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Our perception of design is changing, for design today is no longer concerned only with aesthetics. Now the key factors are interdisciplinary competence and approaches to problem solving. Both politicians as well as businesses recognise design's hybridity and increasingly implement it as a driver of sustainable development (see Chap. 2: Design as a Key Management Factor for Sustainability).
But what exactly does "sustainability" mean? What does it mean in this specific context? People must make use of natural resources to meet their basic needs. In this process, resources are transferred into commercial circulation and usually transformed into products with a particular function. Yet the environment is limited and humanity uses more resources than the Earth can sustainably provide. It is time to rethink and generate the same usage while consuming fewer resources (see Chap. 3: Environmental Space - Challenging Transitions).
Most countries have incorporated sustainability strategies into their political agendas in order to counteract the threats of climate change caused by the overuse of natural resources, high CO2 emissions, and other factors. The indicators for these strategies vary greatly from country to country (see Chap. 4: Sustainability - Challenges, Politics, Indicators).
These indicators need to be taken into account if we are to successfully implement a product or service within a specific context. A concept can only be successful when country-specific indicators are taken into account and the societal context is incorporated into the plan right from the start. The goal is to develop services that support national sustainability targets in production and consumption systems (see Chap. 5: Managing Sustainable Development).
When it comes to companies, these changes can simply be introduced in the form of services or products. In the end, it is the users who decide on the success or failure of innovative solutions by either integrating them into their daily lives or ignoring them. Solutions will only be integrated into users' lives when their role within the social framework remains unchallenged by behavioural transformations caused by use of the solution. In order for users to be able to adopt innovations, sustainable development must take place simultaneously on many different levels. These multi-levelled transitions allow for the transformation of society as a whole. Designers can act as agents of change by providing the needed innovations (see Chap. 6: Transition Requires Change Agents for Sustainability).
If we are to develop suitable solutions and new approaches, the real needs have to be analysed at the beginning of the development process. New physical products, which frequently result in auxiliary products, are often developed without taking into account the overall context, whereas the development of service-orientated solutions is ignored. A physical product is not absolutely necessary. A service (which is naturally dependent on physical products) can usually fulfil the need just as well - or perhaps even better and at a lower cost – while using fewer or no resources (see Chap. 7: Needs & Services - An Approach). There are a variety of possible approaches to integrate sustainability into the design process (see Chap. 8: Design Process).
Precisely which solution is "most or more sustainable" (this is dependent on the defined targets and the indicators used) is often not immediately obvious, and we must turn to a set of methods for a transparent and tangible assessment (see Chap. 9: Sustainability Assessment in Design - Overview and Integration of Methods).
Science and education are central fields and a lever for sustainable development. With the newly developed student teaching and learning format "Transformative Innovation Lab" - TIL for short - students are to be enabled to conduct independent transformative research. To this end, the researchers, under the direction of the Wuppertal Institute, developed and tested the new learning concept in the project "Development, testing and dissemination of new qualification offers for 'change agents' for transformative learning using the real-world laboratory approach" (EEVA). The detailed results and numerous implementation tips have been published in a practical handbook aimed at academic teaching staff and other multipliers.
Resource-efficient construction : the role of eco-innovation for the construction sector in Europe
(2011)
This compendium "Resource Productivity in 7 Steps" is intended to give practical advice to designers, engineers, distributors, banks, lawmakers and others how to increase the resource productivity of goods and services (dematerialisation).
The eco-innovative (re-)design of products begins with the definition/description of the benefit or service, which a product provides to its user. The use of MIPS (Material Input Per unit Service) helps to develop solutions that can provide this benefit with the least possible quantity of natural resources, from. It measures the material and energy input of a product throughout its life-cycle, "from cradle to cradle" (production of raw materials, manufacturing, transportation, use, disposal). Thus, material and energy consumption can be minimised while satisfying the demand and decoupling of the economic activities from resource use.
The brochure describes in seven steps how to gain more resource productivity. It provides several worksheets for the innovation process and material intensity factors for the calculation of the material footprint. A translation into traditional chinese is also available.
Technical innovations can contribute significantly to increase resource efficiency. A selection of 21 examples for resource efficient technologies, products and strategies from the field shows the brochure Resource Efficiency Atlas, which was created in line with the same titled project. Overall the project team analysed several hundred technical solutions and strategies and assessed its possible contributions to increases in resource efficiency. The project was arranged co-operatively by the Fraunhofer Institute for Industrial Engineering IAO, the Trifolium-Beratungsgesellschaft mbH and the Institut für Arbeitswissenschaften und Technologiemanagement of the University Stuttgart. The examples from the brochure and further 70 examples can be seen on the project website www.ressourceneffizenzatlas.de.
The Wuppertal Institute for Climate, Environment and Energy and the UNEP/Wuppertal Institute Collaborating Centre on Sustainable Consumption and Production (CSCP) set out to analyse Japanese dematerialisation and resource efficiency strategies within the 3R scope and searched for options of enhancing resource effi ciency strategies, commissioned by the German Federal Environment Agency. A further task of the project was to initiate a policy dialogue including stakeholders, academia, politics and Japanese and European environmental experts. The following paper summarises findings from the analyses, the results of the policy dialogues (Experts Workshop, 6 June 2007 and International Conference, 6 November 2007) and draws conclusions for a potential Japanese-European cooperation on the resource efficiency issue.
In light of Egypt's transition to a green economy, this report focuses on reducing greenhouse gas (GHG) emissions and increasing resource efficiency along three different value chains in which small and medium-sized enterprises (SMEs) play a crucial role. In order to support SMEs in Egypt to take advantage of implementing greening options along value chains, more detailed analyses are needed. Therefore, the aim of this study is to analyse three selected supply chains to identify greening opportunities for SMEs. Against this background, the project report is structured as follows: Chapter 2 introduces the background with an overview over the concept of green economy followed by Egypt's economy and its green economy. This is followed by a presentation of the value chains and an overview of the respective sectors. Chapter 3 describes the research approach, methods and data collection. The following chapters examine the three selected value chains cotton, sugar beet and refrigerators, including environmental hot spots, greening options as well as the experts' evaluation of those greening options. The report concludes with key recommendations in Chapter 7.