Taking an organisational approach to private sector adaptation – the case of Tata Teleservices in India
A growing paradigm of ‘engaging the private sector’ is noticeable in all areas of climate risk management and adaptation. However, there is limited empirical investigation into what action companies are taking and what impact this may have on their own resilience as well as on others’, particularly in emerging economies and low-income countries. A case study investigation of a large telecommunications company in India aims to address this knowledge gap by offering new insights that further our understanding of the decision-making dynamics of adaptation within this particular business context. Findings show that while awareness of climate change is high, adaptation is primarily reactive and is not systematically undertaken for future climate risks, especially of large magnitude. Results also suggest that a focus on mitigation may hinder business understanding of adaptation. However, there is potential for synergistic solutions combining adaptation and mitigation in the context of energy, both at the firm and government level.
Jennifer Steeves and Swenja Surminski