Tag: renewable energy

India’s Energy Woes Power New Business Opportunities

India is well-known for its power problems. The country has an installed capacity of 174,361 megawatts for its billion-plus population. According to the Central Electricity Authority (CEA), in the fiscal year 2010-2011, India’s energy shortage was 8.5% and its peak shortfall was 9.8%. CEA has projected an energy shortfall of 10.3% and a peak shortage of 12.9% for fiscal 2011-2012.

The situation is expected to only worsen. With industrial and urban expansion, growth in household consumption and electrification of rural areas, power requirements are on the rise. It is estimated that India’s demand for power will soar to as much as 315,000 megawatts by 2017. But new generation capacity is not coming online as fast because of the inevitable delays related to permissions, acquiring funding and construction.

Environmental concerns, too, have come to center stage and are impacting the progress of upcoming power projects. One example: bidding for the 4,000-megawatt power project at Surguja in Chhattisgarh has been held up for over a year. The Fukushima nuclear power plant meltdown in Japan in the aftermath of the earthquake and tsunami earlier this year has increased the concerns around the proposed 9,900-megawatt nuclear plant in Jaitapur in Maharashtra.

According to a study by consultancy McKinsey, the power deficit in India could be as high as 25% by 2017.

Interestingly, some companies — including multinationals — see this as a business opportunity. They don’t aspire to solve macro problems; they are looking at tackling the micro end of the issue and making a profit in the process.

Take Atlanta-based beverage giant Coca-Cola. It recently piloted eKOCool, a solar-powered cooler with a capacity to store 48 glass bottles of 300 ml each, in Uttar Pradesh in North India. The cooler, which can also charge mobile phones and solar lanterns, has been developed by the firm’s India team. Talking to the news daily, The Times of India, Asim Parekh, vice president, technical, for Coca-Cola India said: “The eKOCool is an outcome of our technical team’s persistence to use renewable energy for operating cooling equipment. The rural markets pose challenges in expansion as a huge swath of the rural belt is not yet covered by the power grid and hence remains without electricity or has low power.” Parekh believes that eKOCool will give Coca-Cola “a competitive edge as well as a first mover advantage.”

Others have spotted similar opportunities in the Indian market. Finnish mobile handset maker Nokia has come up with longer-lasting batteries; Dutch electronics maker Philips has introduced solar lamps and GE Healthcare has devised electrocardiogram machines that can operate on batteries.

Indian companies, too, are on the bandwagon. The Swatch water purifier from the Tata Group; the ChotuKool refrigerator from Godrej & Boyce and Studylite, a study lamp for children from BPL, are all innovations that seek to fulfill consumer needs in the face of power shortages.

Vijay Govindarajan, a professor of international business at the Tuck School of Business at Dartmouth College, points out that constraints can actually be liberating. “In the West, we assume abundant power supply and create products that can use that power. What do you do in rural India, where electricity is either unavailable or unreliable? You can either wait for power to become abundant or just innovate under constraints. If necessity is the mother of innovation, constraints are a boon, not a curse.”

Of course, there is another challenge for companies: To make these products affordable for the masses.

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One ‘Earthquake,’ Three Revolutions

30 St. Mary Axe — affectionately known as “The Gherkin” to locals — is, at 180 meters (590 feet), London’s sixth-tallest building. The structure is also the recipient of a number of design awards since opening in 2004 for its glass-domed design and eco-friendliness. It’s also one of the European Union’s 191 million buildings that author Jeremy Rifkin, who teaches in Wharton’s executive education program, predicts will be part of the next Industrial Revolution, one that must juggle the triple repercussions of the global financial crisis, an energy crisis and climate change.

It was appropriate, then, that Rifkin was at The Gherkin on Tuesday evening to celebrate the 10th anniversary of the alliance between Wharton and INSEAD, and to discuss what he has described in his growing collection of books, essays and interviews as a “post-carbon Third Industrial Revolution.” According to Rifkin, every new economic era in modern history begins with the convergence of new trends in communication and in energy. The first Industrial Revolution brought the wider use of printing presses and greater literacy, along with coal, steam and rail; the second combined the telegraph and telephone with the internal combustion engine and oil.

To describe why we’re on the cusp of a third one, Rifkin began with one of today’s hottest topics: Oil. He argued that trouble was brewing well before the current unrest in the Middle East. With oil prices steadily climbing and fossil-fuel supplies looking increasingly unlikely to meet supply, the big “earthquake” came in July 2008 when oil hit $147 a barrel as food prices skyrocketed following droughts and floods, sparking riots around the world. “We have oil at $147 a barrel, we’re in a long, protracted endgame with fossil fuels and we have climate change affecting agriculture infrastructure,” Rifkin said. And the collapse of the financial markets 60 days after the 2008 spike was simply the aftershock. Combined with the following year’s collapse of the Copenhagen climate change summit among the world’s political leaders, it struck Rifkin that the next revolution was on its way.

Where does The Gherkin come in? In anticipation of the Third Industrial Revolution, Rifkin has been working with the E.U. to develop the “pillars” of a new renewable energy regime. “We need a new economic vision, a new economic game plan for the world, that’s doable, pragmatic, that can be put in place in less than two generations, [and that is] equally applicable in the developing world as the developed world,” he said. One pillar in Rifkin’s plan is the use of buildings as “power plants.” He said buildings today consume one-third of all energy used worldwide and are the number one cause of climate change. With better design, however, buildings — from homes to offices to shopping malls — could meet energy needs by collecting and generating renewable forms of energy — from the sun or wind, for example — and then sell any surplus supplies.

Along with developing new ways to store all that new energy and promoting electric vehicles, another pillar of Rifkin’s plan involves “inter-grids.” Similar to how the Internet enables individuals to develop and share information, off-the-shelf technology will allow businesses and homeowners to develop inter-grids and share energy. As for today’s power suppliers, rather than being disintermediated, they will have a new business role in helping their clients to manage energy across supply chains. The big hitch: For his Third Revolution plan to work, Rifkin said, all these pillars need to happen simultaneously

“Delirious stuff” is what one commentator on the Internet called Rifkin’s vision. The reaction from some members in the audience at The Gherkin was more polite, but no less doubtful. What about transmission and distribution issues, asked one energy-sector executive, adding, “We can’t make 191 million buildings go south-facing suddenly.”

Rifkin partly agrees with skeptics that what he is proposing is no walk in the woods. It won’t be easy, he said, but judging from some of the gloomy scenarios for the global economy, there might not be a lot of choice. Even Rifkin has his doubts. “We are on the verge of a Third Industrial Revolution — a new convergence of communications and energy,” Rifkin noted. “But I just don’t know if we’ll get there on time.”

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