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The Sky is Not the Limit: - Carbon Trade Watch

The Sky is Not the Limit: - Carbon Trade Watch

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However, over <strong>the</strong> years,Greenpeace’s critique of em<strong>is</strong>sionstrading and <strong>the</strong> role of industry hasfaded into <strong>the</strong> background, as it hassince focused almost exclusively onKyoto ratification and campaignsagainst corporations still opposed to<strong>the</strong> treaty such as ExxonMobil. 14 At itsrecent launch of <strong>the</strong> Choose PositiveEnergy campaign, <strong>the</strong> headlinespeaker was none o<strong>the</strong>r than formerShell boss and head of <strong>the</strong> corporatelobby group Business Action forSustainable Development (BASD),Mark Moody Stuart. 15Greenpeace also controversially allieditself publicly with <strong>the</strong> World BusinessCouncil for Sustainable Developmentat <strong>the</strong> Johannesburg Rio +10summit. 16 <strong>The</strong> two former adversariesannounced that <strong>the</strong>y were “shelving<strong>the</strong>ir differences” and called uponleaders to take action on climatechange. Soon after, <strong>the</strong> WBCSDclarified to <strong>the</strong> press that it did notnecessarily mean that <strong>the</strong> businessgroup was calling for Kyoto ratification,contradicting Greenpeace’s assertionsthat it was. 17Greenpeace’s increasingly mutedopposition to em<strong>is</strong>sions trading and itstacit and active endorsement ofcompanies that support <strong>the</strong> KyotoProtocol has been a major ideologicalvictory for soph<strong>is</strong>ticated corporatelobby groups such as <strong>the</strong> WBCSD,and has paved <strong>the</strong> way for fur<strong>the</strong>rexpansion and development of <strong>the</strong>market-based mechan<strong>is</strong>ms.Many image conscious corporationsseek to show off <strong>the</strong>ir environmentalcredentials and <strong>the</strong>reby allay publicconcern by teaming up with a trustedmajor environmnental brand such asWWF or Greenpeace. In turn <strong>the</strong>segroups feel <strong>the</strong>y can exerc<strong>is</strong>e greaterleverage over a company’s behaviour.However at what cost?38

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