Green politics, philosophy, history, paganism and a lot of self righteous grandstanding.

Showing posts with label Corporate Social Responsibility. Show all posts
Showing posts with label Corporate Social Responsibility. Show all posts

Thursday, 22 October 2015

The Quantum of Sustainability

The man stroking the white Persian cat touched a button on the arm of his over-sized swivel chair and said coldly "Send in the new Number Two."

The door open and a woman appeared. Her sober business suit failed to hide a sleek and elegant figure. Raven-black hair that cascaded over her shoulders, but there was a fierce intelligence behind the black rimmed glasses.

Number One remembered the hideous features of the previous, and now sadly deceased, Number Two and wondered if there were any women in his organisation that just looked 'normal'? Were they all either angels or gargoyles?

The new Number Two took a seat in front of him, a thick ring binder file resting on her long legs.

"Welcome to SPEKTRA, Number Two," he said in an accent that started somewhere east of the old Iron Curtain.

"Please call me Mary," she replied politely. "I find the personal touch leads to more effective meetings. May I call you Ernie?"

"No you may not," he replied sternly. "You will call me Number One." He stroked the cat. "Anyway...Mary...you are probably wondering why the Special Executive for Kidnapping, Terrorism, Revenge and Assassination has chosen to employ a Director of Corporate Social Responsibility."

"I assume you think there is some room for improvement?" Mary replied.

Number One nodded. "It has come to my attention that recent failures have been the result of poor management, so I have decided to learn from the best modern business people. However I am still sceptical that an organisation such as ours really needs to 'integrate social and environmental concerns into our business operations'".

"Well Number One, I disagree," said Mary. "I have looked at your business plan and frankly, this organisation is going nowhere.  I mean, what is the core business of SPEKTRA?"

"Assassination, kidnapping, torture..."

"Well exactly. This is a very crowded market. What's more, the state sector is heavily involved. They are not required to make a profit and enjoy considerable freedom from the legal restrictions on a corporation like SPEKTRA. It is very difficult for a private company to compete."

She paused and saw Number One looking rattled. His finger began to reach for one of the buttons on his chair. Quickly she continued. "However I believe that CSR can save this company. By promoting ourselves as sustainable we can develop a unique brand image that will allow us to compete in a challenging market."

Number One looked at her. "You believe SPEKTRA can become 'sustainable'?"

 "Oh yes," said Mary.

"Well, I have my doubts." The cat purred. "However you come highly recommended by your previous employer. I hope he is out of prison soon."

"If he'd listened to me he wouldn't be in jail," said Mary.

"That's what he said. However I must warn you, you may find SPEKTRA is very different from the motor industry."

"I have experience of a wide variety of corporate structures," Mary replied.

"I'm not sure you realise what sort of an organisation SPEKTRA is. We blackmail governments to get our way".

"The oil industry is very similar," Mary said. "However I was still able to help them improve their Human Rights record."

Number One looked at her. He continued "The people who work for me, I do not care if they live or if they die."

"The garment industry was the same".

Number One dispatched the cat with a wave of his hand. "I believe you have a report?"

Mary tapped the large file on her knee. "I have taken the time to study SPEKTRA and evaluate its performance against a range of criteria."

"And what have you found?" asked Number One.

"First I looked at the environmental impact of our operations. The clandestine nature of SPEKTRA's operations have resulted in a surprising small ecological impact whilst your pioneering use of nuclear power has reduced our carbon footprint." She paused. "Although there have been problems. The explosions that destroyed our Caribbean and Japanese operations has caused widespread radioactive fallout, although as these are being blamed on the actions of the British Government we have so far escaped any legal responsibility for this."

She continued. "On Human Rights our record is far from perfect, however for a large company it is relatively good. When I looked at Human Resources though it was a mixed picture. On the one hand we have a highly motivated and diverse workforce and employ people with disabilities in senior management roles. I note though that no employee leaving the organisation has ever filled out an exit questionnaire."

"That's because they are all dead," replied Number One.

"Well I think that means we are losing a valuable opportunity to learn from the people who know us best, our own staff. May I suggest we stop executing ex-employees and start interviewing them?"

"I will ... consider it. Do you have anything else?"

"Oh yes. It appears a large number of our staff die in work, mainly due to elementary failings in health and safety. Given the high cost of recruiting new staff, especially with the highly specialised skills we require, we really need to do better."

Number One nodded. "Is that all?"

"Oh no, not by a long way." She uncrossed her legs. "But let's move on to what we're going to do about making SPEKTRA sustainable."

"What do you suggest? Lead-free bullets? Biodegradable poisons?"

"Supply Chain Management." Number One raised an eyebrow. Mary continued. "At present SPEKTRA employs renegade assassins from government intelligence agencies and international terrorist groups on a 'no questions asked' basis." Number One nodded. Mary shook her head. "I'm sorry, but this won't do. This lax approach is do doubt responsible for the very high failure rate of our contractors, which results in serious damage to the SPEKTRA brand image. It is vitally important that all the agencies we deal with share our values and ideals."

Number One looked at her. "Anything else?"

"Corporate governance," said Mary. Number One raised his other eyebrow. "It's obvious that most of our recent failures are poor management in our local offices and project teams. It is essential that all regional franchises operate to same high standards."

"Is that all?" asked Number One.

"No, I have a dozen other recommendations."

"And I need to hear them?"

"Oh yes," Mary replied. "Believe me, this report could save SPEKTRA."

"Well I regret that it must wait for another day. You must excuse me Num...Mary, I need to make my latest demands to the United Nations. Igor will show you to your office."

******************************************

An hour later Mary was sat at her new desk thinking about her report. She was sure there was something she'd forgotten.

A small window over the desk looked out onto the interior of the volcano that was the SPEKTRA base. She noted with interest the monorail efficiently carrying the armed guards to their stations, and the zero emissions electric vehicles ferrying the nuclear warheads about.

Was the job really worth it? Was there an easier way to earn a living, to change the world? Would an NGO suit her better, possibly an environmental one? No, CSR was what she'd chosen. Here she was at the heart of the machine with a chance to make it better. Even if she could only shift SPEKTRA the tiniest atomic distance towards sustainability, it would make a huge difference to thousands of people. She would carry on.

Besides, she was looking forward to meeting the assassins. She's always liked dangerous men, far better than those macho do-gooders from the Green groups who were only interested in...

Suddenly the window to her office exploded in a shower of glass. A figure swung in through the gap. Unfastening his climbing harness he turned and faced Mary. He was dressed for a rather more formal occasion than her.

"Good afternoon," he said, in an accent that came from several parts of the British Isles simultaneously. "I'm here to save the world." He looked Mary up and down. "But I think I have a few minutes to spare." He started to remove his bow tie.

Oh no, thought Mary. Not another one.

The man leaned in close.

She hit him over the head with her report.

Mary looked done at the body sprawled on the floor. Suddenly it came to her. She flicked open her laptop and started typing: new policy on sexual harassment in the workplace.

Tuesday, 29 September 2015

Shell No! Shows The Way

It's not often I get invited to a party with Emma Thompson, but today I had to turn down an offer to join the actress for a party outside the Shell Centre in London.

The celebration was the news that Royal Dutch Shell had pulled out of their plans to drill for oil in the High Arctic. Campaigning by Greenpeace around the world had made the icy north a little too hot for the oil giant, and so after investing 7 billion dollars in the project they decided to pull the plug. Publicly they said there wasn't enough oil for them, privately they admitted they were shocked by the degree of public opposition to their plans.

The good news, coming so soon after the VW scandal broke, makes an interesting test case on how we should deal with "sustainable" companies. Like VW, Shell had invested heavily in a brand image as a modern company that cares about its responsibilities, and both companies have a string of awards and a library of glossy reports to prove their credentials as socially responsible corporations.

Greenpeace had run a limited campaign against VW because of their lobbying to reduce EU
emissions standards, but had ultimately lost.

Against Shell though they deployed their full arsenal, with protests from Seattle to London, on land, at sea and most recently hanging in the air off a bridge in Portland. First they went for their allies, forcing Lego to back out of £68 million deal with the company, and then they came for Shell in person. First they dropped a banner, then they serenading their headquarters with a succession of musicians, some famous and some not, and then they parked a three ton animatronic polar bear outside for most of September. That's when they gave in.

VW and Shell came at Sustainability from different directions.

Volkswagen made cars for hippies in the sixties, and more recently gained a reputation for safety, economy and practicality.

Shell, meanwhile, gained a reputation in the nineties as one of the worst companies in the world. They had devastated the Niger Delta, funded an oppressive military dictatorship, and they were culpable in the execution of the man who opposed them. For VW Corporate Social Responsibility was the natural progression of a sensible car company, for Shell it was a passport to rejoin the human race.

However VW and Shell were alike in other ways; they both wanted to be number one. Merging with
Audi and then Skoda, VW became the giant of the European market. With arch rival BP disgracing itself in the Gulf of Mexico, Shell became the world's second biggest oil company.

But there were problems ahead. VW had the challenge of making it's diesel cars cheaper and faster than the opposition. Shell had to face up to the decline of conventional oil resources. Both companies faced a choice: become genuinely 'sustainable', or go for that coveted Number One slot.

Unfortunately greed won out. VW fitted the 'defeat devices'. Shell went into tar sands and Arctic oil.
.
It's easy to think that the chief execs of these companies live on a different planet to the rest of us, but actually they don't. This makes it even more sickening to think of the world they planned to leave for their children.

Because the truth is that more often than not the 'sustainable corporation' is a lie.

True, there is good news out there.

There are the Googles and the Interface Carpets of the world, but these are companies who streaks ahead of the opposition and can afford to be generous, and whose core business was never a major threat to the planet.

There are also the Teslas, and the Solar Centuries and the Ecotricities of the world, but these are small
companies that will never become big until the VWs and Shells move aside.

However despite twenty years of talk of 'sustainability' and 'social responsibility' not one fossil fuel company has switched to renewables, not one car company has given up petrol, not one cement company has given up coal. They have talked the talk, but they've not walked the walk.

Worse, they have pulled the wool over the eyes of politicians and governments have abdicated their responsibility to legislate. VW was trusted to keep it's own house in order. As a result it's crimes were not discovered by any government agency, but by a small NGO. Shell had been given permission to drill in the Arctic by President Obama. What stopped them was not our 'democracy', but people power.

The lesson is clear. The corporate world will not reform itself voluntarily. We need to make them.

Power never gave up without a fight. Shell was the most recent battle. Lets get on and win the war.

Wednesday, 23 September 2015

Changing the Scorpion's Nature

VW joins the Dark Side

Fans of the Citroen 2CV may object, but once upon a time if you drove anything other than a VW Beetle or Camper, then you couldn't call yourself a true environmentalist.

The company that had made Adolf Hitler's People's Car', and which owed its post war survival almost entirely to a single officer in British Army, had successfully made the leap from the Nazis to the New Age.

The good vibes generated in the sixties carried forwards to the modern era where VW were regular receivers of awards for Sustainability and Corporate Social Responsibility.

But all was not what it seemed.

In 2011 Greenpeace took them on for their lobbying efforts to reduce European Union emissions standards. VW won and, in a dirty deal with the United Kingdom, the Germans agreed to help block the regulation of coke-snorting British bankers in exchange for the UK helping to block regulation of the gas-guzzling German cars.

Then, in this last week, the true scale of the extent to which VW had sold its soul became apparent.

A sophisticated electronic device told the car when an emissions testing device was attached, causing the engine to reduce its otherwise illegal emissions.

The alternative would have been to fit a system that uses urea, under the slightly more appealing trade name of AdBlue. Just refilling your tank of AdBlue costs around £200, so with 11 million cars on the road VW had clearly saved themselves a lot of money. However the "defeat device" meant that these vehicles were pumping out between 10 and 40 times the permitted amounts of nitrous oxide. That really is taking the piss.

For VW, this is big.

For those of us who want a cleaner world, and who recognize that, for better or worse the corporations will be running the show for a few years yet, it's potentially even bigger.

Jefferson Randolph 'Soapy' Smith

In 1897 the Yukon, part of Canada's frozen north, experienced the last gold rush of the nineteenth century. To get to Canada the prospectors had to pass through the town of Skagway, part of the US state of Alaska. Possibly the most lawless town in the world, it was the place where "a bunch of the boys were whooping it up" in Robert Service's poem The Shooting of Dan McGrew.

But Skagway was also one massive confidence trick. Virtually the private property of one Jefferson Randolph 'Soapy' Smith, the entire town was built around ripping off the gullible gold seekers. Smith owned the newspaper, his own militia, the US Marshal's office and scores of pickpockets, robbers, crooked lawyers and prostitutes. New arrivals paid to send overpriced telegrams on the non-existent telegraph, lost money on the rigged gaming tables and were ripped off by apparently benevolent friends who met them off the ships from the south.

Sometimes, when the unfortunate soul was left penniless on the freezing streets, Smith would meet them, express concern and, reaching into his bulging wallet, give them just enough money to get back to Seattle. The victim would then leave Skagway convinced that they had just met the one honest citizen in the town.

To those of us on the outside of the corporate machine the behaviour of many of our bog companies seems little better than that of Soapy Smith. They rob us, poison us, engorge themselves at our expense and then, when the hordes of outraged people gather at their gates to demand justice, they deploy a little largess to make themselves look good.

For far, far too many corporations this is indeed how they work.

Dick Barton

But not all of the corporations are evil all of the time. The reality is rather more complex.

The 1940s British radio drama Dick Barton, which was very popular with small boys my Dad's age until it was replaced by an educational farming program called The Archers, allegedly used to employ two teams of writers. One had the job of inventing dire predicaments to land the daring detective in, whilst the other had the task of coming up with ingenious ways for the square jawed hero to escape.

It certainly seems as if many companies run a similar system. One team tours the world driving down prices, encouraging suppliers to cut costs and uprooting entire factories and moving them across the world when governments or Trade Unions threaten to spoil the party. Simultaneously the other team tries ensure the company obeys the law, respects human rights and doesn't trash the planet.

I expect VW operates in a similar way. Team B that puts together the Corporate Social Responsibility reports and strives  to ensure the company treads lightly on the earth are probably dedicated professionals who really want to make the world a better place. The problem, as the Dick Barton script writers found, is that Team A tends to win.

On the radio this led to them inventing the cliche 'with one bound he was free' as the hero was trapped in ever more fiendish plots. In real life there is no such easy way out when the profit motive trumps ethics.

And VW certainly isn't the only Janus-faced company trashing the planet whilst trying to be good.

BP broke the mould by ending the denial of climate change by the oil industry and genuinely put a lot of effort into cleaning up their act on human rights. Green groups never fell for it, but John Browne's company became poster-boys for the sustainable corporation. At the same time a policy of reckless cost-cutting led to disasters in Texas and the Gulf of Mexico.

The Scorpion and the Frog

So how does it all end?
 
For Soapy Smith not well. He was shot dead by a vigilance committee.

For BP not much better. The Gulf of Mexico cost them billions and destroyed their 'Beyond Petroleum' image so completely that anything they did to try to recover was just seen and a bribe or utter hypocrisy.

It doesn't look much better for VW either.

So why do they do it?

Why, when all their highly paid CSR professionals in Team B are telling them of the huge risk to reputation, to profits and to everything else, do companies that publicly claim to be on the Light Side of the Force keep going over to the Dark Side?

Well, the answer is obvious: because they're greedy and because they can. The for-profit corporation, if it was a real as opposed to a legal person, would be a psychopath. Psychopaths can live useful and productive lives, but you don't take your eyes off them.

In the fable of the Scorpion and the Frog, the latter reluctantly agrees to give the former a lift across a river, having been convinced by the argument that treachery would doom them both. This though is indeed what happens, and the scorpion stings the frog to death. As they both sink beneath the water to their deaths the scorpions only defence is it's just his nature.

In the aftermath of the VW scandal we should all be minded to remember just what the nature of the modern corporation really is.

Saturday, 15 November 2014

Is Shell's 'sustainability' sustainable?

Shell executives yesterday looked out of their office window to see a rather familiar banner hanging off a railway bridge. 

However whilst they may have recognised the corporate colours it certainly wasn't the company's message. Greenpeace had paid them a visit.

One of those dangling off the bridge, Phil Ball, had this time last year been in a Murmansk prison, detained along with 27 other activists and 2 journalists after Russian paramilitaries seized the ship Arctic Sunrise in the Barents Sea.

Their target then had been a rig belonging to Russian state owned oil company Gazprom that was exploring for oil. The Russian state is a key player in the Arctic, but Gazprom have a partner on whom they are even more dependent; Shell.

Shell and Gazprom appear to be doing a 'Good Cop, Bad Cop' routine in the Arctic. Shell are the caring modern company which gets nominated for sustainability awards. By contrast Gazprom seem to be happy to play the role of the thug. However Shell and Gazprom are actually closely allied in the quest for Arctic oil, and Gazprom could not operate without access to Shells' technology. 

Shell have been front runner in the field of 'sustainability' for nearly two decades. It all started in 1995 when in the space of a few months they first received a bloody nose from Greenpeace over their plans to dump the Brent Spar in the North Sea and then the scorn of the whole world when they were implicated in the execution of Ken Saro Wiwa and eight other Nigerian activists.

Shell spent $20 million on its counter strategy, which may be a lot in ordinary terms but was a fraction of what it would cost to clean up the Niger Delta. They adopted a strategy of 'openness and dialogue', published a set of business principles including 'honesty, integrity and respect for people'. They launched a global advertising campaign and produced a glossy report entitled "Profit and Principles; Does there have to be a choice?"

The big coup was that the NGO SustainAbility Ltd, previously critics of Shell, were now on board and wrote part of the report. Entitled 'a personal view' their contribution contains the line (on page 52) "a sustainable oil company is a contradiction in terms", a statement of the obvious that Shell made sure didn't appear in any future reports.


Christian Aid responded with a report entitle "Behind the Mask" in which it revealed that Shell's clean up efforts in Nigeria were failing and that many of their community projects were ineffective and divisive. Unfortunately they didn't have $20 million budget to promote it, so nobody took any notice. Shell's reputation amongst 'key opinion formers' recovered.

The company moved into Canadian tar sands, adding another dirty fuel to its portfolio, and then started to tentatively explore the Arctic. Meanwhile in the Niger Delta the gas flaring continues and the local people live their lives in extreme poverty amongst the mess. 

'Key opinion formers' may have forgiven Shell, but in September 2011, in a test of a proposed Law of Ecocide, the United Kingdom Supreme Courts of Justice heard a mock trial of a pair of oil executives of a company not unlike Shell, which had polluted a country not unlike Nigeria, and found them guilty.

Greenpeace meanwhile continued its campaigns. When Putin banged up the Arctic 30 the gloves came off. Activists targeted Shell wherever their logo appeared. Just before 2013 ended the pressure worked and the Arctic 30 were released and Phil was reunited with his MG TF.

In the New Year Greenpeace's changed to Lego, a company whose interpretation of Corporate Social Responsibility actually does seem to mean taking the word 'sustainability' literally. Rather reluctantly they were persuaded to drop a £65 million deal with Shell.

The question now is what can Shell do next? It's hard to think that business people, who may be blinded by greed but are not actually stupid, actually believed Shell had become 'sustainable', but they clearly believed Shell had a strategy to see off the hippies. Whether they still think that may now be open to question.

Money usually triumphs over principles, and spin over facts, but the truth has a habit of coming out eventually. Fellow 'sustainable' oil company BP now has a reputation that is slightly lower than Gazprom's. Are Shell about to follow them down?



Friday, 10 October 2014

Bad Capitalism: The Pacific Lumber Story

RIP


In January 2007 the venerable Pacific Lumber Corporation filed for bankruptcy.

Founded in 1863, the company had been engaged in battle with environmental campaigners for the last twenty years of its existence.

One eco-warrior had been killed by a falling tree, another maimed by a bomb and hundreds of others injured or arrested.

Yet in the end it wasn't the Greens who had seen off the venerable old company, but Wall Street. This is the dramatic, tragic and cautionary tale of what can happen to a company with high moral principles, but low profits, in the modern world.

The King of Trees


Photo Michael Nichols
Northern California is the land of the giant redwood. For 20 million years over 2 million acres of the coastline had been covered in Sequoiadendron giganteum, the tallest of all living creatures. Able grow to over 300 feet tall they can live for more than three thousand years.


But the United States of America has not had a good relationship with the tree. Well known to the American Indians, and noticed by at least two passing travellers, the first tree to be officially discovered by the White Man was chopped down before anyone was even sure there were any others.

They've been chopping them down ever since. The wood is hard and resistant to decay, but brittle and likely to shatter when fallen. As a result only half the wood cut usually made it to the mill. The tree grows slowly and in order to germinate the seeds need to dry in the sun. Unless regular wildfires cleared the vegetation beneath them there would be no new trees. After a century of clear-cutting and ill advised 'total fire suppression' by the National Park Service the redwoods that had covered the hills were seriously depleted. By the 1980s over 90% of the coastal redwood forest was gone.

A Sustainable Business


County of Humbolt Collection
But amongst the companies that were destroying the forest, one was different. The Pacific Lumber Company, abbreviated to PALCO or just PL, stood out from the crowd in both the way it treated the forest, and the way it treated its workers.

Under the leadership of Stanworth Murphy, president from 1931, they turned their backs on clear-cuts and adopted a plan of "selective cut". PALCO would fell just 70% of the redwoods in a stand, taking the older ones and leaving the vigorous young trees. In half a century these "residuals" would have regrown and the area could be logged again. Once the machinery had moved on from an area it was usually impossible for the untrained eye to tell which sections had been logged.

Partly this benign policy was the result of California giving tax breaks to companies that left part of the forest intact, partly it was smart politics for an industry that was politically unpopular, but in no small part it was down to the personal beliefs of Murphy, a keen huntsman and outdoors enthusiast.

Mr Murphy, as everyone called him, also set the pace of the cut. Even in the 1930s it was clear that the rate at which the the trees were being felled was not sustainable, so PL had a 100-year management plan. Each year their foresters calculated the sustainable yield from their forests and that was how much was taken, no matter what the market price of the timber.

There was no union in PL. They didn't need one. They paid better wages than any of the union shops as well as providing pensions, health insurance and employee stock plans. PALCO went through the Great Depression without laying off a single worker whilst their soup kitchens fed anyone who turned up. Once Murphy had employed a business adviser. On being told of the efficiency savings he could make he replied "I can't lay off those people. They're all my friends."

They were debt free, the company pension fund was over-funded and were diversifying into real estate and a successful welding business. Their profits were $44 million after tax on net sales of $280 million. This was less than many of their rivals, but enough to keep the company going.

On the other hand their sustainable cut policy not only preserved the redwood forest, but was increasingly looking like a good business plan. Whilst rivals were reduced to felling secondary and even tertiary growth, PALCO found itself sitting on the world's largest supply of mature redwood forest and had cornered the market in "uppers", flawless maroon-coloured boards that you only get from the heart of giant redwoods.

When Stanwood Murphy handed the reins over to his son Warren the company continued on its own way, providing steady employment and a forty hour week to its devoted employees. Today he might found a niche for himself on the Sustainable Business circuit, but in the corporate America of the 1980 he and PALCO appeared to be relics of another era. Their prudence meant PALCO were now sitting on $1.8 billion worth timber. Being asset rich but relatively cash poor would be good business sense in an ideal world, but in eighties America it could be fatal.

The Asset Stripper


Charles Hurwitz was the very model of the modern corporate raider, a real life Gordon Gecko but without the charisma. A slick salesman he would in due course tell the victims of his hostile takeover "There's a story about the golden rule. He who has the gold rules."

Hurwitz started off selling mutual funds before embarking on the predatory career that would eventually make him a billionaire, by taking over United Savings of Texas, the largest savings and loans company in the state, in 1982. More acquisitions funded by junk bonds followed until, in 1985, his Maxxam Inc had Pacific Lumber in his sights.

Hurwitz's co-conspirator was Michael Milken, 'the pope of junk bonds,' whose Drexel Burnham Lambert bank provided high-yield bonds to finance takeover bids. This was the first decade of Monetarism and thanks to dealers like Milken it was now possible a company to launch a hostile bid for another ten times its size. Supposedly liberalisation of the financial markets increased the efficiency of the economy.

PALCO was about to find out what "efficiency" meant.

Hostile Takeover


PALCO operations were centred on the town of Scotia. This was a Company Town, the last in America, but Scotia was nothing like the Grapes of Wrath.

Fashions in everything except pick-up trucks were years behind the rest of America and in this Redneck workers paradise it was considered a good laugh to call a German immigrant a Nazi.

When news of the possible takeover broke many residents were for getting their deer guns and bushwacking Hurwitz. One executive, passing the town's long suffering German, said "Better stoke up those ovens again, Hainie, we got us another Jew to burn."

Officially though PALCO was not for sale. A series of legal protections had been put in place in 1981 to safeguard the company. As the Board explained to the shareholders in a letter "Corporations have an obligation to society as a whole. In particular, companies charged with the stewardship of scarce resources such as timber have a duty to use such resources wisely."

But under Ronald Reagan Wall Street had gone takeover crazy and shareholder value was everything. Neither legal agreements, nor .30-06 bullets, nor casual racism was going to stop Maxxam Corporation. Using Drexel's junk bonds they were offering shareholders greater returns than if they stayed with the Murphy's. Refuse to sell and the company would face a legal challenge it couldn't win. The board folded and on 27 September 1985 Hurwitz bought Pacific Lumber with $800 million he didn't have.

Warren Murphy had resigned the previous day. PALCO was going to change.

Changes


Hurwitz was heavily in debt, but he had also just acquired nearly $2 billion in assets. To pay his debts those assets needed to be liquidised - quickly. The first thing Hurwitz did was raid the company pension fund. Half was stolen immediately, whilst the rest was invested in one of Drexel's junk bonds, the Executive Life Insurance Company.

Maxxam Inc now owned more giant redwoods than any other private company. Selective cutting was abandoned in favour of clear-cutting the forest. The cut rate was officially doubled. Unofficially in was believed to have been trebled, at least. The loggers' forty hour week was a thing of the past. Working for PL was not as much fun as it used to be.

Thousand year old trees started to topple at ever increasing pace and it was only a matter of time before someone noticed.

Resistance


Greg King in All Species Grove c. Greg King
The forest that PALCO was hacking into was largely unknown to the outside world. Few people had the skills or the inclination to wander so far from the beaten track. One who did was Greg King, whose family had once logged the coastal hills.

Greg was working as a reporter for an alternative newspaper when he met Darryl Cherney, a former English teacher from New York who had quit his job to become an itinerant folk singer. He was now living in Garberville. Garberville was about thirteen miles from Scotia, but was a different world to the limber town.  In Garberville they didn't harvest trees, but marijuana.

Darryl's Dodge van had broken down on the way to tree planting so Greg gave him a lift. On the way they talked of the destruction PALCO was wrecking on the redwoods and planned what they were to do about it.

Earth First!


Darryl Cherney
The banner that Greg and Darryl decided to campaign under was Earth First! This radical environmental group had been inspired by the book The Monkey Wrench Gang by the US writer and wilderness lover Edward Abbey. Under the banner "No compromise in the Defence of Mother Earth" the group believed in using sabotage ("ecotage") to defend pristine wildernesses.

Avowedly non-hierachical, Earth First! had no leaders and no headquarters. Darryl had spent some time fruitlessly trying to meet up with the group before being told that if he wanted to attend an Earth First! meeting, the best thing he could do was call one.

This they did, calling themselves the Earth First! Redwood Action Team. Greg would scout out the forest, Darryl would organise the demos and the hippies of Garberville would make up the numbers. As 1986 turned into 1987 Earth First! started to get itself organised, and noticed. There tactics were to hold rallies and stunts whilst stopping the cut by carrying out 'tree sits' and blockades.

Greg bought PALCO shares and gatecrashed their 1987 AGM. Then he went hiking again. Pushing through ferns ten feet high and knee deep sorrel, he explored deep into PL territory. A logging road led him to a moonscape of devastation amongst the verdant foliage. His map revealed this was the area the loggers had called Timber Harvest Plan (THP) 86-199. The team had long ago decided that the first step to saving the forest was naming it so Greg decided the place should be called Headwaters.

Saving the rest of it from the loggers was to be his life's mission.

Loggers


"Timber workers don't think about anything except surviving" said one of those loggers, who had already survived of the Vietnam War. In Humboldt County you were either a logger or a fisherman. With the fishing industry virtually wiped out it was an easy choice.

Surviving though wasn't guaranteed. The US Labor department listed logging as the most dangerous job in the USA, but PALCO expected its staff to work ten hours a day, six days a week. This was for a job were wages started at $9 an hour. $5 (allegedly) if you were Mexican.

The job for life was also becoming a thing of the past. PALCO was following the other timber companies in laying off its own woods crews and relying increasingly on"gypos", temporary contractors who bought their own equipment and who could be hired or fired on a whim.

But the loggers remained loyal to their employer and their community. Since the last union had been busted in the thirties they had nothing between them and management. If Maxxam said that Earth First! were costing them their jobs and their livelihoods, then the eco-warriors became their enemy.

In time many would come to look back with regret on what happened, but at the time Scotia was united in its opposition to the hippies trying to save the trees.

EPIC

Woods in 2012
 But direct action wasn't the only way to do that.

Greg and Darryl had been working out of the Garberville based Environmental Protection Information Centre, which had been campaigning to save the redwoods for three years. However what made them an effective fighting force was when Darryl recruited Robert Sutherland, alias The Man Who Walks In The Woods, or just Woods.

Woods was eccentric, but brilliant. A self taught botanist, he had been drawn to Humboldt County after a mystical vision of the Indian god Shiva in a glen in the Kings Range, itself named after Greg's family. He lived in a house in the woods bequeathed to him by an equally eccentric Vietnam vet.

EPIC fought its battles in the courts, opposing PALCOs THPs one by one. This hadn't been done before, and soon Woods was pointing out the failings of the government agencies who were supposed to be regulating the logging industry, and winning victories.

EPIC were never to lose a court case, but they were limited in what they could do. In May 1989 Woods wrote to Hurwitz asking him to save Headwaters Forest. PALCO responded by applying to log the forest section by section, knowing EPIC couldn't fight thirty separate legal cases. In January 1990 EF! trespassers found PL had carved a one mile long road into the area.

The Redwood Action team would have to raise their game to save Headwaters.

Judi Bari


Judi Bari
The person who would show them how to do this was Judi Bari. Judi had organised campaigns against the Vietnam War whilst in college, and had been a union activist before joining Earth First! She was a single mother when she met Darryl in 1988. She played the fiddle, he played the guitar and they became partners in music, in campaigning and in life.

Judi challenged some of Earth First!'s more macho tendencies, and helped introduce class and gender issues into the group that had been unofficially known as 'Rednecks for Wilderness'. Actions shouldn't be in the middle of nowhere, she said, but where people can see them. Loggers shouldn't be regarded as the enemy, but as much victims of corporate greed as the forest as PALCO weren't just clear-cutting trees, but jobs.

With Judi on board the Redwood Action Team became more effective, but that would come at a cost. How high the cost was to be the trio did not yet know.

Backlash


Greg King in Headwater c. Greg King
The locals of Scotia reacted to the actions of the hippies first with incredulity, then with disdain and finally with abuse. At first Greg and Darryl didn't mind too much. It all made good copy for the papers.

By 1989 though things were getting serious. Greg had already come back from a days hiking to find a message on his answering machine saying he would "die in the woods". Violence from loggers was common during blockades, as was the absence of a police response. On a protest outside a mill run by Pacific Lumber Greg had been punched to the ground. Dave Galitz, the company's Public Affairs Manager, offered to buy Greg's assailant dinner.

More seriously, in August 1989 Darryl, Judi, her best friend Pam Davis and the four children they had collectively were sat in her little Subaru when a logging truck doing about 45mph crashed into the back. The vehicle flew through the air and concertinaed against another vehicle. Fortunately nobody was seriously injured. When the driver of the truck got out he repeatedly said  "I'm sorry. I never saw the children." Later Judi and Darryl discovered he'd been part of a convoy they'd blockaded the previous day.

Death treats were coming through thick and fast, but that didn't stop Judi, Greg and Darryl organising the biggest protest they, or anyone else in Earth First!, had ever organised for the next year. It was to be called Redwood Summer and was to involve activists from all over the country. The plan was for the trio to lead the action. However that was not what happened.

Redwood Summer


Considerable planning went into the logistics of the event, but Judi was equally thorough in planning the politics. She persuaded Earth First! to renounce the tactic of tree spiking. Tree spiking involved driving nails into trees that were scheduled to be cut in the hope of deterring the loggers. The problem was if the trees were felled the nails exploded in saw mill. In a safe mill this only wrecked the saw blade but if safety precautions had been neglected, as had been in the mill in Elk, California in 1987, the result could be serious injury.

Judi also made everyone who turned up for Redwood Summer sign up to a code that read "We will use no violence, verbal or physical, towards any person; we will not damage any property; we will not bring firearms or other weapons to any action, or base camp."

Despite this the death threats continued. When a picture of her in the crosshairs of a gun was pinned to the door of the Mendocino Environment Centre at the start of May 1990 she asked the Mendocino County Sheriff's office to do something. The police said they didn't have the manpower to do so just then but "if you turn up dead, we'll investigate."

On 24 May Judi and Darryl were in Oakland, California on their way to a concert in Santa Cruz. At 11:55AM they were droving past Oakland High School when the car they were in exploded. Darryl blacked out. When he came round he was blind in one eye and his ears were ringing. Next to him Judi was screaming at the top of her lungs.

It looked like the police might have something to investigate after all.

The Bomb Squad


Within an hour of the blast FBI officers were on the scene. One of the first was Special Agent Frank Doyle of the Terrorist Squad. He was soon joined by fifteen of his colleagues. Less than a month earlier the team had all been in the woods of Humboldt County on a 'bombing training exercise'. During that summer school they had blown up three cars with pipe bombs, two with the bombs placed under the driver's seat.

Doyle, who had been to over 150 bombing crime scenes, looked at the wrecked Subaru and concluded that the bomb must have been in front of the back seat and hence clearly visible to Darryl and Judi. They were both immediately arrested for transporting illegal explosives, Judi whilst the Doctors were trying to save her life in the Oakland Hospital.

The press immediately started running stories about the Earth First! terrorists blown up by their own bomb.

The Third Casualty


c. Rev Greg Larson
Greg King heard about the bomb whilst addressing a gathering of the media in San Francisco. He told the journalists they should be covering not only the destruction of the redwoods, but the government crackdown on environmentalists. Two days later he attended a vigil for Darryl and Judi outside Oakland Police Station.

However the strain was now starting to take its toll. On the way home he became convinced the Earth First! activist giving him a lift was a government agent. Then, when he started the ignition of his own car, he feared it would detonate another bomb. Paranoia gripped him. A week later he returned to the forest but he knew he was done.

The lonely walks through enemy territory, the violence on the blockades, the death threats and the attack on his friends had drained his personal reservoir of courage dry. He would eventually return to activism, but for now it was time to take a break.

Jail Time


Redwood Summer carried on, but with the three leaders out of action, and the press labelling Earth First! as violent terrorists, it did not get the national coverage it deserved.

However just before the summer got going, the junk bond market collapsed. One of the first casualties was Drexel, which went bankrupt in February 1990. The Executive Life Insurance Company, where the PALCO pension pot was now invested, also took a major hit. It limped on until April 1991 before the authorities stepped in and seized control. It took $1.5 billion of public money to save the company in what was then the third largest bailout in US history.

By this time the 'pope of junk bonds' himself, Michael Milken, was starting a ten year jail term for fraud.

Not proven


But Judi and Darryl would not be following him into the slammer.

When pictures of the bombed car were eventually published they clearly showed the bomb had been directly under Judi's seat. It would also subsequently be revealed the bomb was hidden by a towel and triggered to explode when moved. The explosion was not an accident, but an attempt at murder. Agent Doyle was either wrong, or he had lied.

In July 1990 the charges against Darryl and Judi were quietly dropped, but no other suspects were ever charged.

Victory?


Despite injuries that left her permanently disabled Judi Bari would return to activism. Tragically she died of breast cancer seven years later in 1997. By this time I was involved in supporting actions against logging in the USA on this side of the Atlantic. I was sure I would one day cross the pond and meet her. I am gutted that this never happened.

Rally in Carlotta 1997 c. Mark Bult
The campaign to save Headwaters Forest though continued. In 1995 a rally in Carlotta attracted 2000 people, the largest anti-logging action in US history. There were 265 arrests for civil disobediance.

The next year this record was beaten as more than 6000 people blockaded the main logging road into Headwaters and 1033 were arrested for symbolically trespassing on PALCO land. The protesters remained peaceful, as Judi wanted, although the police continued to use pepper spray and what was termed "pain compliance" to move them. Using cotton buds to put pepper spray directly into the eyes of locked-on protesters was a US speciality.

c. Mark Bult
But the outside world was finally starting to notice. Saving Headwaters became a minor part of Bill Clinton's campaign to get re-elected in 1996. The administration started to negotiate, but Hurwitz once again showed he was the master of the deal.

Headwaters could be saved, but it would cost the taxpayer $480 million. In return Hurwitz would drop his Fifth Amendment Takings Lawsuit against the government. Hurwitz was claiming that by enforcing the regulations on protecting endangered species the government was unlawfully seizing his private property. He was effectively suing the US government for upholding the law.

Two months before the vote to re-elect him, Clinton agreed the deal. 7472 acres of redwood forest became a nature reserve, but in return PALCO were to be given free reign in the other 200,000 acres they owned.

Death in the Forest


So actions to stop the redwoods being felled continued. In January 1998 Julia "Butterfly" Hill broke the record for a 'tree sit' when she climbed a 200 foot redwood called Luna and stayed there for two years.

David Chain
In September that year a group of Earth First! activists, including 24 year old David 'Gypsy' Chain confronted loggers within Headwaters. They were illegally felling trees in the nesting ground of the marbles murrelet, a seabird that flies inland once a year to lay just a single egg on the branches of a redwood.

52 year old logger Arlington Ammons lost his temper. Cursing that he didn't have his gun with him he vowed to aim a tree at Earth First! instead. The first half dozen missed and the group withdrew to eat lunch. Then Ammons felled a one hundred year old redwood, 135 feet high and three foot across at the base, without warning. It landed directly on Chain.

PALCO denied they had been reckless. The Humboldt County District Attorney refused to press charges against Ammons or PL but said he had thought about citing Earth First! for involuntary manslaughter.

Then in November 1998 Pacific Lumber made history again when they became the first logging company in California to lose its license. They had racking up over 300 violations of the Forest Practise Code in the previous three years.

Less than ten years later they went bankrupt.

Legacies


PALCO got its license back in March the next year as part of the deal that finally brought the Headwaters Forest Reserve into existence.

This was an amazing achievement for the collection of misfits that made up Earth First! Making it up as they went along, and with almost no help from the big environmental groups, they had saved Headwaters at least, but the cost had been high.

The tree which killed David Chain still lies where it fell. There is a memorial there to the man who "always loved the outdoors and adventure (and) couldn't stop talking about the beauty of the redwoods." It was vandalised in 2007.

In 2002 a jury agreed that the FBI had violated Judi Bari and Darryl Cherney's civil rights and awarded their estates $4.1 million. Still no-one else has been charged in relation to the bombing, which remains unsolved.

In 2004 the City of Oakland declared 24 May as Judi Bari Day.

In the end Michael Milken served less than two years of his prison sentence. He and Hurwitz are now billionaires. However when you count the money spent bailing out Executive Life Insurance Company, buying Headwaters Forest and sorting out the rest of the mess they created then they have cost the US taxpayer far more than a billion dollars each.

Looking back on his days in charge at Pacific Lumber from 2006, Warren Murphy said "We were the good guys. It was fun, it was easy — it was a great life." He had run a prudent company that had been rich in natural, social and human capital. Over the next two decades he had had to watch almost all of it squandered in order to provide "shareholder value".

The Moral of the Story


The takeover of Pacific Lumber, funded by cheap money, proved disastrous for almost everyone except Milken and Hurwitz. PALCO went from a profitable company with a secure future to nothing. Employment in the logging industry in Scotia dropped from 1000 to just 300. The world's largest redwood mill now stands derelict.

Although the government stepped in and saved Headwaters, the area now protected is one tenth of that covered by Stanworth Murphy's 100-year-plan.

Whilst we do need the state to protect us from the worst of bad capitalism, rather more we need sustainable companies that take the future of the planet, their employees, and indeed themselves, seriously.

Bibliography
The Last Stand by David Harris
(This one is not totally accurate! "There is a lie weaved into every sentence" - Woods)
When Corporations Rule the World by David C Korten
"The last stand for headwaters forest" Do or Die #6
Green Backlash by Andrew Rowell
Timber Wars by Judi Bari
Death and anguish in the redwood wars San Francisco Examiner March 14 1999  
Violence, Archive, and Memory in the Making of the Redwood Imaginary by Richard Widick

Links
Headwaters Forest Reserve website
The Judi Bari website
Who bombed Judi Bari? film website


Thursday, 26 June 2014

Could an Ecocide Law Actually Make Corporations Responsible?

It can sometimes seem to outsiders such as me, that when company board rooms discuss their responsibilities to society it must resemble the scene in The Godfather when the mafia boss, seeing that the family need to move with the times and start dealing drugs, decides to "keep it respectable" by not selling them outside schools or to their own people.

Not that Corporate Social Responsibility is useless. Almost by definition CSR is invisible when it works. It's difficult to Google the companies not linked to the Rana Plaza disaster, who are not implicated in paramilitary death squads or who are not in hand-to-hand conflict with either indigenous people or eco-warriors, but they do exist. Some of those just haven't been caught yet, but others may actually be doing good work.

Looking at the performance of CSR in general though it appears to me that there are more successes in the field of human rights than the environment. Why that should be is an interesting question.

When CSR works, and when it doesn't.


CSR claims to be a profession. However although it has some unique quirks, such as an impenetrable vocabulary and dizzying number of awards, it is not self regulating.  To work in CSR is to work for a corporation and to obey the corporate rules of  "buy low, sell high, keep your job".

CSR folk have to justify their every move, and even their daily existence, in terms of  profit it, which sounds a fairly soul-destroying way to earn a living.

That's why the unfortunate truth seems to be that no matter how much a corporation wants to 'be good', CSR only appears to work when the pull from inside is matched by a push from the outside.

When the alternative is the locals sabotaging your pipelines or occupying your plants, spreading a bit of peace and love amongst the natives before you build your oil refinery makes a bit of sense. When Greenpeace give you the sort of publicity you can do without by occupying the oil platform you're about to dump into the sea, you understand the wisdom of doing the environmental impact assessment first.

So why does the Human Rights 'push' work better than the environment one?

Possibly it's that the Amnesty Internationals of the world are much better at providing it than the Greenpeaces. Maybe, but having done work for both I'm not convinced.

Maybe child labour tugs at the heart strings of C-team execs better than oiled seabirds, although I doubt personal guilt has much to do with it.

What is a big factor, I'm sure, is the sheer scale of the change needed to become environmentally sustainable.

An oil company that wants to be a good neighbour just needs to spend a bit of more of its cash on community engagement, and bit less on death squads. What comes out of the ground afterwards is still oil. An oil company that wants to be green needs to go out of business and leave the stuff in the earth.

However I suspect the other big factor is that the Human Rights folk have the law on their side.

Corporations and Human Rights


Superficially it may seem rather odd that, nearly seventy years after it was agreed the we have a Universal Declaration of Human Rights, whether it applies to corporations is even up for discussion.

The live issue though is not whether or not corporations should be allowed to kill people - most people agree they shouldn't - but how guilty you are if they only pay for the bullets, supply the Jeep that takes the assassin to the scene of the crime, know about the hit beforehand but don't act or merely make a tidy profit out of the victims demise. These distinctions may seem tricky to lay folk, but they are meat and drink to Human Rights lawyers.

The responsibility of politicians and the military in crimes against humanity was established at
Nuremberg after World War Two. Unfortunately the next round of trials, which put the leaders of German industry on trial for their complicity in genocide and use of slave labour, was affected by the Cold War. Alfred Krupp, whose company had used 100,000 slaves during the war was found guilty, but within three years he had been released from prison and was back in charge of the company. Other business leaders escaped prosecution completely.

As a result it was far from clear whether "we were only making a profit" really was as useful a defence as "we were only obeying orders" and it has taken a lot of time and effort to get to the present situation where we have a set of volunary principles.

Still, that's better than nothing.

International Companies, National Laws


But even where there is a real law, prosecuting multinational companies using national laws is as tricky business.

Global brands can suddenly turn out to be very local when the chips are down. When Union Carbide's Bhopal plant blew up and killed 14,000 people, and when Coca Cola's Columbia plant called in a right wing terrorist group to bump off a couple of troublesome unions guys, it suddenly turned out these were independent local operators and not part of the parent company.

Similarly, just like the Moonshine runners fleeing to the county line, Capital can escape across international borders where the law cannot follow. In Ecuador, the 'Chernobyl' of oil disasters, US oil company Texaco, now part of Chevron, used the country as its dustbin for twenty years. Rather than spend money cleaning up spilled oil, Texaco would just send it by truck into the jungle to be dumped. The result was over a thousand toxic pits scattered across the country.

All that time the profits flowed back to the USA, but when Harvard trained lawyer Steven Donzinger took up the case against Chevron in Texas, the US appeals court told him they didn't have jurisdiction and he'd have to go to Ecudor.

This he did, and remarkably Chevron were finally brought to book and fined $27 billion, but by then they had no assets left in the country. When Donzinger went back to the US and Canadian courts to get Chevron to pay up he was once again told the courts didn't have jurisdiction. Donzinger must now be the only Ivy League lawyer in the world poor enough to claim Social Security.

Even when there are no international borders, and the company is as guilty as a puppy sat next to a pile of poo, things aren't straightforward.  Take the Exxon Valdez disaster, in which a US ship owned by a US company fouled up a pristine part of the US because the Captain was drunk. Exxon spent 14 years fighting the case and eventually got the $5 billion damages reduced to $500 million. Did CEO Lee Raymond dip into his pocket to pay the fine? Of course not, it was paid by the company. In the world of the big corporation bosses get bonuses, but shareholders pay fines.

A Law on Ecocide


What needed, according to Scottish lawyer Polly Higgins, is a universal law aimed at making it a crime to trash the environment that is both universal and which uses the nice simple mechanism of strict liability when determining whether you are guilty or not.

Higgins says she was inspired by William Wilberforce, whose campaigning led to the abolition of slavery.

(Unfortunately for the analogy Mr Wilberforce was an arch-conservative and spent the rest of his days campaigning against giving workers the right to form Trade Unions and the emancipation of Catholics, whilst supporting the oppressive Combination Act and the suspension of habeas corpus. Oh well, another hero bites the dust.)

Although anti-corporate activists like me salivate at the thought of a law that sees CEOs being dragged away in chains, Higgins actually favours restorative justice. That is; you made the mess, you clear it up.

So how would, this work? Well, take Climate Change. At present some of the most profitable companies in the world are extracting a raw material that, when used, produces a gas that is destroying the world. Other industries, from power generation to cement production, are also locked into high carbon use. There are alternatives, from wind and solar power, to carbon capture and electric cement kilns, but they can't complete on cost with oil and coal whilst they are allowed to pollute for free.

A minimum carbon price would solve the problem, but that would effectively mean introducing a global tax on fossil fuels which would need to be introduced, at the same rate, in every country in the world. We just don't have a system of global governance that can do this.

An Ecocide Law, universal and up there with the big four international crimes against peace; genocide, crimes against humanity (such as torture and rape), war crimes and crimes of aggression, could be the answer.

Long tail risks


Corporations do not change because they believe "shareholder value now comes from delivering social value" or because they "recognized that business needs society as much as society needs business" or any of the other slogans that they spout today.  They may do lip service to the idea of a Triple Bottom Line (People, Planet, Profit) but execs may themselves in hard cash, not good vibes.

Assessing short term risks to profits is what businesses are good at. But it is also why we are in this mess.

What we are currently very bad at is long term risks, especially - to deploy my most overused phrase of the moment - long tail risks. That is small risks of big problems, and they are responsible for almost all the disasters that get companies on TV.

Just as selling mortgages to people with no assets must have seemed a terrific wheeze to the banks, right up until the moment they crashed the entire economy, so not wasting time waiting for the supply ship to bring those extra centralisers probably seemed a really smart cost-cutting move for BP, right up until the moment the Deepwater Horizon exploded. Similarly saving a few dollars by moving production to Savar in Bangladesh probably seemed a good move by Benetton, until their labels started showing up in the ruins of Rana Plaza.

Rewarding short term risk taking before the long term effects have played themselves out is a bit like applauding the magician after he's sawed his assistant in two, but before you find out whether he can stick her back together again. If businesses can solve this little problem, and start to spot long term risks before they bite them on the bum, then even the idea of an Ecocide Law could be a huge wild card in the boardroom.

At present it may just be an idealistic lawyer's pipe dream, a risk of a risk, but there is the chance that somewhere down the line that this could become real. Looking into the crystal ball, seeing what harm we've done to the planet so far and what horrors await us if climate change is not stopped, seeing the angry people behind the compliant politicians, who can be sure that one day this law will not become a reality?

CSR to the rescue?


A mock trial in the UK Supreme Court three years ago suggested an Ecocide Law really could have legs.

If it does, crafting the case that pins the Ecocide on the C-suit will be the job of lawyers like Higgins. Getting them off the hook will be the job of the much better paid company legal team. But steering the company in a direction that ensures it never gets near the dock is the job of the CSR officer.

I know expecting you to believe lawyers can save us from the corporate psychopaths is a bit of big ask. I know expecting people who sit in the boardroom, and whose pay cheques depend on not rocking the boat, to save us is an even bigger one.

I wouldn't pack away the climbing harness and the D-lock just yet, but signing up to the campaign is quick and easy and, you never know, it may just work.

Eradicating Ecocide Global Initiative