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How much fossil fuel has been used in your lifetime?

How much fossil fuel has been extracted since you arrived at this page? Or since you were born? The numbers below highlight the staggering amount of oil, coal and gas

we take out of the ground – and how quickly change is needed

ºÀªÁUÀÄt ªÉÊ¥ÀjÃvÀå: `¢ UÁrðAiÀÄ£ï’ ¥ÀwæPÉ C©üAiÀiÁ£À¢ UÁrðAiÀÄ£ï ¥ÀwæPÉAiÀÄÄ ºÀªÁUÀÄt §zÀ¯ÁªÀuÉ PÀÄjvÀAvÉ ªÀÄÄA¢£À ¢£ÀUÀ¼À°è UÀjµÀ× ¥ÀæªÀiÁtzÀ ¸ÀÄ¢ÝUÀ¼À£ÀÄß PÉÆqÀ°zÉ

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It is now very much on the radar of the financial director rather than the social responsibility department. If most of these reserves are unburnable, they are asking, then what does that say about the true value of carbon-dependent companies? It is a question of fiduciary responsibility as much as a moral imperative.

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Easy solutions to address Climate Change


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Easy solutions to address Climate Change


CrPÉ ¨ÉÃ¬Ä¸ÀÄªÀ M¯ÉUÀ¼ÀÄ

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EzÀjAzÀ d® ºÁUÀÆ ¨sÀÆ¸ÀA¥À£ÀÆä®UÀ¼À G½PÉUÉ C£ÀÄPÀÆ®ªÁVzÉ. PÀÈ¶ GvÀà£ÀßUÀ¼À ºÉZÀÑ¼À ªÀÄvÀÄÛ UÁæ«ÄÃt d£ÀjUÉ GzÉÆåÃUÁªÀPÁ±ÀUÀ¼ÀÄ ºÉaÑªÉ. ¸ÉÆÃ¯Ágï ¥ÀªÀgï ¥ÁèAmï AiÉÆÃd£É UÁæ«ÄÃt ¸ÀªÀÄÄzÁAiÀÄPÉÌ ¸ÁªÀiÁfPÀ ºÁUÀÆ DyðPÀªÁV ¯Á¨sÀzÁAiÀÄPÀªÁVzÀÄÝ, ¥Àj¸ÀgÀPÉÌ ¥ÀÆgÀPÀªÁVzÉ.

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§ºÀÆ¥ÀAiÉÆÃV ¸ÉÆÃ¯Ágï J¯ï.E.r ¯ÉÊnAUï “E¹¹NrL«J”

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by NIRANJAN KHATRI

Andaman & Nicobar is God’s own country with gin clear water, thick verdant tropical forests,

rich marine and mangrove eco-systems, dormant and active volanoes and ancient tribes almost 2000 years behind time living in near total nudity, but in complete harmony with nature.

To me, the Andamans was therefore like a case study. Being a small place, one could see and study, almost to a measurable degree, the mounting pressures of modern day commercial enterprise on the beautiful environment which undoubtedly needed protection, with the parallel task of providing fuel and fodder and meeting the employment needs of the small local population of the islands.

The task was large and it required a macro vision and a harmonised effort from the entire industry promoting tourism with the help of the local administration. In order to generate CREDIBILITY, we created a FEASIBLE MODEL in our hotel to combat the resource associated problem at a micro level which could be REPLICATED BY ORGANISATIONS TO THEIR COST AND GOODWILL ADVANTAGE.

The Welcomgroup Hotel named Welcomgroup Bay Island (WGBI) is located in Port Blair, the Capital City of the Andaman & Nicobar Islands, an archipalego in the Bay of Bengal.

Being a prisoner of its geography, The Andaman & Nicobar Islands rely almost completely on the Indian mainland for all its food supplies, medicines and items of daily use. Nothing is taken for granted, including the availability of onions and potatoes. Which often run out of stock on account of shipping delays.

AIMS AND OBJECTIVES

• The objective of the hotel was to create a new “Green Model” to operate the hotel in a eco-responsible manner and to create an ecotourism model for the island which could be replicated by the welcomgroup chain and

BUSINESS & ENVIRONMENT


by the entire industry, through the example setting method, in different locations with the local nuances.

• Welcomgroup Bay Island (WGBI) modified its hotel objective to state the following :

• “We are in the business of providing room, food, beverage and eco-knowledge to our hotel quests and everybody in the Islands.”

• The model developed by us concentrated on 4 district areas wherein the strategy employed was the four ‘R’s : REDUCE, REUSE, RECYCLE and RETHINK systems, procedures and policies for the hotel unit.

The unit addressed the resource / Environmental issues by adopting an internal and external strategy.

The INTERNAL GREEN STATEGY was initiated because of the fundamental belief that “we must practice what we preach”. The Internal strategies were put into play by the end of 1988 until April, 1992. (when I was transferred to Delhi)

The hotel had to encounter problems pertaining to water, soil, waste, paper etc. This led to a creative addressal of the problems as they came along.

WATER MANAGEMENT : we had a major water crisis in Port Blair in 1991 when our filtered water supplies were cut down from 8 kilolitres to 2 kilolitres per day. In order to run our business we had to break our entire pipeline system of galvanised iron and replace it with plastic pipelines (to avoid corrosion) so that the clean salt water from the sea could be used for flushing toilets, thereby reducing the demand on filtered water supplied by the municipality.

A well was dug in the hotel knowing fully well that we would not get underground water. However, the intention was to harvest rain water which was utilised in the summer season for gardening. The same example could be extended to our cities which are short of water today. Such harvested water could be used for washing cars, watering the garden or any other such use to reduce pressure on the supply of precious municipal filtered water. It must be remembered that “WATER SAVED IS ALSO ENERGY SAVED”. Such sumps / wells dug in houses could

be used for breeding fish which would be a natural predator for mosquito larvae which could otherwise breed in the stored water.

SOIL MANAGEMENT : Our hotel was located on a hill slope and we had a problem of soil erosion. In order to combat this problem cost effectively, we used coconut coir, which was lying on the island as garbage, in those areas where the problem of erosion existed. This had two advantages. Coir was bio-degradable and therefore environment-friendly. It was also finance friendly, as garbage in the form of coconut coir was used for solving the problem in hand.

WASTE MANAGEMENT : Our objective was to look at reducing waste at the top and bottom ends of the pipe.

• Tourists went for sightseeing trips to the other islands in Port Blair with packed lunches in cardboard boxes. These boxes were invariably left behind on the islands thereby creating a garbage problem – a veritable visual assault. We stopped the usage of cardboard boxes and started giving the guests packed lunches in steel boxes. These boxes had to be brought back failing which a token fine was levied. In the bargain recurring costs were wiped off and the garbage level was reduced.

• Used Cooking oil was usually thrown into the drain and this enhanced the effluent level. At the hotel, we converted this cooking oil into soap, which was used for washing the utensils, thereby reducing the effluence and also creating a cost advantage as we did not have to purchase washing powder anymore.

PAPER CONSERVATION : All old documents of the accounts department were segregated into benign and confidential lots. The confidential lot was shredded, mixed with wet garbage and converted into manure for use in the hotel garden. The other documents were converted into rough pads for internal use. The paper caps used by chefs were replaced with cloth caps. The brown paper used as a lining in the drawers of writing desks in every room was replaced with velvet. The whole objective was to reduce the usage of paper pulp in order to lessen

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deforestation which is taking place at the rate of ‘an acre a second’. Today the world has only 8% forest cover. In India alone, forest extraction is to the tune of Rs. 30,000 crores per annum and only Rs. 800 crores (approximately) is spent on afforestation. According to C.S.Silver in his book ‘One Earth One Future’, as per current estimates 496 million hectares of denuded land needs to be afforested worldwide.

In order to create this awareness our hotel unit started an afforestation programme in Port Blair by planting 1500 saplings in the airport complex. Since the task was very large and the awareness of the issue very low, we put up hoardings with the message that planting trees was every individual’s and organisation’s responsibility.

TELECOMMUNICATION : Our unit had a severe crisis on the Communication front :

For three months we could not call up the local taxi stand for our guests needs.

We needed extra lines for our telephone exchange but could not get the same because of a large backlog. This is also true for the country as whole, which led to a study in this area and I wrote a letter to the Ministry of Telecommuncation, the essence of which is as follows :

The density of telephones per capita has a co-relation with GDP. Our country requires approximately Rs. 20,000 crores to clear the backlog of applications for telephone lines. The Government could follow the idea of Cable TV networks wherein the output from 2 or 3 VCRs is passed through signal boosters and then transmitted through cables to numerous houses in a locality, thereby providing audio-visual entertainment to hundreds of home viewers. In a similar way, 10 or 15 telephone lines with 50-60 extensions could be given on a priority basis to unemployed youth or ex-servicemen to start mini ‘retail telephone service’ in thousands of pockets all over the country. The mechanism would be very similar to an EPABX system in an office which has 10 hunting lines but numerous extensions at various desks, with the only limitation being that of wiring up houses within technically and economically acceptable distances from the mother unit. Through this strategy, the movement of people in cities and towns, currently without phones in their

houses, would be drastically reduced because a lot of daily chores could then be conducted through the retail phone connection at home. This would consequently reduce the public vehicle occupancy density and the private vehicle traffic density to a large extent. So there would be less people to board our buses, which would mean that we could reduce the number of buses playing on our roads. Similarly there would be less private cars playing and all this would mean less air and noise pollution in our lives.

POLLUTION & POVERTY : Human beings & poverty are the biggest polluters and their large growing numbers negates any positive action. WGBI therefore, created a model in these two areas.

Population : The hotel created a policy whereby a cash incentive was offered to all employees who got married but postponed starting a family for 2 years by design. The concept of “One Family One Child” was also adequately rewarded. Employees were however given a lesser amount on the birth of their second child.

Poverty – WGBI adopted one of the poorest orphanages on the islands and helped them with educational material. The services of the hotel carpenters, plumbers and electricians were provided on a gratis basis. Children in the age group of 14 to 16 years were given vocational training in the hotel for two hours so that they would have “job market value” when they left the orphanage.

The thought process behind these models was that if the entire industry accepted this model, then a lot could be done as a contribution of the industry which, when dovetailed with the government effort in this area, would lead to national advantage.

THE EXTERNAL Strategy was spearheaded by the author through the formation of the Andaman & Nicobar Tourism Guild (ANTG) to address the problems facing the hotel and tourism industry which were as follows :

1. Foreigners could not stay in the island for more than 5 days. They could not visit all the islands.

2. Liquor could not be served in the bar. Hotels were not permitted to sell foreign liquor.



3. Charter flights were not allowed to come to the islands.

4. Cooking gas was not available to the hotels for commercial use.

5. Subsidies which were due to the hotels were not paid for years.

6. The shortage of Telephones and the solution given was finally implemented by the Government of India in 1995.

The objectives of the Guild were as follows :

• To accept responsibility for a larger canvas by identifying the issues which were hampering tourism in the islands and taking it up with the local government through a common platform.

• To create a sustainable ecotourism model which would be acceptable to all arms of the tourism trade – hotels, travel agencies and boat operators.

• To advise the government on infrastructure problems through a feasible economic solution experienced in the micro environment of the hotel.

The Guild was formed in March, 1990 with a sum of Rs. 30,000/- which was contributed by 11 members. Over and above this the Guild raised Rs. 60,000/- through advertisements in a souvenir. In short the resources were extremely limited. The Guild was run by the President (N. Khatri) aided by a treasurer Mr. A. K. Das, General Manager of Hotel Asiana. Meetings were held once a month on a rotation basis in different member locations.

ACTIVITY INITIATED THROUGH THE ANTG :

ANTG put up pictorial hoardings in the following areas in Port Blair :

Airport arrival lounge

Importance of tropical forest

Airport departure lounge

Value of a tree

Airport taxi stand Importance of coral as a primary food chain.

Airport open space “Planting trees is every individual’s and organisation’s responsibility”.

Near Jolly Buoy Island

Take minimum from mother earth jetty

Jolly Buoy Island Please do not litter the islands.

Every hotel Do’s & Don’ts at the beach.

Employees of every hotel and travel agency were educated to prevent tourists from taking corals.

The prime mover into initiating every eco-related activity was the author of this article supported by the Chief Engineer and other members of the hotel team.

The author was at first Eco-illiterate and was totally oblivious of the infrastructural and ecological problems of the islands. As every problem cropped up, I found myself evolving / learning in consultation with the hotel management team and other people like the anthropologist in Port Blair and a businessman and member of INTACH, Mr. S. Acharya, who was keenly interested in the welfare & protection of the islands. We discovered that every problem opened up a new window of opportunity.

We were sensitive to the fact that our actions should be translated without compromising on quality and with the direct intention of influencing guest behaviur by sharing the problem and solutions in all our communications in the hotel and in the islands through creative hoardings.

In administering the activity, the problems were first identified and solutions defined and thereafter depending on the cost, each activity was completed through the concerned departmental head. Most of the problems were solved by the substitution process except water segmentation. Here, it took the unit 6 months to complete the task.

The hotel was a loss making managed property and had very poor revenue because of lack of awareness of the islands and the limited number of flights to Port Blair. The average occupancy of the hotel was 30%.



Limited funds were allocated to each department. These funds alone were used for R&D purpose in a very rudimentary manner. The “enthusiasm to cash ratio” was tilted heavily in favour of the former through application of innovation and reuse of a lot of waste material in the hotel engineering department.

FUNDING : The hotels turnover was Rs. 55 Lacs in 1988 (Rs. 5.5 million) and went upto Rs. 85 Lacs (Rs. 8.5 million) in 1992. A sum of Rs. 8 Lacs per annum was used for purchase of capital equipment like a deep freezer, walk-in cooler, kitchen equipment & a generator over the four year period. All such expenses were funded through internal accruals.

RESULTS : The activities of the hotel were shared with our competitors and the local administration in the islands and hotel quests which led to a cascading effect in terms of “echoing” of our practices.

ENVIRONMENT MUSEUM : Towards the end of my tenure in WGBI we made a small environment museum (see attached detailed concept note) with Rs. 25,000/- which was a drastic dilution of my dream. The original concept would have costed Rs. 100 crore (Rs 1000 million) The essence of this museum was to educate and trigger people’s minds into thinking of the environment and to emulate our hotels simple but effective strategy. The 3 key objectives of this museum was as follows :

• To educate people about environmental degradation.

• To learn from people of other walks of life on how to improve our museum.

The hope that somebody would improve on and make a better museum than ours.

Two months later, at Port Blair, the same was replicated by the navy on a better scale – my objective was thus attained on a small scale but with the hope that in future a good one would be made in Delhi, Calcutta, Bombay or Madras.

Four years later, The Federation of Indian Chamber of Commerce & Industry (FICCI) decided to make a big environment museum in Ghaziabad with a sum of Rs. 7 crore (Rs. 70 million).

The action & results of our activity : The result

of our activities led to cost, image and operational advantage in the hotel and within the chain. WG chain decided to become the first eco-responsible chain in the country and thereafter when I was moved to our Travel House, an Association called “Basant Lok Jagriti Association” was formed in 1993. Through this Association, Eco-awareness is being created in the Capital of India.

The local administration decided to accept the concept of ECO-TOURISM conceptualised by our association, The Andaman & Nicobar Tourism Guild (ANTG), the founder president being the author himself.

After being transferred to Delhi the WGBI model was shared with the intention of creating a ripple effect amongst decision makers, politicians, opinion makers and industrialists to form a consensus through controversy and debate on the various concepts. (Task large and ongoing).

The author has influenced the following bodies with the objective of continuing the “Eco-awareness campaign”

• Have given substantial inputs to CII on green industrial issues.

• Have been influencing Ministry of Environment & Forest, Ministry of popularisation of Solar Photovoltaic (SPV) in the urban areas.

• Being a member of a National Energy Committee, have given marketing inputs and environment inputs to the SPV Industry.

• Continuously giving inputs to Travel House (TH), welcomgroup and ITC HQ.. through the ITC Safety, Security & Environment Cell other divisions have been triggered into environmental activism.

The organisations which were addressed by the author on the subject of Business & Environment are listed as follows :

• Architect Association of Delhi.

• Xavier Labour Relations Institute (XLRI), (an MBA College) Students in Jamshedpur.

• Participants of a seminar called “Handling



Innovation” organised by XLRI. Participants were from different industries like – Insurance, Finance, Telecommunication, Hotels, Airconditioning and Ordnance factory.

• Hindustan Motors (Car factory) Senior and middle level Managers in Madras.

• Addressed the National Conservation conference of WWF-India in 1994 September.

• Accountants Training Institute of ITC (Parent Company of WGBI).

• Builders Association of Delhi at Pragati Maidan (participants – who is who of the Government of India, Architects, NGO’s, Press).

• INVESTOUR Conference organised by CII (confederation of Indian Industry) at Jaipur in December, 1995 on eco-tourism attended by the travel trade and media.

• Presented a paper for the tripartite meeting organised by ILO at Delhi in 1995.

• Took a session for Indira Gandhi National Open University (IGNOU) model accepted for dissemination.

ACHIEVEMENT : WGBI received The British Airways Tourism Award for Environment.

ASSESSMENT OF PROCESS

Every strategy employed has not only worked but has been accepted by internal / external organisations gradually, but VERY SLOWLY. The reason for this is that environmental issues are little understood because of skepticism and perhaps because of painful changes required in systems.

The eco model was created by the smallest hotel in the chain (bottom to top approach) hence it was difficult to accept as in any organisation world over.

There is a need for further follow up action.

A whole lot has to be done. The barriers are as follows :

• Lack of understanding of the environmental issues because of scarcity of models to emulate. It is a pioneering arena.

• Organisational pressures on the bottomline and short term measures get more focus.

• Lack of policies on fiscal incentives/ disincentives by GOI (Government of India) to accelerate eco-ethics in business.

• Lack of example setting by the western countries in reducing their consumption style and simultaneously introducing these very strategies without modification in third world countries. Example :- Clean technologies are still not being passed on to third world countries. On the contrary, such countries are being used as a dumping ground for obsolete technology and waste.

Organisations need to institute a separate environmental cell in them which will network with all departments by taking a look at their existing systems, procedures and policies to see how it can be re-engineered through the eco-philosophy of the 4 R’s : Reduce, Reuse, Recycle & Rethink, spread over a specific time frame in concurrance with all concerned. Change is hard work and change can take place through collective vision. Collective vision will only emerge after discussion, training & policy changes.

All industrialists know the importance of CAPITAL DEPRECIATION, REPAIR AND RENEWALS. In a similar way, to avoid major calamities, the natural capital i.e. air, water and soil must not be tinkered with, as has been done in the past. And just the way all efforts are made to cure a family member afflicted with cancer, so too should be the proactive effort put in by industries, in a collective manner, to save our entire wold family from the far too many signs of cancer, be it in our local Yamuna or the Great Lakes of Michigan.

The Chinese people in their awesome wisdom depict the word ‘crisis’ using a combination of Chinese Characters representing danger and opportunity. In today’s scenario where the environmental crisis poses a great challenge for all humanity, let us take cognizance of the danger and focus now on the OPPORTUNITY.

(** The views expressed in this article are that of the author)



KSPCB LAUNCHES ONLINE MONITORING SySTEM

TO MEASURE INDUSTRIAl POllUTIONKarnataka State Pollution Control Board has

established a system of real-time updating and monitoring of pollution data from various industries across the State.

Until now, this data was procured manually from the industries. This was consuming much of the time. By establishing online real-time data updating mechanism, the KSPCB has now been empowered with real-time monitoring of the data, says Dr. Vaman Acharya, Chairman, KSPCB. KSPCB has established a huge PC Screen to watch the data continuously. The technology has been deployed with the assistance of KEONICS. By establishing this real-time monitoring system, KSPCB has taken more control over the industries, which have now been give a 5 year

licence to avoid administrative delays.

Around 271 industries covering Pesticides, Pharma produces, Pulp and paper, Zinc, Copper, Aluminium, Tei-Dye, Chloride, Sugar, Distillery, Tannery, Power, Cement, Fertilisers, Iron & Steel, Oil processing and petrochemical products have been enlisted to feed this data. Additionally, Baikampady industrial area, Mangaluru, and Bhadravati have been identified as most polluted areas and will be covered in this real-time system. Tungabhadra river (Harihar area), Bhadra river, Halasur Lake, Hebballa valley (Mandya) have also been identified as polluted areas and will be coming under this real-time monitoring mechanism.

KSPCB has successfully implemented the guidelines suggested by CPCB and has become one among few states in India to have this state of the art system. Basic information on flow, PH Value, TSS, COD, BOD and Ammonia will be collected in the first stage and based on this data, if need arises, KSPCB will seek additional data. Any excess pollution beyond prescribed norms by 10% will generate an alert on the system. The industries are mandated to feed their data regularly without fail. But KSPCB will provide the necessary technology backbone for feeding the data.

KSPCB has established a separate ENVIRO CARE CENTRE to take measures based on the data that is being monitored through this system.

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A workshop on Environmental auditing methodology was organised by Regional Office, Dasarahalli On 26.03.2015 at Central Laboratory, KSPCB, Bengaluru. Here are some snapshots.

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Workshop on Environmental auditing methodology



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ZÀgÀAr ¤ÃgÀ£ÀÄß ¸ÀA¸ÀÌj¹, ¸ÀÆPÀÛ ªÀiÁ£ÀzÀAqÀUÀ½UÉ M¼À¥Àr¹ PÉgÉUÉ ©lÖgÉ CzÀjAzÀ PÉgÉAiÀÄ ¤Ãj£À ªÀÄlÖ ºÉZÀÄÑvÀÛzÉ ; CAvÀdð®zÀ ªÀÄlÖªÀÇ KgÀÄvÀÛzÉ JA§ CA±ÀªÀ£ÀÄß E°è UÀªÀÄ¤¸À§ºÀÄzÁVzÉ. F ¥ÀæAiÉÆÃUÁvÀäPÀ «zsÁ£ÀªÀÅ AiÀÄ±À¹éAiÀiÁzÀgÉ £ÀUÀgÀzÀ M¼ÀVgÀÄªÀ E¤ßvÀgÉ PÉgÉUÀ¼À£ÀÄß PÀÆqÁ ¥ÀÅ£ÀgÀÄfÓÃ«¸À§ºÀÄzÁVzÉ.


INFOGRAPHICS


THE COST OF GOING GREEN GLOBALLY


http://climate.nasa.gov/interactives/climate_time_machine

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vÁ¥ÀªÀiÁ£À ºÉZÀÑ¼ÀzÀ EwºÁ¸ÀªÉÃ£ÀÄ,

EAUÁ®zÀ qÀAiÀiÁPÉìöÊqï ºÉÆgÀ¸ÀÆ¸ÀÄ«PÉAiÀÄ

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ºÀªÁUÀÄt ªÉÊ¥ÀjÃvÀå: PÀ°PÉUÁV eÁ®vÁt

ºÀªÁUÀÄt PÀ°PÉ


The Burning Question reveals climate change to be the most fascinating scientific, political and social puzzle in history.

It shows that carbon emissions are still accelerating upwards, following an exponential curve that goes back centuries. The solutions we assume will help aren’t working, because saving energy is like squeezing a balloon: reductions in one place lead to increases elsewhere. Even clean energy technologies don’t in themselves slow the rate of fossil fuel extraction.

The simple truth is that tackling global warming will mean persuading the world to abandon oil, coal and gas reserves worth many trillions of dollars – at least until we have the means to put carbon back in the ground. The burning question is whether that can be done. What mix of politics, psychology, economics and technology might be required? Are the energy companies massively overvalued, and how will carbon- cuts affect the global economy? Will we wake up to the threat in time? And who can do what to make it all happen?

Fascinating, candid and wide-ranging, here at last is a book that makes sense of the biggest challenge of the century.

EAUÁ®zÀ qÀAiÀiÁPÉìöÊqï

ºÉÆgÀ¸ÀÆ¸ÀÄ«PÉ FUÀ AiÀiÁªÀ zÉÃ±ÀUÀ½AzÀ JµÉÖµÀÄÖ ¥ÀæªÀiÁtzÀ°è DUÀÄwÛzÉ JA§ÄzÀ£ÀÄß

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ºÀªÁUÀÄt ªÉÊ¥ÀjÃvÀå: PÀ°PÉUÁV eÁ®vÁt

New Book to read

http://bit.ly/1Jl2fTj

ºÀªÁUÀÄt PÀ°PÉ

Paperback: 256 pagesPublisher: Profile Books Ltd Language: EnglishISBN-10: 1781250456ISBN-13: 978-1781250457


5 ªÉÄUÁªÁåmïªÀgÉV£À ¸ËgÀ±ÀQÛ «zÀÄåvï WÀlPÀUÀ½UÉ ªÀiÁ°£Àå ¤AiÀÄAvÀæt ªÀÄAqÀ½AiÀÄ ¥ÀgÀªÁ£ÀV¬ÄAzÀ «£Á¬ÄÛ

PÀ£ÁðlPÀ ¸ÀPÁðgÀªÀÅ ¥ÀæPÀn¹zÀ gÁdåzÀ ¸ËgÀ ¤ÃwAiÀÄ »£Éß¯ÉAiÀÄ°è 5 ªÉÄUÁ ªÁåmï ªÀÄvÀÄÛ ªÉÄÃ®àlÖ ¸ËgÀ «zÀÄåvï WÀlPÀUÀ¼À£ÀÄß ªÀiÁvÀæªÉÃ ªÀiÁ°£Àå ¤AiÀÄAvÀæt PÁAiÉÄÝAiÀÄ ¥Àj«ÄwAiÀÄ°è M¼À¥Àr¸À®Ä PÀ£ÁðlPÀ gÁdå ªÀiÁ°£Àå ¤AiÀÄAvÀæt ªÀÄAqÀ½AiÀÄÄ ¤zsÀðj¹zÉ. EzÀgÀ ¥ÀjuÁªÀÄªÁV gÁdåzÀ ¸ÁªÀðd¤PÀgÀÄ 5 ªÉÄUÁªÁmïVAvÀ PÀrªÉÄ ¸ÁªÀÄxÀðåzÀ WÀlPÀUÀ¼À£ÀÄß ¸ÁÜ¦¹zÀgÉ ªÀÄAqÀ½¬ÄAzÀ ¤gÁPÉëÃ¥ÀuÁ ¥ÀvÀæªÀ£ÀÄß ¥ÀqÉAiÀÄÄªÀ CUÀvÀå EgÀÄªÀÅ¢®è JAzÀÄ ªÀÄAqÀ½AiÀÄ CzsÀåPÀë qÁ|| ªÁªÀÄ£ï DZÁAiÀÄðgÀªÀgÀÄ ¥ÀæPÀn¹zÁÝgÉ.

F WÀlPÀUÀ½AzÀ GvÁà¢vÀªÁUÀÄªÀ «zÀÄåvÀÛ£ÀÄß £ÉÃgÀªÁV VæqïUÉÃ ¸ÀgÀ§gÁdÄ ªÀiÁqÀÄªÀÅzÀjAzÀ E°è AiÀiÁªÀÅzÉÃ §UÉAiÀÄ ªÀiÁ°£Àå GAmÁUÀÄªÀÅ¢®è JA§ÄzÀÄ E°è G¯ÉèÃR¤ÃAiÀÄ.

¸ËgÀ «zÀÄåvï GvÁàzÀ£ÉAiÀÄÄ ¸ÁA¥ÀæzÁ¬ÄPÀ EAzsÀ£ÀªÀÄÆ®UÀ¼ÁzÀ PÀ°èzÀÝ®Ä, ¥ÀgÀªÀiÁtÄ ¸ÁÜªÀgÀ, d® DzsÁjvÀ «zÀÄåvï GvÁàzÀ£ÉVAvÀ ºÉZÀÄÑ £ÉÊ¸ÀVðPÀªÁVzÀÄÝ PÀ£ÁðlPÀ ̧ ÀPÁðgÀªÀÅ ªÀÄ£ÉªÀÄ£ÉUÀ¼À°è, ̧ ÀªÀÄÄzÁAiÀÄUÀ¼À°è ̧ ËgÀ±ÀQÛ «zÀÄåvï WÀlPÀUÀ¼À£ÀÄß ¸ÁÜ¦¸À®Ä ¥ÉÇæÃvÁìºÀPÁgÀPÀ AiÉÆÃd£ÉUÀ¼À£ÀÄß ¥ÀæPÀn¹zÉ. F AiÉÆÃd£ÉUÀ¼À£ÀÄß ¥ÉÇæÃvÁì»¸ÀÄªÀ GzÉÝÃ±À¢AzÀ PÀ£ÁðlPÀ gÁdå ªÀiÁ°£Àå ¤AiÀÄAvÀæt ªÀÄAqÀ½AiÀÄÄ F ªÀÄºÀvÀézÀ ¤tðAiÀÄªÀ£ÀÄß PÉÊUÉÆArzÉ. ªÀiÁ°£Àå ¤AiÀÄAvÀæt PÁAiÉÄÝAiÀÄ GzÀåªÀÄ ªÀVðÃPÀgÀtzÀ°è ̧ ÉÆÃ¯Ágï «zÀÄåvï GvÁàzÀ£Á ̧ ÁÜªÀgÀUÀ¼À£ÀÄß ºÀ¹gÀÄ ¥ÀæªÀUÀðzÀr £ÀªÀÄÆ¢¸À¯ÁVzÉ.

KSPCB announces exemption from permission for Solar Power installations upto 5 MW capacity

In the background of the Karnataka State Government’s new Solar Power Policy, Karnataka State Pollution Control Board has decided to keep only solar power units with more than 5 MW or above under the concerned acts for issuing the licences.

As a result of this decision, public who establish solar power plants of capacity less than 5 MW need not get No Objection Certificate, Dr. Vaman Acharya, Chairman, KSPCB has stated.

Since the power thus generated by these solar units will be shared directly through the grid, there will not be any pollution.

Solar power is more natural than other energy sources like Coal, Nuclear power and Hydro electricity. Government of Karnataka has announced solar power policy with lot of encouraging incentives. KSPCB has taken this step to support this programme by Government of Karnataka. Solar power comes under green category in the industry categorisation of Pollution Control Act.



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F ¥ÀæPÁgÀ E£ÀÄßªÀÄÄAzÉ J¯Áè ªÀUÀðzÀ ªÁºÀ£ÀUÀ½UÀÆ C£ÀéAiÀÄªÁUÀÄªÀAvÉ ªÉÆzÀ® ¸À®zÀ C¥ÀgÁzsÀPÉÌ gÀÆ. 1000 «ÄÃgÀzÀAvÉ ªÀÄvÀÄÛ JgÀqÀ£ÉÃ ºÁUÀÆ C£ÀAvÀgÀzÀ C¥ÀgÁzsÀPÉÌ gÀÆ. 2000 «ÄÃgÀzÀAvÉ zÀAqÀ ¤UÀ¢¥Àr¸À¯ÁVzÉ. F C¢ü¸ÀÆZÀ£ÉAiÀÄ£ÀÄß 2014gÀ CPÉÆÖÃ§gï 9gÀAzÀÄ ºÉÆgÀr¸À¯ÁVzÉ.

PÉÃAzÀæ ªÉÆÃmÁgÀÄ ªÁºÀ£À ¤AiÀÄªÀÄUÀ¼ÀÄ 1989gÀ ¤AiÀÄªÀÄUÀ¼ÀÄ 115, 119 ªÀÄvÀÄÛ 120gÀ G®èAWÀ£ÉUÉ ªÉÆÃmÁgÀÄ ªÁºÀ£À PÁAiÉÄÝ 1988gÀ PÀ®A 190(2)gÀ CrAiÀÄ°è ̧ ÀÆa¹gÀÄªÀ zÀAqÀPÉÌ C£ÀÄUÀÄtªÁV F zÀAqÀ ªÉÆvÀÛªÀ£ÀÄß ¥ÀjµÀÌj¸À¯ÁVzÉ JAzÀÄ PÀ£ÁðlPÀ ¸ÀPÁðgÀzÀ ¸ÁjUÉ E¯ÁSÉAiÀÄ C¢üÃ£À PÁAiÀÄðzÀ²ðAiÀÄªÀgÀÄ C¢ü¸ÀÆZÀ£ÉAiÀÄ°è w½¹zÁÝgÉ.

Central Motor Vehicles Act 1988, Section 190 (2)Any person who drives or causes or allows to be driven, in any public place a

motor vehicle, which violates the standards prescribed in relation to road safety, control of noise and air- pollution, shall be punishable for the first offence with a fine of one thousand rupees and for any second or subsequent offence with a fine of two thousand rupees.

STOP HONKING & AVOID PENAlTY

PÀ£ÁðlPÀ ¥Àj¸ÀgÀ ªÁ»¤ | PÀ£ÁðlPÀ gÁdå ªÀiÁ°£Àå ¤AiÀÄAvÀæt ªÀÄAqÀ½AiÀÄ ªÀiÁ¸À¥ÀwæPÉ | ¸ÀA¥ÀÅl 5 ¸ÀAaPÉ 4 K¦æ¯ï 2015 | SÁ¸ÀV ¥Àæ¸ÁgÀPÁÌV

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