A green economy paradigm for India must focus on: (i) mainstreaming sectors and value chains in the economy that further job-intensive economic growth while regenerating/safeguarding the natural capital; (ii) enhancing economic resilience by investing in sectors that would be relevant and thriving in a low-carbon and climate-changed world; (iii) expanding the ‘greening’ of the economy to include sustainability-oriented sectors, such as bio-economy, and nature-based solutions, the circular economy in addition to the energy transition and (iv) building the capacity and skills of the (future) workforce to actively transform the economy from extractive to a regenerative one.

The three green sectors identified are Green Energy Transition (ET), Circular Economy (CE), and Bioeconomy & Nature-based Solutions (BE and NbS). These were identified based on the following parameters: (i) evolving government policies (ii) growing interest from the private sector in India, ranging from large industries to start-ups, towards these sectors; (iii) the need to identify job-intensive growth opportunities in addition to energy transition (iv) the need to further economic activity across all levels of the economy – from microenterprises to large industries, and from primary to tertiary sectors.

ET involves adopting essential technologies to shift towards a non-fossil-fuel-based economy. We have identified 14 value chains within ET, including the deployment of renewable energy (RE) sources like solar and wind, decentralised applications of renewable energy for livelihoods, as well as the manufacturing of critical components needed for these sources. It also encompasses technologies, products, and services aimed at decarbonisation, such as EVs and GH2. Transitioning to greener energy sources has the potential to create significant job opportunities and unlock new markets. The CE is a system in which materials are never wasted and natural resources are restored. In this model, products and materials are cycled through processes such as maintenance, reuse, refurbishment, remanufacturing, recycling, and composting. We have identified four key value chains within CE – construction and demolition (C&D) waste, lithium-ion battery (LIB) waste, plastic waste, and electrical and electronic equipment waste (e-waste). BE is described as an efficient method of transforming and utilising biological resources to generate economic goods, thus fostering revenue growth towards realising a sustainable economy. It encompasses a broad range of value chains, including bio-inputs, biogas, bio-fibres, and biopackaging. While the BE focuses on product-based industry framing, NbS involve actions like protecting, restoring, or sustainably managing natural ecosystems to create income and job opportunities for local communities. It encompasses value chains such as agroforestry, ecological mangrove restoration, seaweed cultivation, sustainable forest management, and sustainable tourism. Within this combined sector, we have identified 10 value chains which could contribute to Odisha’s green transition.

We estimate the job, market, and investment (J-M-I) potential for each of the green value chains till 2030. For jobs, only full time direct jobs are calculated with indirect and induced job opportunities described but not estimated. Additionally, for each value chain, we identify lead and allied government departments, challenges to implement and corresponding mitigation approaches, ecological risks at scale and a real-life story of success to inspire action.

The study recommends forming a secretary-level committee and officers’ sub-committees to oversee the Green Odisha Initiative (GrOI). The Planning and Convergence Department (P&CD) would provide secretariat support, and a Common Results Framework (CRF) would help align schemes and monitor progress.

The CEEW has signed an MoU with the Industrial Promotion and Investment Corporation of Odisha Limited (IPICOL), the single-point of contact for all industrial investments in the state — devises the investment promotion, facilitation and aftercare strategy for Odisha. As per the MoU the CEEW will serve as knowledge partners to the government and support through a Project Management Unit.

River plastic pollution significantly impacts biodiversity, public health, and economies worldwide. Rivers act as conduits for plastic waste to enter oceans, threatening aquatic and terrestrial ecosystems. The urgency lies in mitigating these effects to ensure environmental and socio-economic stability.

Philanthropy provides critical funding for research and development, supports community-led initiatives, and facilitates innovative technologies. It helps bridge funding gaps, enabling collaborative efforts across governments, corporations, and NGOs to address plastic pollution.

The private sector contributes through Corporate Social Responsibility (CSR) initiatives, aligning business interests with environmental goals. Companies invest in sustainable practices, promote circular economy models, and develop innovative solutions for waste management.

A circular economy focuses on reducing waste, reusing materials, and recycling products to minimise environmental impact. In river conservation, adopting this model can help mitigate plastic waste in rivers and transform waste into valuable resources, fostering sustainable development.

Long-term modelling using Integrated Assessment Models (IAMs) helps states visualize future economic growth, energy needs and emissions pathways. These insights enable state governments to plan for net-zero transition strategies tailored to their unique socioeconomic contexts and resource availability.

Trust ensures that state departments actively participate in the planning process to co-create the decarbonisation strategy. Sustained and structured engagement builds trust over time.

States lack granular data for fuel consumption even while over data is available. However, these challenges can be addressed through reasonable assumptions with validation from state officials.

Modelling results should be shared as actionable insights rather than raw numbers. Continuous engagement and scenario-based discussions help stakeholders visualize future possibilities. Framing decarbonisation as an economic transformation opportunity resonates more effectively than focusing solely on environmental benefits.

Effective governance ensures coordinated action across various departments and regular progress monitoring. A robust measurement, reporting, and verification (MRV) system is essential for tracking progress and taking corrective measures when required.