We engage with gatekeeper communities on a human level. We use participative future studies and design thinking methods at two day intensive workshops. Peloton workshops gather 20-25 people in order to increase their capability to bring low carbon innovation to their organisations products and services. In 2009-2011 Peloton is piloting with for example media, retail, hospitality, housing, banking, insurance, human resources, education, ICT, as well as key peer groups such as young families and people planning to build a house. Simultaneusly we are working on a rigourious research framework for defining whom creates our moments of energy decisions.

1. a macro nudge towards
an energy-efficient economy

3. Other
33 %
??
?
Industry ? ?
? ?
51 % ?
Traffic
16 %

4. Human perspective: Who can impact important decisions?

5. AL
AT SION
ER N LITIC emission limits, price for carbon, funding...
INT PO
2010 low carbon
climate challenge society
regulation accepted by citizens
IES, ES
participation, social innovations,
changes in lifestyle ALIT LAC
ICIP K P
N
Pragmatists perspective: MU WOR
How to reach low carbon society
EOP LE,

6. 90 % of Finns think that climate change is a fact
85 % consider it a serious threat
80 % are ready to take personal action
Source: e2, Onpa ilmoja pidellyt

7. Still changing people's behaviour and reducing
energy consumption has proved to be more
difficult than the surveys on attitudes or
technical possibilities would imply.

8. Lets see how this was done in health:
Well-known Finnish intervention success story
has been the improvement of national health
(especially cardiovascular/heart diseases).
The North Karelia Project
is its prime case.

9. 60‘s and 70‘s
The North Karelia Project
Not only better health care services or visible
campaigns but also engaging communities at the
point of delivery:
• nurses at precautionary health care
• staff of the cafeterias in schools and work places
• food industry
• local NGOs
• opinion leaders of local communities

10. 21st century
Now lets do that in energy.

11. Human perspective: Which decisions are important?
Consumer based emissions in Finland
Source: Syke/envimat Ari Nissinen, 2009

12. Human perspective: Which decisions are important?

13. Human perspective: Which decisions are important?

14. Human perspective: Where do emissions come from?

15. Human perspective: Who can impact important decisions?

16. Gatekeepers are not only top-down decision makers but
also people at everyday communication situations. They
offer information on new alternatives and persuasive
arguments during the decision making process.

17. Gatekeepers of Behaviour change, examples:
Customer Service Assistants
relevant professionals
Cafeteria Staff
Builders
Managers of Everyday mediators of public
and peer opinion
Lifestyle Media
Work Communities both

18. a macro nudge towards
an energy-efficient economy

19. macro-nudge towards
an energy-efficient economy
Gatekeepers are people and
communities whom decide
what kind of living,
transportation and food I am
served as the first offering.
On a lifestyle-level, they are
the new energy professionals.

20. macro-nudge towards
an energy-efficient economy
How does Peloton work?
We engage with gatekeeper communities on a human level. We
use participative future studies and design thinking methods at
two day intensive workshops.
Peloton workshops gather 20-25 people in order to increase their
capability to bring low carbon innovation to their organisations
products and services.
In 2009-2011 Peloton is piloting with for example media, retail,
hospitality, housing, banking, insurance, human resources,
education, ICT, as well as key peer groups such as young families
and people planning to build a house.
Simultaneusly we are working on a rigourious research framework
for defining whom creates our moments of energy decisions.

21. macro-nudge towards
an energy-efficient economy
Our aim is to...
...to kickstart low energy innovation and commercialisation in
the most important comsumer companies.
We have been succesfull in...
...bringing new products and services out and adding value to
old ones in most of the organisations we engage with.
We do recognise that...
...it would really make our job easier and also abundant if there
would be a price on carbon
...that not everyone can become peloton.