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Wisdom New rules and customs that envisage a risk society are emerging with the coronavirus pandemic. Together with like “mottainai (wastefulness)” and “sufficiency economy,” they are driving the creation of new CP patterns. regional wisdom traditional The coronavirus pandemic urges people to establish a “new normal.” Changing behaviors by changing tacit rules or utilizing indigenous wisdom is an ongoing and enhanced course of SCP policy. One example of the former is the Cool-Biz campaign of Japan, which encourages lighter dress to alleviate the discomfort associated with hotter temperatures brought about from efforts the energy consumption of air conditioning in offices, trains and other public spaces. This policy was guided by multi-stakeholder partnerships. indigenous wisdom and embedding it into SCP policies, is an approach for improving policy effectiveness. People may not know the term “SCP” but recognize the orientations and importance of SCP policies and tend to embed them into their daily lives. New codes of sustainable business practices should also reflect people’s cultural backgrounds. Material Flow Cost Accounting (MFCA) can be seen as one way to reflect mottainai in corporate management processes. to reduce latter, utilizing The Cooperation, co-creation Multi-stakeholder Ensuring a social safety net for people with the courage to try new consumption and production patterns will generate diverse SCP patterns. Taking on challenges is a key to transforming CP patterns: A challenging spirit helps one envision a nonexistent CP pattern and motivates experimentation with the new CP pattern in a real society. However, challenges fail with a certain probability. If failure brings a high cost to challengers, they will not undertake the challenge. The existence of a social safety net for collaborative relationships among stakeholders, both regionally and internationally, are the key to SCP’s success. and processes engagement M. HIRAO et al. challengers is therefore important for generating diverse SCP patterns. The scope of SCP policy should thus be expanded to include a variety of attempts to ensure social safety nets. Proper handling of inequality and social conflicts is the fundamental basis for realizing SCP. New inequality and injustice problems caused by digitalization must be resolved promptly. Neither benefits nor costs of SCP transitions are necessarily distributed among people evenly. This can cause social conflicts and prevent SCP transition. The coronavirus pandemic has elucidated vulnerable people in our society who may face a more severe situation during a sustainability transition. For example, to switch our society toward decarbonization, coal and oil industries have to be transformed and some workers in these industries will have to change jobs. Thus job/skill training and other programs will be needed to support such workers (e.g., EC (2020) put forward the “Just Transition Mechanism” targeting a fair and just green transition and would mobilize at least €100 billion in investments to support workers, companies and regions most impacted by the transition). Adequate care should also be paid in digital to unfair use of personal information and disproportionate risks to system crashes in the online world. New injustice problems should be identified cautiously and then prevented promptly. transformation and facilitation mechanisms for good governance are vital for implementation of policies and they enhance ownership of action. (For creating partnerships, see the guidelines by UNU-IAS & UN ESCAP (2018), for example.) There has been significant progress in promoting and implementing SCP in the region through stakeholder involvement, through a continuous effort for knowledge sharing and private-public partnerships. Existing regional policy platforms such as APRSCP, SWITCH-Asia SCP Facility, business entities and expert networks such as PECoP-Asia are valuable channels for driving networking efforts between different SCP-related initiatives Many ideas can be generated from such cases in line with the context of a target country or region, and it would be preferable that this visioning process itself be implemented in each country or region. We thereby compiled a table called the SCP Case Matrix to serve as a reference for that localized/regionalized process. The matrix shown in Fig. 6 not only presents the ideas of 43 SCP cases but also enables users to search through three aspects: CP patterns, SCP opportunities and stakeholders. First, the CP patterns and their categories are listed as headings on the left side of the matrix. If users are interested in what kind of CP patterns they wish to realize, they search through this left-hand column. If they are 10 4.10 Opportunity 10: New Rules & Indigenous 4.11 Opportunity 11: Enhancing Collaboration 4.12 Opportunity 12: Challenges & Safety Nets 4.13 Opportunity 13: Social Justice 5. Application of Opportunities to SCP Policy Design To ensure SCP patterns in Asia, we need to have a concrete image of them and then proceed to experiment as the concept of envisioning-based policy making (EnBPM) suggests (Hotta et al., 2021). In this process, continuous and strategic changes are necessary. The 13 SCP opportunities are entry points to the process and are suggested to be incorporated into the experimentation. Figure 5 shows specific example cases of SCP patterns and actions using some of the 13 opportunities for SCP in Asia.

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