Transfer of clean technology from industrialised countries to developing countries is one of the main issues holding up progress in climate change talks in Copenhagen.
Rajiv Tikoo
The approval of India’s technology transfer proposal to establish a global network of climate innovation centres for developing and deploying clean technologies at the ongoing climate change talks in Copenhagen should cheer businesses.
Irrespective of whether a Copenhagen declaration incorporates a legally binding climate change agreement or not, the event has proved to be a huge green branding exercise.
Apart from Indian Prime Minister Manmohan Singh, the participants at the UN climate change conference in Copenhagen include US President Barack Obama, UK Prime Minister Gordon Brown, French President Nicolas Sarkozy and Chinese President Hu Jintao.
Hindustan Petroleum Corporation has reduced 4 lakh tonne of CO2 emissions annually over the past four years and ONGC is going for four Clean Development Mechanism projects to reduce 1.20 lakh tonne of carbon dioxide equivalent emissions annually.
As the Copenhagen climate change talks open next week, India pledges to cut its emission intensity by 20-25% by 2020 on a baseline of 2005.
Irrespective of the outcome of the climate change negotiations in Copenhagen, the stage is set for creation a forestry carbon market.
India’s insistence on transfer of clean technology from industrialised countries to developing countries may indicate that the country has a fixed position on fighting climate change, but in practice the country has been pursuing a multi-pronged policy.
C K Prahalad’s revised edition of ‘The Fortune at the Bottom of the Pyramid’ carries an update on the private sector’s changing role in poverty alleviation, development of new market opportunities, and evolution of rules that drive the engagement of businesses with emerging markets.
Reverse innovation hinges on three points: It is vital for MNCs to win in emerging markets, they need to change the organisational architecture and they need to come up with breakthrough innovations, explains Vijay Govindarajan, author of ‘How GE Disrupts Itself’.