The Bureau of Energy Efficiency India In the Indian case one of the major

The bureau of energy efficiency india in the indian

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Box 14. The Bureau of Energy Efficiency, India In the Indian case, one of the major success stories in climate change mitigation has been the experi- ence within the energy efficiency sector. To a large extent, this has been driven by the Bureau of Ener- gy Efficiency (BEE). It takes a strategic approach to identifying areas and designing policy interventions that incorporate learning from global experiences but also considers the local economic, political, and institutional context. In its role as the ‘system operator’ for the energy efficiency sector, BEE helped to identify and pri- oritise high-potential areas within the energy effi- ciency umbrella, identify the innovation gaps that exist, and help design programs to address them. Of course, fulfillment of this role requires a sophisti- cated understanding of local needs, the market and institutional context, and the suite of available rele- vant technologies’ performance and cost envelopes. Moreover, since a system operator cannot hope to be the fulfilling agency for the actions within an in- tervention area, it also requires consultation with a Source: Sagar (2013) range of stakeholders to ensure that a broad group of actors buy into the process. These actors eventu- ally become key players in the innovation process. In the case of developing countries, as evidenced by the BEE experience in India, there might be im-portant gaps in the innovation chain marked by the absence of existing actors. In such cases, the system operator needs to support the formation of new ac-tors to fill these gaps. Furthermore, given the very different innovation needs of different geographies and for different technologies, the system operator needs to take a bird’s-eye view of the full innova-tion process and existing activities; in this way, pro-grams, policies, and partnerships can be structured to most effectively bridge the innovation gaps. In-terestingly, while the BEE case highlights the role of system operators who are focused on specific areas within specific geographies, models such as the Cli-mate Innovation Centres are suggestive of system operators that span multiple areas and multiple ge-ographies. LOW-CARBON INNOVATION AND DEVELOPMENT 93
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convinced that innovation is a comprehensive and interactive process. It is not only, or even primarily, about breakthrough ‘high tech’ equipment emerg- ing from R&D labs. Innovation is centred on stepwise improvement and depends on changes in values, policies, institutional frameworks, cultures, and economies. International organisations also have a key role to play in shaping perceptions and discourses about low-carbon development. Low-carbon technologies can act as catalysts for the improvement of welfare and broader economic development. Moreover, it cannot be assumed that there is a comprehensive view of the diverse objectives of development. For example, efforts focused on low-carbon develop- ment tend to overlook the developing world’s en- ergy access imperatives, with the result that those
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