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Responsible for one in eight tonnes of national CO₂ emissions, the passenger car sector is pivotal to delivering on UK climate change commitments to avoiding warming of more than 2°C. This thesis provides a clear and quantitative framing of emissions reduction at the sectoral level, by disaggregating global cumulative emissions budgets and pathways associated with a range of probabilities of exceeding 2°C. The relatively low level of abatement currently planned for the UK car sector, it is argued, needs to be significantly increased for the following reasons: (i) a scientific basis in cumulative emissions for sectoral mitigation makes carbon budgets, rather than end point targets (e.g. 2050), of the first importance; (ii) the currently high probability (63%) of exceeding 2°C underpinning the current UK carbon budgets is inconsistent with the UK government’s commitment to avoiding ‘dangerous climate change’; (iii) short-term emissions growth in industrialising countries considerably reduces remaining emissions space for industrialised countries; (iv) very limited scope exists for any large sector to cut emissions by less than the national mean rate of decarbonisation at higher rates of mitigation (around 10% p.a. by the 2020s). The consequences for emissions space in other sectors if international aviation and shipping mitigate less than the mean are quantified. For UK car sector emissions to remain consistent with a low probability of exceeding 2°C while observing these limitations, this analysis finds that planned sectoral mitigation over the coming decade needs to be increased fourfold. Means to address this expected abatement shortfall using readily available technology are investigated using a fleet emissions model to compare the effect on cumulative emissions of changes in a range of fleet parameters (including mean new car bulk emissions factors, vehicle age-proportionate annual distance travelled, and rates of fleet growth and turnover). Pushing existing car technology to the limit of expected short term efficiency gains is found to be insufficient to deliver a pathway with better than 56% probability of exceeding 2°C. Without reduction in aggregate demand for vehicle kilometres in the short term, lower probabilities of 2°C are placed beyond reach. The possibility of rapid step changes in levels of per capita car use is explored in qualitative interviews using narrative storyline scenarios. A range of coercive and voluntary interventions is considered in relation to their potential to overcome the structural and behavioural constraints to rapid transformation of personal travel.

The project in first part deals with theoretical analysis of technological possibilities of method of dividing materials with laser, principal and function of laser, division of different types of lasers, properties of laser ray, laser cutting, cut defects etc. Experimental part is focused on analysis of used machines and equipment, finding of optimal cutting parameters during laser cutting, evaluation of samples and then analysis of problem with generation of step changes and analysis of other possibilities for optimizing of the cut.

This thesis aims to offer practical guidance for organisational change to successfully implement the Digital Product Passport (DPP). Additionally, it aims to identify specific AI-Nudges that can foster the DPP implementation. The DPP, as proposed by the European Commission, is a unified tool designed to capture and store comprehensive product lifecycle data. It should promote sustainability and circularity in products by ensuring traceability, transparency, and accountability across the entire supply chain. Despite its potential, successful implementation of the DPP requires organisational change and overcoming a significant challenge: the Knowing-Doing Gap. This means that knowledge is not translated into action. A qualitative research approach was used with semi-structured interviews with behavioural economics, AI and organisational change experts and thematic analysis. The findings revealed that while many organisations are aware of the DPP, fewer have progressed to actual implementation. The analysis supported the existence of the Knowing-Doing Gap, highlighting barriers such as resource constraints, abstract goals, and insufficient technological infrastructure. To overcome these barriers, Kotter’s 8-Step Model of Change was contextualised, offering actionable steps for organisations, including interdisciplinary collaboration, stakeholder engagement, data management, and establishing new norms. Additionally, the study exemplified specific AI-Nudges that can support the implementation of the DPP. These included a Reminder-Tracking AI-Nudge for the project team and employees, a Data Usage AI-Nudge for project teams, an Decision-Making AI-Nudge for purchasing departments, and a Recommendation AI-Nudge for consumers. As a result, this study provided a theoretical framework and process model for the DPP implementation.

The purpose of this paper is to provide information on how organizations prepare for organizational change by examining how they work for the EU General Data Protection Regulation (GDPR) which comes into action in May 2018. The following questions have been used in order to approach this action: How do municipal organizations prepare effectively for the changes that the EU Data Protection Regulation (GDPR) implies? What steps are particularly problematic in the change work? How can change leaders handle these steps? During the study, a qualitative method has been used through semi-structured interviews. Respondents have key positions in the preparatory work for GDPR within three municipal organizations. One respondent for each organization. As a theoretical reason, Kotter's eight- step change model and previous research on the importance of an individual perspective in change work have been used and the empirical material has been analyzed using content analysis and opinion concentration. The results show that the preparation work for the change looks different in different organizations. You then have a problem of communicating the vision of change when instructions from the EU and the Data Inspectorate for the new regulation are not fully met. Furthermore, the study demonstrates the importance of organizational understanding and knowledge of change, by the change leader, to introduce a new way of working in a municipal organization.

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