Prime Minister Narendra Modi’s style is to set ambitious targets with impossible-looking deadlines. Perhaps he is inspired by a Gujarati poet who said, “ Nishaan chuk maaf, nahi neechu nishaan ” (missing the target can be forgiven, setting a low target cannot). This challenges his colleagues and staff to accomplish much more than what they would otherwise.
Thus Mr. Modi was able to get 24×7 electricity to nearly all villages in Gujarat in two and a half years. The targets set for power, coal, and renewable energy show the same determined approach: set up 175 gigawatt (GW) of renewable capacity by 2022 and increase domestic coal production to 1,500 million tonnes (MT) by 2020 from 612.4 MT in 2014-15, the period during which India imported around 210 MT of coal.
Are these targets for coal and renewable energy consistent? How are we to achieve 175 GW of renewable capacity by 2022? If 175 GW of renewable capacity comes on line, do we need 1,500 MT of coal?
Coal production target
The domestic coal production target of 1,500 MT is to be realised in this manner: 1,000 MT by Coal India Limited, 100 MT by Singareni Collieries Company Limited, and 400 MT by captive and private producers.
175 GW of renewable capacity will generate 350 billion kWh of electricity per year as a renewable power plant operates for around 2,000 hours a year. A coal-based plant uses 0.6 kg of coal for generating 1 kWh of electricity. Thus 175 GW of renewable capacity will reduce coal demand by 350 x 0.6 billion kg of coal, namely, 210 MT of coal.
Imported coal has a calorie content of 6,000 kcal/kg compared to domestic coal’s calorie content of 4,000 kcal/kg.
The total coal consumption in India in 2014-15, accounting for the 50 per cent higher calorie content of 210 MT of imported coal, was 924 MT of domestic coal equivalent. In 2010-11, it was 622 MT of domestic coal equivalent giving a compound growth rate of 10.4 per cent over 2010-11 to 2014-15.
If the economy picks up as it is expected to at this rate, the coal demand in 2020 will grow to 1,675 MT of domestic coal. By 2020 we can have 140 GW of renewable capacity if the 175 GW by 2022 target is to be realised. Then the coal requirement it would replace would be around 170 MT. This would suggest that we will need 1,500 MT of domestic coal production if we want to eliminate imports by 2020.
Of course, all imports cannot be eliminated as we need to import coking coal for steel production. If we provide for some 66 MT of coking coal import, we will still need domestic production of around 1,400 MT of coal. Thus the target of 1,500 MT of coal production is a reasonable one.
Renewable capacity
The next question is whether we can have 175 GW of renewable capacity by 2022. We have used three measures to encourage renewable power: feed-in tariff (FIT), renewable portfolio obligation (RPO) and accelerated depreciation allowance.
Under FIT, a fixed tariff is guaranteed to the power producer for a certain number of years. For him or her, this is desirable as it ensures assured income that eliminates market risk and he or she is able to raise finance easily.
In the solar mission launched in 2009, we had ensured that FIT does not compromise the incentive to cut down costs and that competition prevails by requiring reverse bidding for the FIT. Thus firms were asked to bid for the FIT they would need to generate solar power. In the first bidding, where the expected level of FIT was Rs.15/kWhr, the lowest bid came to Rs.13.5/kWhr. In subsequent bids it has come down lower and lower and now a recent bid for a 70 MW project at the Bhadla Solar Park in Rajasthan asked for an FIT of Rs.4.34 per kWhr.
Under the RPO, an electricity distribution company (DISCOM) is required to purchase a certain percentage of its total distributed electricity from renewable sources. The price that a renewable power producer will receive is determined by the market. Thus there is also incentive to supply electricity at completive rates. However, this creates uncertainty of revenue for the power producers, and banks are reluctant to finance them.
The way out is to guarantee a certain minimum price to be paid to a renewable power producer. Also, for RPO to be effective, it should be enforced. This would require that a DISCOM that does not meet its RPO obligation is made to pay a sufficiently high fine for the extent of the shortfall. If properly implemented, RPO will ensure that the renewable electricity generated will have a market and will be paid for.
Another advantage of RPO is that it can be neutral to technology. One does not have to prescribe whether it is solar or wind or biomass. Competitive market forces will select the most economical option. Thus there is no need to prescribe separate levels of RPO for wind, solar, small hydro, and so on.
Accelerated depreciation allowance, which helped boost wind power in the country, provides incentive to set up the plant but not to maintain it or generate electricity.
The new RPO guidelines
If FIT has been so successful, do we need RPO? Setting and enforcing a trajectory of RPO obligations ensures that the target for renewable power generation and capacity will be realised.
The Ministry of New and Renewable Energy (MNRE) has recently announced consultation guidelines for long-term RPO trajectory. The guidelines stipulate separate RPO for solar and non-solar electricity. The guidelines prescribe that 2.75 per cent, 4.75 per cent and 6.75 per cent has to be solar energy for 2016-17, 2017-18 and 2018-19, respectively. The shares of non-solar energy such as wind, biomass, and small hydro for these years are to be 8.75 per cent, 9.50 per cent, and 10.25 per cent, respectively.
While the Central government has issued these guidelines, electricity is a State subject and some States are not happy with the guidelines. States which do not have renewable potential feel that they would have to bear a higher burden for the renewable target. If West Bengal has to import renewable electricity from Tamil Nadu or Rajasthan, it will have to bear a higher burden or transmission charges.
The Centre has said that no transmission charge would be levied on renewable power. While this would allay the concerns of States, it will create a distortion in the location of renewable plants just as freight equalisation of coal and steel created distortion in the past in the location of industries. Many manufacturing industries that would have been located in Bihar were located in western India, far away from the source of the raw material.
The success of the RPO scheme will depend on the specification of a floor price and effective enforcement by States. The Centre needs to create some mechanism to incentivise States to enforce the RPOs. The Centre could provide money from the coal cess revenue to States depending on the extent to which they meet the RPO targets.
Levying no transmission charge on renewable power will create a State-wide distortion just as freight equalisation of coal did in the past.
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[wptelegram-join-channel link=”https://t.me/s/upsctree” text=”Join @upsctree on Telegram”]2021 WEF Global Gender Gap report, which confirmed its 2016 finding of a decline in worldwide progress towards gender parity.
Over 2.8 billion women are legally restricted from having the same choice of jobs as men. As many as 104 countries still have laws preventing women from working in specific jobs, 59 countries have no laws on sexual harassment in the workplace, and it is astonishing that a handful of countries still allow husbands to legally stop their wives from working.
Globally, women’s participation in the labour force is estimated at 63% (as against 94% of men who participate), but India’s is at a dismal 25% or so currently. Most women are in informal and vulnerable employment—domestic help, agriculture, etc—and are always paid less than men.
Recent reports from Assam suggest that women workers in plantations are paid much less than men and never promoted to supervisory roles. The gender wage gap is about 24% globally, and women have lost far more jobs than men during lockdowns.
The problem of gender disparity is compounded by hurdles put up by governments, society and businesses: unequal access to social security schemes, banking services, education, digital services and so on, even as a glass ceiling has kept leadership roles out of women’s reach.
Yes, many governments and businesses had been working on parity before the pandemic struck. But the global gender gap, defined by differences reflected in the social, political, intellectual, cultural and economic attainments or attitudes of men and women, will not narrow in the near future without all major stakeholders working together on a clear agenda—that of economic growth by inclusion.
The WEF report estimates 135 years to close the gap at our current rate of progress based on four pillars: educational attainment, health, economic participation and political empowerment.
India has slipped from rank 112 to 140 in a single year, confirming how hard women were hit by the pandemic. Pakistan and Afghanistan are the only two Asian countries that fared worse.
Here are a few things we must do:
One, frame policies for equal-opportunity employment. Use technology and artificial intelligence to eliminate biases of gender, caste, etc, and select candidates at all levels on merit. Numerous surveys indicate that women in general have a better chance of landing jobs if their gender is not known to recruiters.
Two, foster a culture of gender sensitivity. Take a review of current policies and move from gender-neutral to gender-sensitive. Encourage and insist on diversity and inclusion at all levels, and promote more women internally to leadership roles. Demolish silos to let women grab potential opportunities in hitherto male-dominant roles. Work-from-home has taught us how efficiently women can manage flex-timings and productivity.
Three, deploy corporate social responsibility (CSR) funds for the education and skilling of women and girls at the bottom of the pyramid. CSR allocations to toilet building, the PM-Cares fund and firms’ own trusts could be re-channelled for this.
Four, get more women into research and development (R&D) roles. A study of over 4,000 companies found that more women in R&D jobs resulted in radical innovation. It appears women score far higher than men in championing change. If you seek growth from affordable products and services for low-income groups, women often have the best ideas.
Five, break barriers to allow progress. Cultural and structural issues must be fixed. Unconscious biases and discrimination are rampant even in highly-esteemed organizations. Establish fair and transparent human resource policies.
Six, get involved in local communities to engage them. As Michael Porter said, it is not possible for businesses to sustain long-term shareholder value without ensuring the welfare of the communities they exist in. It is in the best interest of enterprises to engage with local communities to understand and work towards lowering cultural and other barriers in society. It will also help connect with potential customers, employees and special interest groups driving the gender-equity agenda and achieve better diversity.