By Grace Burns

Patrick Blake is a Senior Climate and Energy Manager with the United Nations Environment Programme, based in Paris, France. He has been with the UN since May 2012, having served in previous roles as a Climate and Energy Policy Lead Expert and a Climate and Energy Analyst. He has spent the greater part of the last decade in Paris, endeavoring to address climate change through household energy efficiency efforts in developing countries.

His work follows a Master's Degree in Environmental Policy from Science Po in 2011-2013. Blake also holds a certificate in Global Affairs from New York University and a Bachelor of Science in Business from the University of Connecticut. Prior to attending NYU and transitioning to the energy sector, he worked for Amundi US and SS&C GlobeOp in Financial Services.

Today, he organizes projects across the globe to introduce more efficient lighting and air conditioning systems to households and businesses in developing countries, aiming for greater environmental and fiscal consciousness in emerging economies. He holds a leadership position with a team of 12, executing energy efficiency in home improvement projects throughout developing countries across Asia, Sub-Saharan Africa and Latin America. This initiative falls under UN Sustainable Development Goal (SDG) #7: Ensure access to affordable, reliable, sustainable, and modern energy for all.

The following interview has been edited for length and clarity.

Can you elaborate on your career in finance? How did you leave the private sector for development work?

I worked in the middle office [calculating profits and losses] for a variety of hedge funds. We took funds from institutional investors and invested them across a range of alternate funds. This was leading up to the financial crisis – an interesting period. I remained employed throughout that time, but the market's uncertainty made me realize I wanted to pursue something I was more passionate about.

Why did you decide to pursue your Master’s and career abroad?

While living in New York City, I encountered many energy professionals from various places – Latin America, Africa, etc. I traveled with them but had a strong desire to experience it myself, to live abroad and witness energy efforts at the grassroots level. My work had not been solely focused on US policy or energy; I recognized the distinct needs of Sub-Saharan Africa and developing nations. Their focus is on grid stability and energy supply, not just replacement. I wanted to be part of providing that initial access.

Do you have a perspective on the US vs. China race to bring energy to Sub-Saharan Africa?

Yes, certainly. They pursue entirely different development approaches. Neither China nor the United States has heavy involvement in those endeavors. Both sides understand that their interventions in Sub-Saharan African countries are self-serving. They have their own motives for engagement in those countries. That’s what I’ve gathered from individuals on the ground. Whether it's a group from China or the United States, they spend a few days in the country and then depart. This doesn't necessarily provide the comprehensive support that countries in Sub-Saharan Africa require. The same holds true for international organizations as well.

I’m not implying that the UN is flawless – it also has its issues. Some governments, like Germany, receive a substantial portion of their funding through semi-state consulting firms. Germany has long worked on established partnerships in Sub-Saharan African countries. However, this won't match the extent of the UN's presence, which is established in every country. Diplomatic ties lead to funding. I perceive this as more long-term compared to the approaches of the United States or China. The US may undertake a large short-term project encompassing various aspects, but it eventually concludes. This is somewhat regrettable as the impact doesn't extend beyond the project's duration.

How does the United Nations differ from other energy-focused initiatives?

The UN maintains a long-term presence as well. Since I began this role in 2013, the UN has been collaborating with the same individuals in African countries. It signifies a lasting partnership. Our approach differs in that we consult global manufacturing companies, global NGOs, and create global recommendations. This contrasts with a nation-specific approach.

The advantage of transcending national borders is evident in the energy sector. Energy grids don't adhere to borders perfectly; their effectiveness improves when not constrained. Additionally, many Sub-Saharan African countries embark on joint ventures to enhance cost-efficiency.

Why do Sub-Saharan countries opt for funding from individual countries rather than the United Nations?

This is primarily project-based. There is limited funding available to visit a country and subsequently generate interest in your project. The sequence involves first developing interest in a country. Only then can funding be secured and the project implemented. This interim period can span six months to two years before funding is obtained for the project. This poses a challenge in contrast to the US or European governments, which possess capital and resources. Their approach is swifter, without requiring external funding.

Can you provide an example of a successful efficiency initiative?

We, along with other bilateral funders, have established regional centers in Africa – one each in West Africa, Southern Africa and East Africa. These centers receive funding primarily from bilateral partners such as Sweden and the Austrian government. The advantage lies in their regional presence. While the UN has a presence in the region, it's temporary. These centers exclusively focus on energy efficiency. They maintain stronger connections to African governments due to their proximity. Government support is pivotal for projects. However, these regional centers are constrained by limited resources. Their staff is small, and it's unclear how long they can sustain their operations. Addressing something as expansive and intricate as energy efficiency would require a larger staff."

Do local governments often present challenges or are they generally receptive to your work?

Building partnerships and trust takes time. Over time, relationships can be cultivated where they understand our commitment to delivery. However, many initiatives and partnerships vie for their attention, which can become overwhelming. It's important to position our proposal within the context of a country’s broader priorities. Many people have good ideas, but if there aren't sufficient resources to support on-ground capacities, the government might not be as inclined.

Have you encountered corruption or corrupt governments in your work?

No, I haven't witnessed what I would term corruption. At times, people are motivated by how a particular project might advance their careers. While this isn't ideal, it can occasionally slow down overall progress. Government officials may see how projects can be leveraged for personal career gains, rather than solely benefiting their country.

What are the overall shortcomings of the UN and energy efficiency projects?

Energy efficiency, in general, remains somewhat inconspicuous. Enhancing efficiency lacks the allure of renewable energy or newer technologies like hydrogen. Energy efficiency involves transitioning from one type of air conditioner or lighting to another. While the service provided is improved, it ultimately involves replacing one air conditioner with another.

Can you describe the mechanics of the project? How are old goods handled in your pursuit of efficiency?

The project has supported the development of a business model for processing lamps containing mercury. Newer LED lamps have a reduced environmental and health impact, minimizing concerns. Proper disposal is crucial once we remove old lighting. The same applies to air conditioner gas – appropriate handling is essential to prevent atmospheric release.

Can anything be salvaged after efficient replacements?

Food from refrigerators can be saved and recycled along with the fridges themselves. In Africa, many valuable items are also reused. Refrigerators, for instance, often last over 20 years, with repairs done as needed. While this minimizes waste and benefits families without refrigeration, these appliances consume significant electricity. It's a matter of striking a balance between providing refrigerators where needed and finding sustainable solutions.

How can competing interests of fiscal responsibility and sustainability be reconciled?

This tradeoff is particularly pronounced when delivering energy solutions to developing countries. Traditional energy companies often offer more cost-effective solutions. We strive to involve them in our projects and keep the funding local.

Grace Burns (MS ‘25) is an ESG/Third-Party Risk Management Lead for S&P Global. She is a Master of Sustainability Management Candidate at Columbia University’s Climate School.