Co-chairs – Yuichi Moriguchi, Jeremy Watson
Rapporteur – Stephen Cornelius

Overview• Leadership• Instruments to drive Behaviour Change• Tools for Behaviour Change• Markets• Psychology of Behaviour Change• Timely and appropriate Behaviour Change• Engagement

Leadership• Governments are expected to play a leading role bycreating enabling frameworks• business want a framework with an appropriate balance ofincentives and penalties and with long-term policy certainty• consumers welcome leadership and clear vision fromgovernments rather government inaction• Each group sees the onus to act first as being theresponsibility of the others (government / business /individuals)

Instruments to drive Behaviour Change• Regulation• standards – e.g. worst choices made less attractive or removed• obligations – e.g. mandatory emissions reduction targets• Monetary• fiscal (taxes and incentives – e.g. London congestion charge)• procurement – e.g. C40 (energy efficiency purchases for publicbuildings)• emissions trading• Exemplar projects• low-carbon, low waste housing (e.g. BedZED)

Tools for Behaviour Change• Information / guidance• product labelling – e.g. life-cycle costs, energy ratings• household- and company-level emission inventory – e.g. energy
meters & accounting• web resources – e.g. carbon calculator• support on how to change behaviour – e.g. advice helpline• learning networks• mass media• Availability of suitable alternatives / choices• product versus service choice• transport modal shift

Markets• Recognise the value of market-based instruments toinfluence behaviours in the medium to long-term• need a price on carbon (i.e. value on emission reduction)• power of informed consumer choice (e.g. consumer-durables)• Supply (production) and Demand (consumption)• decarbonising energy supply (e.g. renewables, CCS, nuclear)• the benefit of incremental efficiency improvements may be offset
by increased consumption (rebound effect) and switching tomore energy intensive alternatives

Psychology of Behaviour Change• Encourage positive attitude• not “don’t” but “let’s do”• small individual actions can be cumulatively powerful (e.g.
recycling)• turn aspirations to be greener into actions that matter• Change should be desirable – fashionable and fun!

• Change mind-set• consumer items not as important as the service they provide• become aware that ownership carries responsibility• focus on quality-of-life rather than on mass-consumption anddisposal• Social responsibility and peer pressure• family, neighbours, colleagues

Timely and appropriate Behaviour Change• Need more than incremental changes to rapidlytransition to LCS• move LCS philosophy from the periphery into the mainstream• likely to involve paradigm shifts• Recognising difference in circumstance• strategies for LCS will vary for different countries – dependingon national circumstance (resource endowment, developmentlevel etc)
• city-level action may also differ due to varying opportunity to act• leapfrogging – assistance to develop on a low-carbon pathway
through appropriate technology transfer, financing andinvestment, joint venture exemplar projects etc

Engagement• Broad participation is needed to achieve a LCS• actions are required by all stakeholders – citizens, corporations
and government• Government• city plans should be at least enabled and preferably supported
by national frameworks• advanced city-level action can be used as pilots for nationalaction