Abdessalem RABHI, PhD.Programme Manager, IGES

JITMAP: Promoting Japanese low carbon technologies and best practices in India

The 2nd JITMAP dialogue meeting -18 Jan. 2018, MCCIA Trade Tower, Pune-

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About IGES: Outline

• Name of the InstituteThe Institute for Global Environmental Strategies (IGES)

• EstablishmentMarch 31, 1998

• Location >Headquarter: Hayama, Kanagawa, Japan>Tokyo Office: Chiyoda-ku, Tokyo>Kitakyushu Office: Kitakyushu-city, Fukuoka>Kansai Research Centre (KRC): Kobe, Hyogo>Overseas Offices/Desks: Bangkok (Thailand), Beijing (China), Delhi (India).

IGES headquarters （Hayama, Kanagawa）

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-Technology Assessment and Stakeholders’ Matchmaking-

IGES-TERI’s efforts to promote low carbon technologies and best practices in India

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Overall process of intervention

JBIC, EESL funding?

JICA/JST Funding)(FY2010-2013)

MOEJ Funding (FY2014, 2015, 2016, 2017)

Feasibility Study

Technology Need

Assessment (TNA)

Evaluation

Demonstration

projects

Technology Availability Assessment

(TAA)

Capacity Building

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FS on Gas Heat Pump (GHP)

B2B Matching: Feasibility studies

FS on Electric Heat Pump (EHP) FS on Compressed air (CA)

FS on Induction Furnace (IF) FS on Once Through Boiler (OTB) FS on Steam System Optimization (SSO)

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Electric Heat Pump (EHP): 30%-40% energy saving due to reduction in fuel consumption of boiler and electricity consumption of chiller

Gas Heat Pump (GHP): 35%-45% energy saving due to switch from electricity to Natural Gas as source of energy

B2B Matching: Demonstration projects and impact evaluation

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B2B Matching: Awareness creation and capacity building

In house trainings for energy auditors (TOT)On site trainings for plant engineers

Awareness creation and capacity buildings for businesses managers and/or owners

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B2F Matching: Explore potential financing options Mtg. with Small Industries development bank in India (SIDBI)

Mtg. with JICA (India) Mtg. with JBIC (India)

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B2P Matching: Explore supporting policy/programme optionse.g. mtg. with Central Boiler Inspectors regarding IBR

e.g. Mtg. with Gujarat Energy Development Agency (GEDA) e.g. mtg. with MCCIA

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Case study1: Installing Electric Heat Pump in India

Insights and lessons learnt

ELECTRIC HEAT PUMP INSTALLED AT FOOD COMPLEX, MOGAR

YEARLY CO2 REDUCTION

Notes: • Average CO2 reduction is 180 ton/year (almost twice what was initially estimated)• Note: In Year 2013, EHP started operation in 23 Jul.• Year 2015, EHP was under breakdown for 4 months• Year 2017, the data was just until Mid July.

72.77

174

123

181

97.78

020406080

100120140160180200

2013 2014 2015 2016 2017

CO2 REDUCTION IN Ton/Year

181 181180

97,78

72.77

Vasundhara Award -2015

Recognitions from Energy and Environmental Savings

Golden Peacock Award- 2016(National Level)

Recognitions from Energy Savings and Innovations

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Key insights based on the EHP case study

1) Implementing demonstration project “show case” is needed towards green technology transfer;

2) Continuous and timely technical assistance/follow up is needed to ensure the success of the demonstration project;

3) Technology transfer is a continuous process where synergy among efforts/stakeholders is needed;

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Case study2: Investigation on compressed air system

Insights and lessons learnt

Installation of new receiver and new air compressors (not inverter type) Adjusting pressure setting

Reduce air leakage through installing foot switch Reconsider pipe size and design Start the use of efficient air gun

Expected benefits of improving compressed air system: Energy saving: 20% -30%

Example of identified potentialsSites Proposals for

hardware/equipements installation

Estimated Energy saving (kWh/year)

Estimated emission reduction (Ton/year)

Estimated operation cost saving (Million JPY/year)

Initial cost (in Japan market) (1000JPY)

Estimated Pay back period (Year)

Install Inverter A.C(NL-0)

308,160 302 3,513,024 7,000 2.0

Install Inverter A.C(NL-1)

308,160 302 3,513,024 7,000 2.0

Install Inverter A.C(NL-2)

256,543 251 2,924,592 5,000 1.7

Install two stages A.C 391,500 384 4,463,100 30,000 6.7

Install Booster 108,864 106 1,241,050 3,000 2.4

Install Inverter A.C 350,000 343 3,990,000 10,000 2.5

Install 2 stage A.C 130,500 128 1,487,700 10,000 6.7

Bombay Dyeing Co. Ltd.

Install Inverter A.C 60,830 56 693,462 3,000 4.3

Install Inverter A.C 660,200 647 7,526,280 12,000 1.6

Install high-efficiency drain trap

158,000 155 1,801,200 4500 2.5

Install Inverter A.C 660,200 647 7,526,280 12,000 1.6

Install Booster 109,000 107 1,242,600 1,400 1.1

Install Inverter A.C 660,200 647 7,526,280 12,000 1.6

Install high-efficiency drain trap

63,200 62 720,480 1,800 2.5

Ahmednagar Forging Co. Ltd.

Raymond UCO textile

Arvind Textile Co. Ltd.

Mahindra Hinoday Co. Ltd

Morarjee Textile Co. Ltd.

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Summary of Proposals about hardware/equipements to Improve compressed air system

SitesProposals for hardware/equipements installationEstimated Energy saving (kWh/year)Estimated emission reduction (Ton/year)Estimated operation cost saving (Million JPY/year)Initial cost (in Japan market) (1000JPY)Estimated Pay back period (Year)

Mahindra Hinoday Co. LtdInstall Inverter A.C(NL-0)308,1603023,513,0247,0002.0

Install Inverter A.C(NL-1)308,1603023,513,0247,0002.0

Install Inverter A.C(NL-2)256,5432512,924,5925,0001.7

Install two stages A.C391,5003844,463,10030,0006.7

Install Booster 108,8641061,241,0503,0002.4

Ahmednagar Forging Co. Ltd.Install Inverter A.C350,0003433,990,00010,0002.5

Install 2 stage A.C130,5001281,487,70010,0006.7

Bombay Dyeing Co. Ltd.Install Inverter A.C60,83056693,4623,0004.3

Arvind Textile Co. Ltd.Install Inverter A.C660,2006477,526,28012,0001.6

Install high-efficiency drain trap158,0001551,801,20045002.5

Morarjee Textile Co. Ltd.Install Inverter A.C660,2006477,526,28012,0001.6

Install Booster 109,0001071,242,6001,4001.1

Raymond UCO textileInstall Inverter A.C660,2006477,526,28012,0001.6

Install high-efficiency drain trap63,20062720,4801,8002.5

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Financial capacity

Technical capacityMaximum Own

Capacity

Maximum Own Capacity

Matching B2B is sufficient

Matching B2F is also required

Matching B2P is also required

Matching B2F and B2P is also required

e.g.: Install one efficient standard air compressor

e.g.: Install several efficient standard air compressors

e.g.: Install oil free inverter type air compressor

e.g.: Install Inverter type oil injected air compressor

Required capacity through training programme

Required project funding

Note:B= BusinessF= FinanceP= Policy/programme

Current “Appropriate technology” Zone?

Key question: What kind of support is actually needed?

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Key insight based on compressed air case study

1) What kind of support is actually required: Awareness creation, financial, or technical?

2) Which specific stakeholder has/able to provide such support?

3) To address the above, mapping; matching, follow-up are key activities to be considered.

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Key findings from IGES-TERI’s activities in India

Huge potential/market for Japanese technologies deployment in India,however:High upfront cost of Japanese technologies;Significant information/knowledge gap exists;Incomplete, fragmented, and uncoordinated efforts to tap

opportunities;Communication barriers (mindset, language, etc.).

>> It was concluded that there is a need to initiate a stakeholders'matchmaking platform to address all the above challenges in practicaland systematic manner.

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Initiating Japan-India Technology Matchmaking Platform (JITMAP)

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Key feature of the platform

Bilateral: Specific focus on Japan and India;

Practical: unique forum where matching B2B, B2F and B2P can occur on the ground as well as online in faster way;

Comprehensive: Information and knowledge sharing about various aspects (technologies data base, policies data base, financing options data base, etc). not just about one of them as in most existing platforms;

Systematic: It addresses all the stages of Technology Transfer process, with special focus given to follow up activities;

Ultimate goal is to materialize the opportunities rather than just identifying them; Develop information rather than just collect and share it;

It is not an alternative option to existing platforms, but rather a complementary one to them.

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JITMAP was initiated/launched as a trial basis on Jul. 13th, 2016. IGES and TERI as core members.

Leading Indian organizations has joined as dialogues members, namely: GEDA, MEDA, MCCIA, GITCO. Others are also expressing interests, from India and Japan.

Japan-India Technology Matchmaking Platform (JITMAP)

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Key activities under JITMAPIGES and TERI, in coordination with JITMAP Dialogue Members, enable matchmaking of B2B,

B2F and B2P through the following activities:

Information collection, management and assessment

=>Develop database on “Seeds” and “Needs” (technologies, stimulating policies & regulations,

stimulating financing schemes, etc.)

Stakeholders matching (B2B, B2F and B2P)

Feasibility studies, project proposals, bankable proposals, project

implementation, follow-up activities, etc

“Online” Information and knowledge sharing

through JITMAP websitehttp://jitmap.org

Stakeholders’ awareness creation and capacity buildingTechnical and financial assistances,

Workshops, Trainings, joint planning for replication at wider level, etc.

-JITMAP m

embers dialogue m

eetings-Experts consultation m

eetings

“Online” Information and

knowledge sharing

“On the ground”

matchmaking

Mapping for matching

Databases, directories, case studies, proposals (projects/strategies/roadmaps), training materials, etc.

“Outputs

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Japan-India Technology Matchmaking Platform (JITMAP)http://jitmap.org (PW: asdf1234)

http://jitmap.org/

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Conclusion There is no shortage of technologies, no shortage of funding, no shortage of

initiatives, but there is shortfall in coordination/synergy among efforts to develop and implement projects;

Key challenges to promote green technology transfer include: -High upfront cost of Japanese technologies;-Significant information/knowledge gap exists;-Incomplete, fragmented, and uncoordinated efforts;-Communication barriers (mindset, language, etc.).

Successfully matching B2B, B2F, and B2P creates synergy among efforts, fills part of the information/knowledge gap, reduce communication barriers, and ultimately alleviates part of overall business cost (reduction of transaction cost, information cost, etc.);

Bilateral matchmaking platforms could be considered as innovative business model assuming that they include the “Appropriate” matchmakers.

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Thank you for your kind attention

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