a benign competition or challenge where projects compete for three months to reduce their
energy footprint based on KPIs identified.
6.2.6.
R
EWARD AND
T
HREAT
Actively acknowledge or recognise positive behaviour. The reward can be either material and specific,
or immaterial through generating positive emotions by highlighting and recognizing achievements.
Rewarding and congratulatory feedback in simple forms –such as displaying a smiley face when targets
are met– can help avoid rebound effects. Economic rewards are very appealing in general. Threats can
be used, but should be avoided in favour of rewards, and motivational and positive messaging.
Action Example:
• Assign a ‘Green Award’ to projects based on exemplary behaviour.
6.2.7.
A
SSOCIATIONS
,
P
ROMPTS
,
R
EMINDERS AND
D
ESIGNING
‘C
HOICE
A
RCHITECTURE
’
Frequently remind staff to take certain actions, or remind them of their target commitments. Change
default choices, such as default thermostat settings or AC unit automatic switch-off times. The user will
have to make a conscious choice to change the thermostat setting or turn on the AC. Remove barriers
and ‘frictions’ that act as deterrents from making the most beneficial and positive choice. Intentionally
designing ‘choice architecture’ will simplify what people are asked to do by reducing the apparent
choices available, or by framing decisions in a way that automatically guides people towards the most
beneficial behaviour.
7
UNICEF, ‘Stuff UNICEF cares about: Saving the Planet’, 2019. Available at: https://www.youtube.com/watch?v=4u98H3JoAgM [Accessed
12/01/2020].
24
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
Action Example:
• Install (timer) switches on all ACs, set default temperature to 24° and equip desks with individual
fans that can be controlled locally for additional cooling according to individuals’ thermal comfort.
25
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
6.3.
T
ARGET
I
NTERVENTION
A
REAS FOR
E
NERGY
C
ONSUMPTION
R
EDUCTION
Potential intervention areas are listed below and have been identified through interviews and literature
research. Only one category relies solely on ‘staff curtailment behaviour’, referring to staff adapting
their behaviours to consume less energy. The remainder will require a change in managerial and/or
procurement practices, which implies behavioural change at different levels of the organisations.
6.3.1.
S
TAFF
S
ERVICE
D
EMAND
R
EDUCTION
B
EHAVIOURS
These include frequent, low-cost behaviours which require little or no skill and that can be performed
and observed by all users of the office; these are essentially curtailment behaviours. In office and
residence settings, they mostly relate to thermal comfort, workspace, and eating, each of which can
take place in multiple locations around the work building. Specific behaviours include turning off lights,
appliances and devices when not in use, air-drying, lowering / increasing thermostat settings in cold /
warm climates, closing refrigerator doors properly, closing windows and doors when HVAC is in use,
wear clothing appropriate to the climate and season, putting laptops and printers in sleep mode when
not in use, turning off printing machines at night, etc.
6.3.2.
F
ACILITY
M
ANAGEMENT
M
EASURES
These aim at decreasing energy demand involve targeting and encouraging organisational behaviours
with a monthly or seasonal recurrence, and should be restricted to low-cost and low-skill requirements.
Such behaviours evade categorisation as either ‘curtailment’ or ‘efficiency’ measures, and include:
• Cleaning and replacing filters around the office;
• Programming thermostats and timed switches;
• Setting appropriate refrigerator, freezer and water heater temperatures;
• Removing redundant water coolers / heaters, fridges, coffee makers, or other appliances;
• Creating shared canteen facilities and moving away from personal or numerous low-capacity
fridges;
• Installing switches with default automatic switch-off times to equipment and appliances;
• Repairing doors and windows, installing automatic door closers, installing viewing windows in doors;
• Installing meters on the main DB and key locations, repairing poor electrical installations,
monitoring and maintain systems;
• Encouraging security and cleaners to also adopt these behaviours.
26
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
6.3.3.
I
NSTITUTIONAL
-L
EVEL
I
NTERVENTION
This applies to the implementation of changes at management, human resources, procurement, policy,
and budgeting levels. These include:
• Procuring high efficiency appliances as standard;
o this should be informed by life-cycle cost analyses performed during procurement
evaluations; investment in systems with higher up-front costs can lead to significant long-
term savings;
• Encouraging the use of fans in favour of cooling equipment during periods of tolerably high
temperatures;
• Ensuring high-quality electrical installations by consulting experts;
• Mentioning ‘energy efficiency’ in recruitment materials and processes, including in ToRs and
contracts;
• Appointing ‘energy champions’, or location-specific ‘responsible individuals’ across the work
environment;
• Training staff in energy efficiency as part of onboarding;
• Globally reporting, target-setting, and comparing energy consumption per staff member / m
2
/
location and subsequently taking appropriate mitigation actions;
• Incentivizing reduced consumption –either on a personal or locational-basis– by introducing
competitions and other motivations;
• Demonstrating the negative health impacts of improper AC use;
• Relaxing dress codes to allow for lower thermostat settings in colder climates or lower AC settings
in hotter climates;
• Creating an organisational culture that normalizes these and other positive behaviours.
F
IGURE
3:
B
EHAVIOUR
I
NTERVENTION
F
LOWCHART
8
The above examples are not exhaustive, and several interventions could fit into multiple categories.
Barriers and opportunities for behavioural change vary considerably by location, building type, culture,
8
Michie, S.; Atkins, L.; West, R. (2014) The Behaviour Change Wheel: A Guide to Designing Interventions.
27
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
and stakeholder groups – as do the options to overcome these. The Behaviour Change Wheel
9
outlines
a process for identifying which techniques will be most effective in implementing a desired behaviour
change, and it could be suitably put to effective use in ICRC and MSF contexts. It is also advisable to
incorporate learnings from other organisations’ behavioural interventions. Regardless, the process must
begin with identifying the specific problems to be solved, and then matching these with suitable
behaviour change techniques.
General guides on designing behaviour interventions have been compiled by Rare
10
and The Behavioural
Insights Team.
11
Key points from the toolkit are summarized below in Table 5.
T
ABLE
5:
T
OOLKIT OF
B
EHAVIOUR
C
HANGE
S
TRATEGIES
Toolkit of Strategies
M
OTIVATE THE
C
HANGE
1. Leverage positive emotions
2. Frame messaging to personal values, identities, or interests
3. Personalize and humanize messages
4. Harness cognitive biases
5. Design behaviourally-informed incentives
S
OCIALISE THE
C
HANGE
6. Promote the desirable norm
7. Harness reciprocity
8. Increase behavioural observability and accountability
9. Encourage public and peer-to-peer commitments
10. Choose the right messenger
E
ASE THE
C
HANGE
11. Make it easy by removing frictions and promoting substitutes
12. Provide support with planning and implementation of intentions
13. Simplify messages and decisions
14. Alter the choice setting
15. Use timely moments, prompts and reminders
9
Michie, S.; Atkins, L.; West, R. (2014) The Behaviour Change Wheel: A Guide to Designing Interventions. London: Silverback Publishing.
Available at: http://www.behaviourchangewheel.com/ [Accessed 12/01/2020].
10
Rare, https://rare.org/ [Accessed 12/01/2020].
11
‘Publications’, The Behavioural Insights Team, https://www.bi.team/our-work/publications/ [Accessed 12/01/2020].
28
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
7.
C
ONSIDERATIONS FOR
ICRC
AND
MSF
C
ONTEXTS
In light of these general wider findings, it is important to consider interventions that are most suitable
and practical for humanitarian operations and contexts. ICRC and MSF both operate in a wide range of
contexts, across which operational priorities can greatly differ. As such, the steps proposed in the
following sections have been designed to ensure relevance within humanitarian operations.
Implementations should be driven and owned by staff in field operations with due consideration for
local priorities. The role of HQ / coordination should be to support these by providing a framework,
tools, materials, and guidance on implementing these activities.
Demands are likely to vary based on operational contexts. ICRC and MSF’s operations cover a large
portion of the world’s regions and climatic conditions: the energy demands of projects in Ukraine will
differ greatly from those in Central African Republic; likewise, even within a single country, a project in
a rural setting will have very different demands to an urban coordination unit. Furthermore, energy
requirements are significantly dictated by the type of project being delivered; a health structure offering
inpatient care will have more energy-dependent equipment and staff than a small outpatient facility.
Beyond geographic location, a project’s energy demands will be greatly shaped by the background of
staff, and behaviour change interventions must take this and related factors into account. For example,
varied social backgrounds may be a causal factor behind differing levels of interest and engagement, or
disinterest and apathy, towards energy reduction. It is therefore logical, advisable and appropriate to
factor in these differences, and to tailor calculations and audits to each context.
ICRC and MSF share a consistently high-staff turnover. This fact can negatively influence attempts to
integrate sustained organisational change. Additionally, the commitment to keeping costs as low as
possible in the short-term (on order to reach the greatest number of beneficiaries) can mean that
investments that pay out in the long-term can be difficult to justify.
With these differences in mind, it is then essential to consider
how to implement
. In the humanitarian
sector, implementation opportunities for behaviour change can be divided between Operations,
Offices, and Residences: operational staff comfort should not be compromised; however, Offices and
Residences provide a good interventional entry point. Residences should be considered a prime
opportunity for behaviour change, as they 1) are usually empty during the day, and 2) usually represent
the lowest organisational priority in terms of service delivery.
As has been mentioned, behaviour change measures must be based on data from monitoring present
consumption if they are to succeed. In ICRC and MSF operations specifically, this requires being able to
break down energy use by context, operations, offices, and dwellings. As such, it is recommended to
conduct an ongoing monitoring program for baseline data before implementing reduction and
efficiency measures.
Additionally, the identified behavioural change measures have not yet been tested in such contexts, and
any intervention thus carries any number of unknowns.
29
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
7.1.
N
EXT
S
TEPS
In order to capitalise on this phase of the project, it is important to consider how the work completed
here, fits within the wider ecosystem of measures that can be taken. The below table outlines a possible
approach to improving the energy efficiency of field projects. The table is divided into understanding
current consumption, reducing consumption, and implementing renewable solutions.
T
ABLE
6:
P
ROPOSED
S
TEPS TO
P
LAN
,
S
TUDY AND
I
MPLEMENT OVER THE
C
OURSE OF A
T
HREE
-P
HASE
P
ROJECT
G
ENERAL
OBJECTIVES
A
CTIONS
P
HASE
E
XPECTED BENEFITS
T
ASKS
1. Understanding
energy
consumption in
field sites
1.1 Monitoring
energy sites
1
Data required to design
renewable energy systems
and energy-efficiency
program are collected
• Design an energy monitoring
plan
• Install sensors
• Manage energy data
1.2 Energy audits
2
Energy audits are used in field
premises to understand how
energy is consumed and to
find opportunities for
improvement and energy
efficiency
• Design energy audits
applicable to field sites and users
• Train staff to carry out audits
• Implement energy audits
2. Reducing
energy
consumption in
field premises
2.1 Behaviour
change
1
Energy consumption in field
sites is reduced by changing
staff habits
• Design, test and validate
behaviour-based energy
strategies
• Implement strategies
2.2 Energy-
efficient
equipment
2
Energy efficiency criteria are
systematically considered in
the purchase of equipment
for field premises
• Develop procurement
guidelines and tools for
purchases
• Purchase energy-efficient
equipment
2.3 Passive design
approach for
buildings
2
New building rentals,
acquisitions or renovations
consider architecture that
minimizes energy
consumption
• Develop criteria applicable to
field conditions
• Assess building energy
efficiency
• Consider energy efficiency
criteria in the rent, purchase or
refurbishment of buildings
30
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
2.4 Roll-out of
electrical
rehabilitation,
including safety
2
Electrical installations are
carried out with energy
efficiency in mind
• Define energy efficiency
measures to be implemented
(create guidance and
sensitisation for implementers)
• Implement energy-efficient
electrical installations (create
guidance and sensitisation for
implementers)
3. Implementing
renewable
energy solutions
3.1 Business case
3
Sites are provided with
business case showing the
potential for renewal energy
use
• Develop an assessment form
usable by admin staff
• Carry out field assessments
• Draft business case
3.2 Finance
mechanisms
3
Funding mechanism found to
implement renewable energy
system
• Explore the use of investment
funds
• Explore the use of new
financing model
3.3
Implementation
3
The installation of renewable
energy system is funded
• Define portfolio of
implementation models and draft
contracts accordingly
• Manage bidding and contracts
• Supervise implementation
work
31
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
A
NNEXES
A
NNEX
1:
D
OCUMENTS
R
EVIEWED
–
B
EHAVIOUR
C
HANGE
Shui Bin, ‘Greening Work Styles: An Analysis of Energy Behaviour Programs in the Workplace,’ American Council for an Energy-
Efficient Economy, Jan. 2012. Available at: https://aceee.org/sites/default/files/publications/researchreports/b121.pdf
[Accessed 12/01/2020].
Bruelisauer, Marcel and Goette, Lorenz and Jiang, Zhengyi and Schmitz, Jan and Schubert, Renate,’ Appliance Specific Feedback
and Social Comparisons: Evidence From a Field Experiment on Electricity Saving’ (November 28, 2018). Available at SSRN:
https://ssrn.com/abstract=3299500 or http://dx.doi.org/10.2139/ssrn.3299500 [Both accessed 12/01/2020].
H. S. Boudet, J. A. Flora, and K. C. Armel, ‘Clustering household energy-saving behaviours by behavioural attribute,’ Energy
Policy, vol. 92 (May 2016), pp. 444–454.
P. Doerrenberg and J. Schmitz, ‘Tax Compliance and Information Provision - A Field Experiment with Small Firms,’ Social Science
Research Network, Rochester, NY, SSRN Scholarly Paper ID 2941474, 2017.
European Environment Agency, Achieving energy efficiency through behaviour change: what does it take? 2013, EEA
Copenhagen, ISSN 1725-2237. Available at: https://www.eea.europa.eu/publications/achieving-energy-efficiency-through-
behaviour/file [Accessed 12/01/2020].
C. Ghesla, M. Grieder, and J. Schmitz, ‘Nudge for Good? Choice Defaults and Spillover Effects’ Front. Psychol., vol. 10, 2019.
C. Ghesla, M. Grieder, and R. Schubert, ‘Nudging the Poor and the Rich - A Field Study on the Distributional Effects of Green
Electricity Defaults,’ Social Science Research Network, Rochester, NY, SSRN Scholarly Paper ID 3147028, March 2019.
C. Ghesla, M. Grieder, J. Schmitz, and M. Stadelmann, ‘Pro-Environmental Incentives and Loss Aversion: A Field Experiment on
Electricity Saving Behaviour,’ Social Science Research Network, Rochester, NY, SSRN Scholarly Paper ID 3186068, February
2019.
A. Kollmuss and J. Agyeman, ‘Mind the Gap: Why do people act environmentally and what are the barriers to pro-
environmental behaviour?” Environmental Education Research, vol. 8, no. 3 (August 2002), pp. 239–260.
T. C. Leonard, Richard H. Thaler, Cass R. Sunstein, ‘Nudge: Improving decisions about health, wealth, and happiness,’ Yale
University Press, New Haven, CT, 2008, 293 pp,” Const Polit Econ, vol. 19, no. 4 (December 2008) pp. 356–360.
Claire Maugham, ‘Energy Policy Turns to Technology and ‘Nudge’,’ Research Live, 06 April 2016. Available at:
https://www.research-live.com/article/features/energy-policy-turns-to-technology-and-nudge-/id/5005222 [Accessed
12/01/2020].
S. Michie, L. Atkins, and R. West, The behaviour change wheel: a guide to designing interventions, First edition. London:
Silverback Publishing, 2014.
Michie, S. and Johnston, M., ‘Behaviour Change Techniques’ in Gellman M.D., Turner J.R. (eds) Encyclopedia of Behavioural
Medicine. Springer, New York, NY. 2013.
N. Mogles, J. Padget, E. Gabe-Thomas, I. Walker, and J. Lee, ‘A computational model for designing energy behaviour change
interventions,’ User Modeling and User-Adapted Interaction vol. 28, no. 1 (March 2018), pp. 1–34.
‘Nudge Theory: A Complete Overview,’ BusinessBalls. Available at: https://www.businessballs.com/improving-workplace-
performance/nudge-theory/#nudge-toolkit. [Accessed: 12/01/2020].
J. Persson, M. T. Palomares, and S. Huchulak, ‘OCB Energy Vision Energy Mapping and Roadmap,’ MSF Sweden Innovation Unit,
MSF OCB Logistics Back Office, 2018.
Rare Behavioural Insights Team, ‘Behaviour Change for Nature: A Behavioural Science Toolkit for Practitioners,’ Arlington, VA,
2019. Available at: https://www.bi.team/wp-content/uploads/2019/04/2019-BIT-Rare-Behavior-Change-for-Nature-
digital.pdf [Accessed 12/01/2020].
J. Schmitz, ‘Temporal dynamics of pro-social behaviour: an experimental analysis,’ Exp Econ, vol. 22, no. 1 (March 2019), pp.
1–23.
R. Stuart-Smith, ‘Behaviour Change Interventions for Reduced Energy Use: Best practices for Universities,” International
Alliance of Research Universities, 2017. Available at:
https://www.sustainabilityexchange.ac.uk/files/energy_behavior_case_study_v2_-_university_of_oxford.pdf [Accessed
12/01/2020].
V. Tiefenbeck et al., ‘Overcoming Salience Bias: How Real-Time Feedback Fosters Resource Conservation,’ Management
Science, vol. 64, no. 3 (Nov 2016), pp. 1458–1476.
32
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
UK Government Department of Energy and Climate, RAND Europe, What Works in Changing Energy-Using Behaviours in the
Home? A Rapid Evidence Assessment, November 2012.
United Nations, IPCC, Climate Change 2014: Synthesis Report. Contribution of Working Groups I, II and III to the Fifth Assessment
Report of the Intergovernmental Panel on Climate Change, 2014 [Core Writing Team, R.K. Pachauri and L.A. Meyer (eds.)]. IPCC,
Geneva, Switzerland. Available at: https://www.ipcc.ch/report/ar5/syr/ [Accessed 12/01/2020].
Katie Williamson, A. Satre-Meloy, K. Velasco, and K. Green, ‘Climate Change Needs Behaviour Change: Making the Case For
Behavioural Solutions to Reduce Global Warming,’ Rare, Arlington, VA, 2018. Available at: https://rare.org/wp-
content/uploads/2019/02/2018-CCNBC-Report.pdf [Accessed 12/01/2020].
‘”Workplace nudging’’ persuades people to desirable behaviour’. WorkWire. Available at:
https://www.workwire.nl/en/workplace-nudging/ [Accessed 12/01/2020].
P. Xu, J. Shen, X. Zhang, X. Zhao, and Y. Qian, ‘Case Study of Smart Meter and In-home Display for Residential Behaviour Change
in Shanghai, China,’ Energy Procedia, vol. 75 (Aug 2015), pp. 2694–2699.
33
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
A
NNEX
2:
L
IST OF
I
NDIVIDUALS
C
ONSULTED AS
P
ART OF THE
P
ROJECT
P
HASE
L
AST
N
AME
F
IRST
N
AME
O
RGANISATION
Rowe
Daniel
MSF OCG
Guevara Dr.
Maria S
MSF OCG
Delfosse
François
MSF OCG
Lanneau
Benjamin
MSF OCG
Castella
Grégoire
MSF OCG
de Ribaucourt
Hervé
MSF OCG
Palomares
Maria Ten
MSF OCB
Lopez
Agusti
MSF OCBa
Van Dyke
Jason
MSF OCA
Gonzalez
Alfredo
MSF OCP
Mandin
Dimitri
ICRC
Ryf
Andreas
ICRC
Kistler
Deborah
ETHZ
Schmitz
Jan
ETHZ
Terry
Fiona
ICRC
Kiehl
Melissa
ICRC
Blundell
Art
Natural Capital Advisers
Vad
Kathrine
ICRC
Njuki Njururi
Cyprian
ICRC
Devine
Carol
MSF Canada
Rohrbach
Werner
ICRC
Sheth
Vyoma
Consultant External
Berthet
Corentine
MSF OCG
Miller, Dr
Clayton
National University of Singapore
Chirol
Philippe
MSF Contractor Electrician
Drury
Duncan
Nethope
Odriozola
Veronica
Formerly Healthcare Without Harm
Demeules
Gerald
UNDP
Armel
Carrie
Stanford University Energy Efficiency Center
Abi Abdallah
William
UNICEF
34
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
A
NNEX
3:
R
ULES FOR
W
ORKING WITH
N
UDGE
T
HEORY
Below are simple rules for working with Nudge Theory. They are numbered, but do not necessarily represent a linear process
or sequence. Adapted from BusinessBalls.
12
1. Understand and validate the required change
:
Clearly
understand the change you seek to encourage or enable, and
confirm that it is both ethical and in people's best interests; consult as necessary. Be objective and fair. Use proper
measures, not assumptions or guesswork. Quantify and define situations, changes, and outcomes. Clarify
terminology. Avoid vague or technical terms which cannot be easily understood, or which could mean different things
to different people. Avoid being influenced by your own heuristic tendencies, and by those of your organisational
leadership.
2. Check for obstacles:
Consider what might be preventing people from naturally shifting towards the identified /
required change. If necessary, consult a sample group. This often highlights obstacles which can be removed, and/or
supporting arrangements that can be introduced which enable a natural change, without need for further
intervention.
3. Check for unhelpful existing nudges: Often, nudges which unhelpfully influence or obstruct people's thinking already
exist. Use the Nudge Toolkit for clues as to possible heuristic effects which are already acting on people's thinking.
These may have developed completely accidentally, or may have been established negligently or cynically by
authorities, leaders, corporations, etc.
4. Remove obstacles and establish support: Even if further interventions are warranted, remove obstacles and
introduce support as far as possible to make it easier for people to shift towards the desired change.
5. Create a 'map' of the environmental / influential system around people: If no obvious obstacles exist, or additional
interventions are warranted,
create a 'map' or analysis
of environmental / circumstantial factors, and/or of people's
engagement (or non-engagement) with the issue to which change is desired. Look for hidden influential factors. Refer
to the Nudge Toolkit
13
for pointers.
6. Explore which environmental/circumstantial factors can be altered/introduced: Assess and test the effects of altering
/ introducing these factors ('nudges'). Refine your ideas so that you can offer people new choices that can help their
shifting – through free will – towards beneficial change. Refer to the Nudge Toolkit
14
for ideas as to the types of
heuristic influences which might be altered / introduced.
7. Teach / train leaders at all levels in the group / organisation about Nudge Theory and its potential uses and
comparative advantages over conventional enforcement or direct instructions, threats, etc.
12
‘Nudge Theory: A Complete Overview,’ BusinessBalls. Available at: https://www.businessballs.com/improving-workplace-
performance/nudge-theory/#nudge-toolkit. [Accessed: 12/01/2020].
13
Ibid.
14
Ibid.
35
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
A
NNEX
4:
A
UDIT
T
OOLS
T
O
B
E
A
DAPTED
15
A
UDIT
T
OOL
1:
G
ENERAL
Q
UESTIONS
While the following tool is not specifically energy-focused, it contains some questions that might aid understanding and
estimation of a building’s energy consumption (quantity of employees, working days, median temperature, etc.) and can be
adapted as needed.
Q
UESTION
A
NSWER
N
OTES
G
ENERAL
Date
Place / Name of the facility
Location (Latitude/Longitude)
Property block/parcel No./Address
Name and position of the person answering
this checklist
Contact information
Years covered by the report:
Working days extension: Number of
days/week
Working days extension: Hours/day
Working days extension: Are there seasonal
variations? Y/N
Is there a person in charge of environmental
issues at the facility? Y/N
How does the facility get / purchase the
supplies for daily work? Are decisions on
what supplies to buy made at the local level
or in a centralised manner?
How are maintenance activities performed in
the building? Is there a specific person in
charge of this and a plan?
What are the criteria used for food
procurement?
Minimum Annual Temperature
Maximum Annual Temperature
Relative Humidity in Winter
Relative Humidity in Summer
15
These tools were developed during the MSF Environmental Impact Toolkit TIC project and should be used or adapted further as needed.
36
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
Precipitation (mm per year)
Insolation levels (kW-h/m
2
/year)
Windspeed Monthly mean (@ 10 m)
Climate: cold/warm
Is medical care provided in the facility? Y/N
Level of complexity of medical care
Typology: A/B/C/D
Activities: OPD / IPD / Maternity / Paediatrics
/ HIV / Malaria / Surgery / X-ray / ER
Project duration in years
Environment: Rural/Urban/Camp
B
UDGET
Annual budget (indicate currency)
Annual log budget (indicate currency)
Project Volume (calculated based on Log Cell
inputs)
Energy expenses (both fuel and city power
and mobility)
B
UILDING
/
P
ROPERTY
C
OMPONENTS
Size of property
Facility size (medical)
Pharmacy Y-N
Building orientation
Building floor area per floor
No. of stories/floors
No. of parking spaces for Workers
No. of parking spaces for Visitors
Building capacity - No. of beds
Building capacity - %average
occupancy/year:
No. of employees - Full-time
No. of employees - Part-time
Year constructed
Type of building construction
37
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
Type of roof construction
Note any past damage to the facility
No. of buildings on plot
Is there any available space for parking
bicycles? Y/N
Are there showers available for employees?
Y/N
Is there any space for solar equipment
(terraces, patios, gardens)? Consider areas
where sun exposure is not heavily affected by
shade.
Is there any open space that could facilitate
composting and/or small vegetable gardens?
W
ATER
Sewage Treatment
Annual water consumption per reporting
year
Fresh water
Annual bottled water consumption
Do you use hot water? Y/N
Annual hot water consumption per reporting
year
Number of fountains?
Use in landscape?
38
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
A
UDIT
T
OOL
2:
E
NERGY
This tool comprises three sections (General Energy Questions, Energy Card, and Energy self-assessment), and characterizes the
energy context of the facilities (sources, total consumption, level of maintenance, quality, etc.).
General Energy Questions
Q
UESTION
A
NSWER
N
OTES
Who is responsible for receiving and paying
the bills?
Is there any energy efficiency policy or plan
in place? Y/N
Are you connected to the electricity grid? Y/N
Does the city/village have a natural gas
network? Are you connected to it? Y/N; Y/N
Do you have your own vehicles? Y/N
Energy Card
P
ARAMETER
N
OTES
S
ELECTION
C
HOICES
R
ATIONALE
H
OW TO COLLECT DATA
R
EQUEST
NEEDED
Critical power
breakdowns
count
To get an indication of the quality
of energy system/maintenance
From LRS
Last visit of
Electrician
date
Based on field visit from HQ; MIO
or referent.
field visiting report
Electrical
system details
OR
rehabilitation/
new
construction;
temporary/lon
g-term
To determine type of energy
system installation
From energy and
construction teams
Schematics
available
Is there a line diagram of the
electrical installations, and when
was it last updated?
field visiting report /
NRG team
Night use
kVA installed
generator
capacity used
during night.
To determine energy use in night
time vs day time
From energy team
yes
Grid access
OR
yes/no. If yes,
how many kW-
h/month are
being used
To determine if city power is
available
From field data;
otherwise from Log
Cells
Installed
capacity of
generator
kVA
To determine power need of
project
Calculated by
totalling all
generator individual
capacities
39
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
Alternative
Energy (pv,
biomass)
yes/no
field
Oldest
generator
run-time
The runtime of the oldest
generator gives a general
indication of the status of all
generators, and might also
indicate the need for
investments.
LRS
Space Heating
yes/no
Specific need for projects in areas
that temperatures go low in
periods. Added complexity and
increased energy needs.
Field
Centralized
system
Centralized systems add
complexity.
Field
Fuel use/m
2
L/(month*m
2
)
Energy
intensive
medical
operations or
poor
performance of
system
If this value go high, there might
be reason to investigate reasons
and solutions to reduce energy
consumption.
calculated output
Fuel
use/patients
L/(month*cons
ultation)
Energy
intensive
medical
operations or
poor
performance of
system
Energy
expense vs log
budget
%
Energy
intensive
medical
operations or
poor
performance of
system
Energy
expense vs
project
volume
Euro/unit
Energy
intensive
medical
operations or
poor
performance of
system
40
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
Energy self-assessment
C
ONTINUOUS
U
SE
E
LECTRICITY
G
ENERATED
J
AN
F
EB
M
A
R
A
PR
M
A
Y
J
UN
J
UL
A
UG
S
EP
O
CT
N
OV
D
EC
REFERENCE
Electricity Grid
Energy Consumed (kW-h)
From Gas 1
Natural Gas
Energy Consumed (m3 or
kW-h)
From Gas 2
Bottled Gas/LPG
Energy Consumed (m3,
litres, kg or kW-h)
From Liquid Fuel
1
Naphtha/Gasoli
ne
Energy Consumed (litres or
kW-h)
From Liquid Fuel
2 Diesel
Energy Consumed (litres or
kW-h)
From Liquid Fuel
3 Biodiesel
Energy Consumed (litres or
kW-h)
From
Renewable
Sources
Photovoltaic
Energy Consumed (kW-h)
R
ESERVE
/E
MERGENCY
E
LECTRICITY
J
AN
F
EB
M
AR
A
PR
M
AY
J
UN
J
UL
A
UG
S
EP
O
CT
N
OV
D
EC
REFERENCE
From Gas 1
Natural Gas
Energy Consumed (m3 or
kW-h)
From Gas 2
Bottled Gas/LPG
Energy Consumed (m3,
litres, kg or kW-h)
From Liquid Fuel
1
Naphtha/Gasoli
ne
Energy Consumed (litres or
kW-h)
From Liquid Fuel
2 Diesel
Energy Consumed (litres or
kW-h)
From Liquid Fuel
3 Biodiesel
Energy Consumed (litres or
kW-h)
From
Renewable
Sources
Energy Consumed (kW-h)
41
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
T
HERMAL
E
NERGY
J
AN
F
EB
M
AR
A
PR
M
AY
J
UN
J
UL
A
UG
S
EP
O
CT
N
OV
D
EC
REFERENCE
From Gas 1
Natural Gas
Energy Consumed (m3 or
kW-h)
From Gas 2
Bottled Gas/LPG
Energy Consumed (m3,
litres, kg or kW-h)
From Liquid Fuel
1
Naphtha/Gasoli
ne
Energy Consumed (litres or
kW-h)
From Liquid Fuel
2 Diesel
Energy Consumed (litres or
kW-h)
From Liquid Fuel
3 Kerosene
Energy Consumed (litres or
kW-h)
From Solid Fuel
Wood
Energy Consumed (kg or
m3)
Solar Thermal
Energy 1
Energy Consumed (Flat
plate m
2
or tubes m
2
)
Solar Thermal
Energy 2 Water
Energy Consumed (litres)
F
UEL FOR
T
RANSPORTATION FOR OWN
VEHICLES
J
AN
F
EB
M
AR
A
PR
M
AY
J
UN
J
UL
A
UG
S
EP
O
CT
N
OV
D
EC
REFERENCE
Fuel 1 Naphta /
Gasoline
Energy Consumed (litres or
kW-h)
Fuel 2 Diesel
Energy Consumed (litres or
kW-h)
Fuel 3 Biodiesel
Energy Consumed (litres or
kW-h)
42
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
A
UDIT
T
OOL
3:
L
IST OF
A
PPLIANCES
This tool is for compiling a list of appliances so as to keep a facility inventory and describe their general consumption levels.
For this purpose, the power, quantity and time of use of each appliance should be noted.
N
AME
P
OWER
(W)
Q
UANTITY
H
OURS PER
DAY
D
AYS PER
WEEK
E
NERGY
CONSUMPTI
ON
(
K
W-
H
/
YEAR
)
C
OMMENTS
(
INCLUDE HERE IF THE
APPLIANCE HAS AN ENERGY EFFICIENCY
LABEL
)
Air Conditioning
(cooling/heating)
Autoclave
Water pump
Cooker
Computers
Heater
Freezer
Refrigerator
Electric oven
Lighting
Compact fluorescent lamps (CFL)
Halogen lamps
Incandescent bulbs
LED lamps
LED tubes
Fluorescent tubes
Other
Washing machine
Microwave oven
Electric kettle
Centralized HVAC (heating,
ventilation, air conditioning)
system
Water Heater
Medical equipment 1:
Medical equipment 2:
Medical equipment 3:
Other equipment?
43
MSF Sweden Innovation Unit
Energy Behaviour Change: Project Report Phase 1
Dryers
Dishwasher