The climate crisis is becoming the defining story of our age—inescapable, intersectional, and irreversible. Climate change has become both an environmental emergency and an economic risk. Given the rising intensity and frequency of climate disasters, a sustainable and inclusive transition is critical. However, context-sensitive, locally led, and scalable solutions are imperative to accelerate this transition. The Global South is where the future is being built. As the world shifts to a multipolar order, the Global South is seizing its moment. In particular, South Asia will account for a massive share of global growth well into the future, defining the next wave of economic opportunity.

More than 750 million South Asians—approximately one-fourth of the total population of the region—has been affected by at least one natural disaster in the past two decades (World Bank, n.d.). It is projected that by 2050, 40 million people across South Asia will have migrated internally due to climate impacts (World Bank 2021). Economic losses were found to amount to equivalent of 1.8 per cent of annual GDP by 2050, increasing to 8.8 per cent by 2100. (Campagnolo, et al. 2025).

The region spans diverse climates and geographies, from arid zones prone to severe disasters, to Nepal and Bhutan’s glacier-fed mountains, the Maldives’ existential threats from sea-level rise and coastal erosion, and India and Bangladesh’s tropical zones’ exposure to frequent extreme weather events. Despite these challenges, countries are embedding resilience into development through policy reforms, competitive markets, and targeted finance. Practical leadership examples abound: India’s rapid renewable scale-up and manufacturing push, Bhutan’s conservation-led development, Nepal’s community stewardship and localised planning, Bangladesh’s off-grid solar revolution, and Sri Lanka’s drive to attract renewables finance—all delivering measurable economic and climate returns.

The South Asia Granary of Climate Solutions meticulously maps exemplary initiatives, highlighting interventions that simultaneously advance climate resilience, economic growth, and social equity. It synthesises replicable, actionable, and impactful lessons for governments, development partners, and civil society actors. The emergent good practices span six critical pillars: transformative scale, active local ownership, disruptive innovation, deepened stakeholder convergence, conducive environment for long-term (financial, technical, and institutional) viability, and adaptive progress. Scaling initiatives can have a wide-ranging systemic impact. Community led interventions ensure ownership, foster leadership, and embed sustainability within local institutions. Policy coherence, long-term vision, and innovation between national and subnational actors is critical. As is introducing breakthrough solutions that challenge conventional approaches and accelerate progress. Long-term models leverage a diversity of technical expertise and funds, reducing investment risk and unlocking broader capacity. Finally, a monitoring and evaluation system is critical to evolve challenges and opportunities, and catalyse systemic change and socio-economic co-benefits.

By distilling these lessons, the Granary serves as a regional public good: a compilation of strategic, scalable, and context-specific solutions. It empowers South Asian countries to strengthen resilience, accelerate climate action, and contribute meaningfully to global sustainability goals. Above all, it demonstrates a fundamental truth: climate action is most effective when knowledge is shared, communities are empowered, and innovation is harnessed for the common good.

Bhutan for Life

OBJECTIVE

It aims to preserve and enhance natural heritage, and ensure a robust network of protected areas and biological corridors (representing more than 51 per cent of the country) that contributes to human well-being and biodiversity conservation, and increases Bhutan’s resilience to the effects of climate change. (Bhutan For Life n.d.)

DIRECT IMPACT

As of 2024, the initiative has delivered the following results (Bhutan For Life n.d.)

• Climate benefits
  • 12.5 million tonnes CO₂e sequestered; BC9 Biological Corridor declared, enhancing landscape connectivity.
  • 2895.76 ha of degraded land restored; 5 Climate Smart Species Conservation Plans developed, and 10 watershed management plans implemented. .
• Protected area management
  • 1,108 ha of critical biodiversity habitats under improved management.
  • 10 Protected Areas.
  • 9 Biological Corridors.
  • 4 wildlife sanctuaries.
  • 1 botanical Park in Lamperii.
• Community engagement and livelihoods
  • 10,899 households participating in conservation initiatives.
  • 6,693 households adopting human-wildlife conflict mitigation measures.
  • 1,669 households employed in nature-based enterprises.

IMPLEMENTERS AND ENABLERS

• Enablers
  Royal Government of Bhutan.
• Implementers
  Bhutan Trust Fund for Environmental Conservation (BTFEC), WWF Bhutan.
• Partners
  GCF, GEF, Bhutan Ecological Society, Royal Society for Protection of Nature.
• Beneficiaries
  Local communities and ecosystem.

CO-BENEFITS

• Economic
  Generated nature-based employment where 1,669 households (Bhutan For Life n.d.) have been employed. Enables revenue and mobilises long-term funding to reduce financial gaps in managing protected areas, and offers valuable ecosystem services for other sectors without costly substitutes. Further, BFL taps into an innovative financial approach (WWF 2017), Project Finance for Permanence (PFP), which WWF, national governments and their partners have used in three countries: Brazil, Peru, and Colombia.
• Social
  10,899 households are engaged in participatory conservation, while 6,693 households have adopted human-wildlife conflict mitigation measures, and 731 full-time staff are employed in the Protected Areas (Bhutan For Life n.d.). Additionally, the initiative has led to livelihood diversification through incomes in eco-tourism, nature-based jobs, and non-wood forest products. At the same time, it has also benefitted the community, and strengthened the governance and institutional capacity to achieve national, regional, and global climate and sustainability goals
• Environmental
  The initiative ensures that the country’s forests are healthy and Bhutan remains carbon neutral, or even carbon negative with high carbon sequestration (absorbs nearly three times more CO²e than it emits every year) (Reccessary 2022), protect habitat and species population, and improve ecosystem health and services.

DESCRIPTION

The initiative supports the following thematic areas

• Biodiversity: Protected area (PA) forests and vegetation play a vital role in sustaining Bhutan’s carbon neutrality while conserving unique biodiversity
• Climate resilience: Communities living within and around PAs benefit from climate-informed natural resource management, enhancing resilience and overall wellbeing.
• Economic opportunity: Sustainable management of natural resources in PAs generates livelihood opportunities and strengthens local economies.
• Healthy ecosystems: PAs safeguard habitats and ecosystem diversity, ensuring thriving populations of key species, and maintaining ecosystem services critical for both people and nature.
• Effective management: Institutional and financial capacity for PA management is strengthened, including support for innovative financing mechanisms to sustain Bhutan’s conservation efforts.

PERFORMANCE PRINCIPLES

• Transformative scale - Is it replicable across regions?
  The initiative demonstrates national-level mainstreaming of environmental protection with economic growth, showing viability for replication across the Global South. The Project Finance for Permanence (PFP) model has already inspired similar initiatives in Brazil, Peru, and Colombia, proving its adaptability across countries and regions.
• Local ownership - Are local communities involved and leading?
  Over 10,000 households in and around protected areas are directly engaged, ensuring communities are comanagers and beneficiaries of conservation (Bhutan For Life n.d.).
• Catalytic innovation - Is it innovative and enabling cross-sector solutions for systemic change?
  This is an innovative funding approach and funding generated through this initiative will be used to maintain and manage the country’s protected area system for all time. It is a Project Finance for Permanence (PFP) mechanism, one of the first in Asia, to provide sustained flow of funds to effectively manage Bhutan’s protected areas and biological corridors and aims to mobilise, in a single agreement, all governmental, financial and other commitments needed to develop Bhutan’s Protected Area system and maintain it forever. Additionally, it integrates cultural ethos (Gross National Happiness) with climate policy, enabling cross-sectoral solutions.
• Stakeholder convergence - Are diverse actors collaborating for better outcomes and reach?
  It brings together government, local communities, multilateral donors, civil society, and global conservation organisations in a single financing and governance framework.
• Long-term viability - Is it a sustainable model?
  Backed by constitutional forest mandates, GNH philosophy, and established finance models, it provides durable institutional and cultural foundations. Further, combining international donor support with Bhutan’s own funding commitment guarantees financial sustainability in the long run.
• Adaptive progress - Is there learning-driven evolution for continuous improvement?
  Bhutan for Life uses performance-based milestones, SMART patrolling, and community monitoring, enabling learning-driven evolution in conservation practice and financing based on evidence, monitoring, and community feedback.

Gelephu Mindfulness City

OBJECTIVE

Aims to establish a vibrant, sustainable, conscious, and spiritually grounded economic hub, offering a conducive business environment and compelling incentives. The city seeks to reduce youth unemployment, curb urban migration, and position Bhutan as a global model for mindful living and ecological harmony.

DIRECT IMPACT

• Prioritises 8 growth sectors, including spirituality, health and wellness, education, green energy, digital finance, agri-tech, tourism and aviation, and logistics (Basnet Attorneys & Law n.d).
• Generation of white-collar jobs in research, innovation, and green technology to reverse youth outmigration.
• Establishes key infrastructure, including the Gelephu International Airport, to strengthen cross-border connectivity and sustainable economic activity.
• Embeds Buddhist values to promote mindfulness, ecological resilience, and cultural preservation.
• ~150,000 residents housed in Phase I, and expected to grow to over 1 million in the long term (Travel and Tour World 2024).
• Integrates Bhutanese values of spirituality, harmony with nature and community vitality with modern technology, innovation, and commerce.

IMPLEMENTERS AND ENABLERS

• Enablers
  Royal Government of Bhutan (His Majesty King Jigme Khesar Namgyel Wangchuck).
• Implementers
  Bhutanese Sovereign Development Funds, ORO Bank, World Bank, development agencies, bilateral funding, and foreign investors.
• Partners
  Gelephu Investment and Development Corporation (GIDC).
• Beneficiaries
  Residents of GMC (targeting 150,000 in the first phase, over 1 million in the long term), local communities, youth (employment generation) (Travel and Tour World 2024).

CO-BENEFITS

• Economic
  Aims to be sustainable and economically advanced, the ‘Mindfulness Prosperity’ road map focuses on eight core industries and sectors that will attract investments, generate employment, diversify Bhutan’s economy, and act as a regional trade hub, enhancing the country’s connectivity with South and Southeast Asia.
• Social
  Promotes a balanced lifestyle that combines spiritual and economic wellbeing in equal measure, preserves traditional values and culture, and emphasises sustainable practices and ethical business models for inclusive development.
• Environmental
  Sustainability is the foundational principle for the model. The city is designed to be powered entirely by renewable energy sources; it focuses on sustainable urban planning with low-rise and eco-friendly building, and incorporates climate and ecosystem resilience.

DESCRIPTION

Gelephu Mindfulness City stands as a pioneering initiative, blending Bhutan’s rich cultural heritage with forward-thinking urban development strategies. Operating under a ‘One Country, Two Systems’ framework, GMC blends Bhutanese values of mindfulness, spirituality, environmental sustainability, and community with global best practices in governance, technology, and commerce. It aims to drive administrative reform, economic growth, and innovation over the next two decades across eight core industries and sectors. With modern infrastructure, renewable energy, and access to India’s market, it offers a politically stable, investor-friendly ecosystem for advanced manufacturing, sustainable tourism, and digital innovation, and a global hub for Vajrayana Buddhism. The full development of the city is projected to take 21 years, with phased construction of essential infrastructure (Shuvo 2025).

PERFORMANCE PRINCIPLES

• Transformative scale - Is it replicable across regions?
  Envisioned as a large-scale urban development that integrates sustainable practices with economic growth, aiming to serve as a model for green future cities globally. However, the replication hinges on unlocking finance, political willingness and strong governance, and institutional capital. While the early masterplans indicate scalability in concept, practical replication would require context-specific actions.
• Local ownership - Are local communities involved and leading?
  Emphasises community involvement, ensuring that local populations are active participants in the city’s development and governance. This approach aligns with Bhutan’s values of Gross National Happiness, promoting a sense of ownership and responsibility among residents.
• Catalytic innovation - Is it innovative and enabling cross-sector solutions for systemic change?
  Embraces progress and innovation, actively supporting emerging technologies, research and development, and advancements in the digital and financial sectors. Thanks to its rich renewable energy resources and accessible land, GMC provides an appealing environment for investors to establish advanced, environmentally friendly manufacturing, as well as to create top-tier sustainable tourism and hospitality projects.
• Stakeholder convergence - Are diverse actors collaborating for better outcomes and reach?
  Involves collaboration among government bodies, international investors, local communities, and academic institutions. This multi-stakeholder approach ensures diverse perspectives and expertise contribute to the city’s development, fostering a holistic and inclusive planning process.
• Long-term viability - Is it a sustainable model?
  Gelephu is being built with a strong focus on sustainability, using renewable energy, minimising waste, and protecting the natural environment. However, the long-term viability hinges on financing clarity, phased infrastructure delivery, transparent governance, and managing risks.
• Adaptive progress - Is there learning-driven evolution for continuous improvement?
  Incorporates monitoring and adaptive management to track progress and refine plans based on data and feedback, facilitating iterative learning during implementation.

Waste-to-Energy Modernisation

OBJECTIVE

To address the dual challenge of growing waste generation and emissions by introducing wasteto-energy (WtE) plants in key regions, and establishing a climate-resilient solid waste management system.

DIRECT IMPACT

• 500 tonnes of waste per day will be processed at the Greater Malé Waste-to-Energy Project in Thilafushi, generating 13 MW of electricity, enough to power all of Thilafushi’s industrial operations once completed in 2027.
• 1.5 MW of electricity expected from the Addu City facility by 2024, serving waste from four southern atolls and feeding into the regional grid.
• 0.5 MW thermal turbine installed at the Vandhoo WtE facility in the north, with operations expected to commence this year.

IMPLEMENTERS AND ENABLERS

CO-BENEFITS

• Economic
  The projects could lead to significant economic advantages by reducing fossil-fuel-based generation, which further leads to lower diesel imports, reduction in waste dumping costs, energy savings by recovering energy to the grid, and generating local employment in the sustainable waste management and energy sectors.
• Social
  Improves public health and air quality by eliminating smoke from uncontrolled burning; create local jobs in waste collection, sorting, plant operation and maintenance; and support resilient sanitation and municipal services.
• Environmental
  Supports disaster risk reduction and improve climate resilience by significantly lowering local air pollution, public health risks, and greenhouse gas emissions. In selected areas, they will also minimise open burning (a major source of methane and black carbon) and marine pollution, divert municipal solid waste, and recover energy from residual waste to create a cleaner environment.

DESCRIPTION 

The initiative aims to convert solid waste into energy, delivering triple benefits: tackling waste management challenges, reducing landfill use and marine pollution, and generating electricity. In Greater Malé, the planned WtE facility will process ~500 tonnes of waste per day, producing 13 MW of grid-connected energy by 2027. In the south, the Addu project will add 1.5 MW by 2024, while in the north, the Vandhoo facility will contribute 0.5 MW from 2025. Collectively, these projects establish a more sustainable solid waste management system nationwide, complementing national strategies to advance a circular economy with improved waste segregation and institutional capacity.

PERFORMANCE PRINCIPLES

• Transformative scale - Is it replicable across regions?
  The government’s approach combines a large regional waste-to-energy facility for Greater Malé with smaller projects in Addu and Vandhoo, demonstrating a scalable model that can be replicated in other regions facing similar challenges.
• Local ownership - Are local communities involved and leading?
  The primary responsibilities lie with the national and local governments; however, the government has emphasised capacity building and local employment, where partners can be involved operationally.
• Catalytic innovation - Is it innovative and enabling cross-sector solutions for systemic change?
  The project has made strides by moving from a linear model to a more circular economy and integrated model, focusing on collection, sorting, and recovery for energy generation. It further combines waste management and coastal protection, exhibiting a systemic shift and creating an Asia-Pacific benchmark in environmental management.
• Stakeholder convergence - Are diverse actors collaborating for better outcomes and reach?
  There is multi-stakeholder convergence for financing and implementation. There are multilateral financiers, central ministries, island councils, and private procurement, all indicating broad stakeholder convergence for procurement, finance and operations. Communities are involved in building and operating the facility.
• Long-term viability - Is it a sustainable model?
  Viability hinges on financing for operations, and maintenance for long-term operations and scalability. A new 5,000 square metre waste cell has also been developed to handle waste for the next two years (The President’s Office, Republic of Maldives 2025). Moreover, security at the facility has been enhanced with advanced surveillance systems, and 6,500 tonnes of waste have been repurposed as landfill cover material to clear access roads to the WtE plant, showcasing a clear intent to become a sustainable, long-term model.
• Adaptive progress - Is there learning-driven evolution for continuous improvement?
  The phased-learning approach with both large regional facilities and small pilots, as well as built-in review points and scope for piloting different technologies (incineration, AD) and operational models, showcases an inclination to evolve and adapt with the changing times.

Renewable Energy Transition via the Energy Roadmap 2024–2033

OBJECTIVE

Aims to increase renewable energy share in national electricity generation to 33 per cent by 2028, equivalent to delivering about 330 GWh from renewable sources (Shurau 2025). The Energy Roadmap is crucial to achieving the Maldives’ sustainable development goals, and guiding efforts in transforming its energy sector and expanding economic activities.

DIRECT IMPACT

• 90 MW of renewable capacity currently installed across public buildings, resorts, and islands.
• 330,000 tonnes of diesel per year projected reduction in annual consumption, without affecting economic growth (Ministry of Tourism and Environment 2024, 13).
• Reduced reliance on imported fossil fuels and subsidies due to growing renewable energy use.
• 150 MW of large-scale solar investments planned in the Malé region under the SEZ Act, expected to further accelerate renewable deployment.

IMPLEMENTERS AND ENABLERS

• Enablers
  Government of Maldives.
• Implementers
  State and local utilities (STELCO, FENAKA), policy experts, and community stakeholders.
• Partners
  ADB, World Bank, and line ministries, private sector investors.
• Beneficiaries
  Households and island communities, tourism sector and resorts, and national economy and environment.

CO-BENEFITS

• Economic
  Lower government expenditure on subsidies and reduced diesel imports. Large projects and storage expected to displace costly fossil-based generation and create fiscal space for development, and strengthen sectors such as fishing and agriculture.
• Social
  Supports an equitable, just, and inclusive energy transition by improving access and affordability, and creating local employment.
• Environmental
  Increases the share of renewable energy in electricity generation, reducing dependence on imported fossil fuels, cutting harmful emissions, and enhancing national energy security while supporting achievement of NDC targets.

DESCRIPTION 

The Energy Roadmap 2024–2033 sets a target to generate 33 per cent of the nation’s electricity from renewable sources by 2028. This target, alongside the Third Nationally Determined Contribution (NDC), signals a strategic shift in national energy planning, aimed at reducing the country’s heavy reliance on fossil fuels. The reliance on imported fossil fuels poses fiscal challenges and makes the economy vulnerable to price fluctuations. Fossil fuels remain the primary energy source, with imports accounting for about 13.5 per cent of the GDP in 2023.

PERFORMANCE PRINCIPLES

• Transformative scale - Is it replicable across regions?
  The Maldives has abundant renewable energy resources, including solar, wind, and ocean energy. Further, the Maldives adopts a two-track design, combining utility-scale projects with decentralised solutions, making it replicable across other dispersed island contexts.
• Local ownership - Are local communities involved and leading?
  The Energy Roadmap emphasises island-level deployment and engagement of island councils and utilities, but central ministries and MDBs currently drive planning and finance. Deeper community leadership is expected as decentralised projects roll out in the years to come. Gender inclusion and women’s empowerment are promoted through renewable energy education.
• Catalytic innovation - Is it innovative and enabling cross-sector solutions for systemic change?
  The project is supplemented with other innovative projects such as ARISE (Accelerating Renewable Energy Integration and Sustainable Energy Development), which focuses on reducing energy burdens for future generations, to deliver on the targets, and ensure a cross-sectoral impact.
• Stakeholder convergence - Are diverse actors collaborating for better outcomes and reach?
  The government, state utilities, multilateral banks (ADB, World Bank), policy experts, utility leaders, and community solution advocates are working together. This multi-actor alignment ensures financing, technical capacity, and local engagement, making the transition both systemic and integrated.
• Long-term viability - Is it a sustainable model?
  The main challenge for the energy transition is island dispersion, along with unlocking capital for the transition. An enabling environment with financial, technical and technological support is needed for the successful implementation of the Energy Roadmap.
• Adaptive progress - Is there learning-driven evolution for continuous improvement?
  The roadmap uses pilot projects and support from development banks to create feedback cycles, which can guide technology choices, storage-sizing, and market reforms, ensuring projects can respond effectively to real-world challenges such as price fluctuations, capital, and distribution.

Integrated Water Resource Management (IWRM)

OBJECTIVE

To establish climate-resilient and cost-effective water supply systems by integrating groundwater, rainwater, and desalination, while enhancing community participation in allocation, monitoring, and sustainable use, under changing climatic conditions (UNDP n.d.).

DIRECT IMPACT

• 4 IWRM systems and 25 upgraded rainwater harvesting (RWH) systems were established across 29 islands, benefitting around 105,000 people with reliable access to safe freshwater (Grant Thornton 2024).
• Supplied 3.75 million litres of safe water to communities, reducing reliance on emergency desalination and water shipments.
• IWRM projects combine rainwater, desalination, and groundwater lenses, and are operational on the islands of Nolhivaranfaru, Foakaidhoo, Maduvvari, and Dharavandhoo.
• Enhanced water security for communities while reducing vulnerability to droughts, salinisation, and climate-induced stress on freshwater resources.

IMPLEMENTERS AND ENABLERS

• Enablers
  Government of Maldives.
• Implementers
  Ministry of Tourism and Environment, United Nations Development Programme (UNDP).
• Partners
  Green Climate Fund (GCF), Adaptation Fund.
• Beneficiaries
  Local communities and regions.

CO-BENEFITS

• Economic
  Lowered water production costs by up to 30 per cent through solar energy use; reduced reliance on costly water imports; and a decreased number of communicable and non-communicable diseases (Green Climate Fund n.d.)
• Social
  Regular, reliable, and safe access to uninterrupted water supply for residents of the most vulnerable outer islands— around 105,000 people, or onethird of the national population, reduced health risks and aided the generation of local jobs (Green Climate Fund 2024).
• Environmental
  Protection and recharge of freshwater (additional 7,780 m³ of water storage), reduction in groundwater salinisation and contamination, improved wastewater management limiting marine pollution and enhanced resilience to climate variability (Green Climate Fund n.d.).

DESCRIPTION 

Maldives has limited access to freshwater and groundwater. The National Disaster Management Centre has transported potable water to many islands facing acute water shortages due to prolonged dry periods, costing over USD 2 million every year (UNDP n.d.). Given this, the initiative aims to increase the resilience of freshwater resources through an integrated management of ground and freshwater resources in the selected islands. Through a targeted mix of investments, the project will address the effects of variable rainfall, extreme weather events, salinisation, and pollution of aquifers.

PERFORMANCE PRINCIPLES

• Transformative scale - Is it replicable across regions?
  The island-by-island pilot model makes replication across atolls feasible, with adjustments for size, freshwater lens vulnerability, and logistics. The Master Plan provides the national scaling pathway. Currently, IWRM has four fully operational systems and 25 rainwater harvesting systems, which benefit thousands (Green Climate Fund n.d.). Given the success of this initiative, this can be replicated in countries with similar challenges
• Local ownership - Are local communities involved and leading?
  Island councils and community water committees are central to operations and maintenance in pilot projects, as well as the planning and implementation process. This initiative also conducts training programmes and community based engagement (beach management) for local management and ownership in coastal protection measures.
• Catalytic innovation - Is it innovative and enabling cross-sector solutions for systemic change?
  This initiative can be considered innovative as it provides cross-sector solutions by integrating sustainable tourism, coastal protection, climate riskmodelling, and community disaster preparedness into a framework. This multi-sector approach drives systemic transformation, and increases climate adaptation and economic security for vulnerable island communities.
• Stakeholder convergence - Are diverse actors collaborating for better outcomes and reach?
  This involves a diverse range of stakeholders such as local communities, national governments and NGOs. Island councils and local residents are participating in the planning, designing, and maintenance of water systems. NGOs are involved in hosting capacity building events like UAV training, beach clean-ups. The GCF and JICA are also involved in this project, and provide financing. International partners provide technical support.
• Long-term viability - Is it a sustainable model?
  Conditional but promising as the viability hinges on institutionalising tariffs and maintenance funding, and scaling solar integration and recharge measures— areas the Master Plan and projects explicitly address. It integrates community participation and integrated coastal management, which are suitable for the country’s climate risks.
• Adaptive progress - Is there learning-driven evolution for continuous improvement?
  The IWRM programme uses pilot islands to test technology and governance, with lessons that can be absorbed into national Master Plan revisions and future investments. There are also stakeholder consultations to review targets and to explain the importance of each component to the community and the Maldives.

Sooriyabala Sangaramaya

OBJECTIVE

Accelerate the adoption and utilisation of small solar power plants to achieve energy security and improve efficiency. It is expected to add 1,000 MW of solar electricity to the national grid by 2025, and 1,500 MW by 2030, with the goal of moving towards 100 per cent renewable energy in the future (Sri Lanka Sustainable Energy Authority n.d.).

DIRECT IMPACT

• 5,449 solar energy loans approved resulting in 70.92 MW of installed solar capacity as of 2021, including:
  • 739 commercial loans (21.13 MW, LKR 2,711.61 million)
  • 4,710 residential loans (49.80 MW, LKR 6,703.64 million) (Sri Lanka Sustainable Energy Authority n.d.)
• 40% reduction in solar installation costs since 2016, contributing to adoption by over 50,000 households by 2020, and reduced reliance on imported fossil fuels (Alta Vision 2021).
• Strengthened solar workforce through high-quality, hands-on local training programmes, including the Women in Solar initiative, which promotes career opportunities for women professionals and technicians in the sector.

IMPLEMENTERS AND ENABLERS

• Enablers
  Ministry of Power and Renewable Energy
• Implementers
  Sri Lanka Sustainable Energy Authority (SLSEA); Ceylon Electricity Board (CEB); Lanka Electricity Company (Private) Limited (LECO).
• Partners
  ADB, CEB, LECO; Banks (participating financial institutions—PFI).
• Beneficiaries
  Residential households, PV service providers and vendors, solar workforce.

CO-BENEFITS

• Economic
  At the individual level, this has led to the creation of new green jobs, with focus on genderinclusive growth, and led to reduction in energy expenditure. At a national level, this has led to substantial savings on fuel import bills, and become a source of employment thanks to stimulation of local markets through solar business models.
• Social
  Empowerment of women and marginalised groups through explicit focus on targeted skill development for the workforce, and in Sri Lanka’s renewable energy landscape.
• Environmental
  Supports Sri Lanka’s aims to reduce carbon emissions and increase the share of renewables in the energy mix. Solar adoption directly displaces fossil fuels, cuts air pollution, and enables a clean energy transition (Alta Vision 2021).

DESCRIPTION 

The Sooriyabala Sangramaya Programme, or Battle for Solar Energy, is a government initiative to promote dependency and facilitate rooftop solar adoption across Sri Lanka. By targeting both residential and industrial sectors, the programme aims to advance energy sustainability, reduce dependence on traditional power sources, and support economic growth and environmental conservation through clean, renewable energy.

PERFORMANCE PRINCIPLES

• Transformative scale - Is it replicable across regions?
  The programme’s scalable design along with schemes such as Net Metering, Net Accounting, and Micro Solar Power Producer makes it replicable domestically as well as in other similarly structured regions. Further, its financial incentives and subsidy schemes can be adapted for diverse socio-economic conditions.
• Local ownership - Are local communities involved and leading?
  The local communities can actively participate by managing household and community-level solar installations, as the scheme encourages consumer engagement through options to generate, consume, sell, or bank solar electricity, fostering ownership over energy resources and decision-making processes.
• Catalytic innovation - Is it innovative and enabling cross-sector solutions for systemic change?
  This is an innovative policy that has leverage points such as long-term credit banking (up to 10 years under Net Metering) and capital subsidies (~30 per cent) to lower adoption barriers (Alta Vision 2021, 1). It combines technology diffusion with financial innovation, and enables cross-sector solutions by linking energy generation, gender inclusion, finance, and skills training.
• Stakeholder convergence - Are diverse actors collaborating for better outcomes and reach?
  This initiative brings together government, financial institutions, utility companies, regulatory authorities, and local communities, ensuring coordinated action for effective and widespread solar adoption with maximum impact.
• Long-term viability - Is it a sustainable model?
  The programme has achieved notable progress but faces challenges, including financing for small rooftop systems, delays in subsidy disbursement and Net Metering connections, and a shortage of skilled workers. Addressing these issues via policy and regulatory support is essential for the programme’s continued success.
• Adaptive progress - Is there learning-driven evolution for continuous improvement?
  Incorporates continuous monitoring to track installation performance and user uptake, allowing iterative improvements in subsidy allocation, technical standards, and consumer support. Feedback mechanisms help refine tariff structures and policy incentives.

Sri Lanka 30 x 30

OBJECTIVE

Aims to protect 30 per cent of the country’s land and marine areas by 2030, aligning conservation with sustainable development and livelihoods through sciencebased approaches and effective management.

DIRECT IMPACT

• ~510 human lives saved annually through reduced deaths linked to poor water quality and human– wildlife conflict.
• ~210,000 ha of additional protected areas raising total terrestrial protection to 34%.
• ~223,000 ha of restored forests and mangroves increasing forest cover to 32%.
• Critical marine habitats protected including mangroves, coral reefs, and seagrasses.
• Sustainable fishery practices implemented across the entire Exclusive Economic Zone (EEZ).
• USD 70–80 million in additional ecotourism income generated to fund protected areas.
• Human–elephant coexistence strengthened ensuring long-term protection of the Asian elephant in Sri Lanka.
• Flood-related economic losses reduced by up to USD 500 million.
• ~500 resident blue whales safeguarded through marine conservation measures.

IMPLEMENTERS AND ENABLERS

• Enablers
  Presidential Secretariat and Ministry of Environment, supported by the Department of Wildlife Conservation.
• Implementers
  Line ministries and departments.
• Partners
  Local agencies, coastal and fishing communities, local NGOs, and global conservation groups.
• Beneficiaries
  Coastal fishing communities, marine ecosystems, and national economy

CO-BENEFITS

• Economic
  Enhances local economies by creating green jobs. For instance, income worth USD 70–80 million has already been generated via ecotourism to fund protected areas, and can lead to attracting international investments (Sri Lanka 30 x 30 2024, 17).
• Social
  Strengthening local and national institutions where key agencies are being supported with new units, technical capacity, and governance frameworks to improve oversight, enforcement, and programme delivery nationwide.
• Environmental
  Since most of Sri Lanka’s land is marine, the initiative prioritises expanding Marine Protected Areas and safeguarding coastal biodiversity. This includes mangrove restoration, reef recovery, and protecting habitats critical to fish, turtles, and whales (Spaces for Nature n.d.).

DESCRIPTION 

Sri Lanka’s 30×30 initiative aligns with the KunmingMontreal Global Biodiversity Framework, which was agreed upon by Sri Lanka and 195 other nations at the United Nations Biodiversity Conference (COP15) in 2022. Sri Lanka’s abundant natural resources provide significant opportunities for environmentally sustainable economic growth. By preserving its unique biodiversity and encouraging responsible use of resources, Sri Lanka intends to create a robust, future-focused economy that will serve generations to come. The government has identified nine key conservation priorities and aims to balance development with conservation through science-based approaches and effective management, aligning with the Global Biodiversity Framework (GBF), also known as the 30x30 targets of the Convention on Biological Diversity (CBD).

PERFORMANCE PRINCIPLES

• Transformative scale - Is it replicable across regions?
  The methodology is designed for replication across the island nation’s diverse ecological zones, as well as other countries with similar landscapes. Aligned with the CBD international framework, this approach emphasises scalable habitat restoration practices, community engagement, and adaptive management, and provides a model that can be replicated by other tropical island countries with significant biodiversity.
• Local ownership - Are local communities involved and leading?
  Empowering local communities and indigenous groups is fundamental to the initiative. These stakeholders participate directly in decision-making, planning, and managing the protected areas. In some cases, local governments and community forest user groups lead restoration and protection activities, prioritising inclusive solutions and lasting stewardship.
• Catalytic innovation - Is it innovative and enabling cross-sector solutions for systemic change?
  The initiative presents innovative elements, marrying growth, livelihoods and conservation to enable cross-sector solutions. It combines science-based planning with specific targets, integrating biodiversity with livelihoods, and enabling multi-stakeholder coordination to execute nine priority programmes and drive systemic change across the environment.
• Stakeholder convergence - Are diverse actors collaborating for better outcomes and reach?
  The President’s Office will oversee the successful delivery of the programme and focuses on a cross-societal approach and robust collaboration, including the government representatives and ministries, academia, research agencies, thinktanks, development partners and NGOs, citizens and communities, and corporates and the private sector.
• Long-term viability - Is it a sustainable model?
  The initiative is embedded in national planning and capacity building programmes to ensure sustained implementation and ecosystem resilience until 2030 and beyond.
• Adaptive progress - Is there learning-driven evolution for continuous improvement?
  To support the process and the enabling environment, Sri Lanka has started adopting natural capital accounting, and designing of information systems to enhance project management effectiveness tracking, which will also provide ways to measure the conservation impacts of initiatives on air, soil, water, and biodiversity.

Life to Our Mangroves (LOM)

OBJECTIVE

• To contribute towards national forestry, mangrove conservation, biodiversity conservation, and climate goals.
• To showcase the value of Nature-based Solutions (NbS) in mitigating and adapting to environmental and developmental challenges.
• To contribute towards the reduction of Sri Lanka’s vulnerability and to demonstrate the benefits of coastal ecosystem restoration.

DIRECT IMPACT

• Recognised globally as one of the most successful largescale, long-term ecosystem restoration initiatives.
• 21,782 acres (8,815 ha) of mangroves protected through alternative job training and microloans provided to ~12,000 women across 1,500 small communities (Seacology n.d.).
• 9,600 acres (3,885 ha) of mangroves replanted restoring forests that had been previously cut down (Seacology n.d.).
• First-of-its-kind mangrove museum established to educate the public on mangrove conservation, alongside a training and community centre built in Sri Lanka’s formerly war-torn north (Seacology n.d.).

IMPLEMENTERS AND ENABLERS

• Enablers
  Department of Wildlife Conservation, and Biodiversity Sri Lanka (BSL).
• Implementers
  NGOs, Biodiversity Sri Lanka (BSL), Wayamba University of Sri Lanka (WUSL), Wildlife & Nature Protection Society (WNPS), and local communities.
• Partners
  International funds and corporate partners.
• Beneficiaries
  Local communities including women, youth, and fisherfolk, as well as coastal and mangrove ecosystems.

CO-BENEFITS

• Economic
  Reduce potential economic losses from natural disasters, attract tourists interested in ecotourism, generating revenue for local communities and supports sustainable fisheries, and ensuring long-term economic benefits for coastal communities, among many other benefits. This also offers an opportunity to generate carbon credits to offset carbon footprints (average annual carbon sequestration rate for mangroves averages between 6 to 8 Mg CO₂e/ha (tonnes of CO₂ equivalent per hectare) (Biodiversity Sri Lanka 2023, 3).
• Social
  Offers opportunities for community livelihoods, as fisheries and aquaculture serve as one of the primary sources of income. They enable cultural as well as social cohesion, as mangrove restoration reinforces local identity and community engagement.
• Environmental
  The environmental benefits are many—protecting from natural disasters, providing nurseries for young fish, and sequestering far more carbon. A recent UN report estimated that mangroves store about 1,000 tonnes per ha in their biomass and underlying soil (Kinver 2016). There is a minimum of 15,000 ha of mangroves in Sri Lanka, meaning that the country’s mangroves can sequester ~15 million tonnes of carbon (Kinver 2016).

DESCRIPTION 

The Life to Our Mangroves (LOM) project aims to restore degraded mangrove forests. The methodology includes mapping degraded mangroves, engaging local stakeholders, and combining ecological restoration with livelihood support. The initiative has some key components:

• Restoration efforts: Targets the restoration of up to 25 acres of degraded mangrove forest patches in the Anawilundawa Wetland Sanctuary, part of a broader strategy to rehabilitate mangrove ecosystems across the country (Dilmah Conservation n.d.)
• Policy integration: In 2020, Sri Lanka adopted the National Policy on Conservation and Sustainable Utilisation of Mangrove Ecosystems, followed by the National Strategic Action Plan in 2022. These policies provide guidelines for the sustainable management and restoration of mangroves (Ministry of Environment 2021).
• Community engagement: Emphasises community involvement, particularly through partnerships with local stakeholders and organisations.

PERFORMANCE PRINCIPLES

• Transformative scale - Is it replicable across regions?
  Offers a scalable and replicable model that can be adapted to other tropical and subtropical coastal areas, where mangrove degradation is an issue.
• Local ownership - Are local communities involved and leading?
  Local communities are actively engaged through mangrove planting, maintenance, monitoring activities, and on-ground implementation of ecological restoration, ensuring that the process is sustainable and inclusive. This locally led approach leads to more ownership and long-term success.
• Catalytic innovation - Is it innovative and enabling cross-sector solutions for systemic change?
  In 2015, Sri Lanka became the first country to legally protect all its remaining mangrove forests (FAO n.d.). In fact, the UN named Sri Lanka’s mangrove regeneration programme among its 2024 World Restoration Flagships, an award that recognises outstanding efforts to rekindle nature (UN Decade n.d.).
• Stakeholder convergence - Are diverse actors collaborating for better outcomes and reach?
  The initiative emphasises community involvement, particularly through partnerships with local stakeholders and organisations, to plan, implement, and monitor mangrove restoration. A diverse set of stakeholders such as government agencies (DWC), NGOs (BSL, WNPS), academia (WUSL), and private companies have collaborated closely to ensure the success of sustainability efforts.
• Long-term viability - Is it a sustainable model?
  Represents a sustainable and long-term viable model via national-level policy efforts and domestic interest for the sustainable management and restoration of mangroves.
• Adaptive progress - Is there learning-driven evolution for continuous improvement?
  BSL has established monitoring criteria and record-keeping aligned with IUCN standards, the Biodiversity Credit Accrual Scheme, SDGs and NDC targets (Biodiversity Sri Lanka 2023, 6). This enables continuous tracking of project outcomes and effectiveness. Additionally, meetings are scheduled periodically to review the progress, and analyse addressing the gaps.