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CDM Structure, Governance & Performance: A Non Annex-1 Business Perspective

CDM Structure, Governance & Performance: A Non Annex-1 Business Perspective. Ajay Mathur Senergy Global Pvt. Ltd. Businesses are driven away by uncertainties. The CDM experience to date has highlighted that:

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CDM Structure, Governance & Performance: A Non Annex-1 Business Perspective

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  1. CDM Structure, Governance & Performance: A Non Annex-1 Business Perspective Ajay Mathur Senergy Global Pvt. Ltd. Reforming the CDM Washington, 5th October 2005

  2. Businesses are driven away by uncertainties The CDM experience to date has highlighted that: • The registration process is time consuming, and the time to process is uncertain • There is too much uncertainty about outcomes, especially due to additionality concerns Reforming the CDM Washington, 5th October 2005

  3. Uncertainty about process duration • Methodology approval has put the process on hold • It will be difficult for many projects to meet the 31st December deadline since many approved methodologies have only recently become available • Level of detail required by EB is unclear • Project participants provide surfeit of detail; this leads to discussion on micro issues • Delivery of CERs cannot be promised since ITL has yet to become operational Reforming the CDM Washington, 5th October 2005

  4. Uncertainty about process outcome • It is not clear whether the logic of business investments is understood • Additionality tool seems to result in subjective outcomes • Except in the case of financial additionality ! • Thin, often indistinguishable, line between baseline and additionality; the tool itself talks of the baseline Reforming the CDM Washington, 5th October 2005

  5. Suggestions for Reform • Structure • Need for a beefed-up Secretariat which carries out an evaluation and registration of submitted projects • Secretariat may refer projects requiring policy clarification to the EB • Secretariat is overseen by an EB elected by the MoP • Governance • WE NEED PEOPLE WHO HAVE EXPERIENCE IN BUSINESS DECISION MAKING RELATED TO TECHNOLOGY INVESTMENTS • DoEs need to be empowered to carry out upfront assessments related to methodology development Reforming the CDM Washington, 5th October 2005

  6. Suggestions for Reform • Processes • A NEW ADDTIONALITY TOOL IS NEEDEDCDM benefits are small; they do not add as much to project viability as they do to mitigate risksThe additionality tool needs to be based on risk-based indicators: the baseline itself, or a 25% penetration level • Postpone the deadline for submission of early-start projects by six months • Develop a “ready reckoner”– what are eligible projects; when are projects additional; what is a sensible baseline • Tool of baseline determination ? Reforming the CDM Washington, 5th October 2005

  7. Dr Ajay Mathur President Senergy Global Pvt. Ltd. D-33, Defence Colony New Delhi – 110 024 Phone: +91-11-2465-5141 Fax: +91-11-5163-4201 E-mail: am@senergyglobal.com Thank you For further information Reforming the CDM Washington, 5th October 2005

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