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8 November 2010

Is BP a villain? Or are we?

I'm writing this on Sunday evening as I'll be looking after an ill child on Monday morning when this post will go live. I've just watched Stephen Fry and Mark Carwardine's programme about the aftermath of the BP oilspill. They ascertained fairly easily that despite many assurances from many people, pundits and at one point BP itself, that at least 75% of the oil is still in the water - it is only the 25% we can see that has been cleared up - and the dispersant used to achieve that may be as bad as the oil itself.

Where the intrepid pair diverged in their opinion is the blame. Fry took the attitude that it is society's demand for oil that makes companies like BP attempt to drill for oil in such hostile environments, and the company was trying its best to rectify the situation as it possibly could. Carwardine's attitude was that a company raking in such vast profits was fully responsible and were trying to put the best spin on the limited clean up they can actually do.

So who is right?

In my opinion they both are. Dividing society into producers and consumers is a false construct. We are all people whether we are premier league footballers, street sweepers or pensioners. We all consume and we all rely on production for income one way or another*. We can't divide the two and point the finger. Business has responsibility to society and society has responsibility to the planet. If both fulfilled that responsibility properly, the world would be a much better place.

* unless you live in a yurt in the wilderness and forage for roots.

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26 July 2010

Time Now for Beyond Petroleum

So the hapless Tony Hayward is to go. I don't envy his reported replacement, Bob Dudley, in the least. He has to finalise the closing of the Gulf of Mexico leak, continue the clean up, and deal with the political and economic fall out, all within a poisonous atmosphere of blame and recrimination.

Here's a suggestion: resurrect "Beyond Petroleum". Instead of business as usual, why doesn't Dudley declare an energy revolution? Big Oil, along with coal, is at the root of all our carbon footprints, whether as individuals or organisations. Why not become a 21st Century energy company, providing low carbon, clean, safe energy to the masses and demonstrating that the change is feasible. The precedent is there with GM. When the motor giant came back from bankruptcy, it sold off the Hummer and invested in the Volt electric car. It even, it is alleged, considered changing the iconic blue GM logo green.

So BP could make a stand - declare an end to deep sea oil exploration, arctic wildlife drilling and tar sands. It could reinvest in renewables and bring the "Beyond Petroleum generation" - the execs who jumped ship into renewables start ups - back into the fold. Investing in talent, innovation and the future would restore faith in the organisation and make it part of the future rather than a relic of the past.

The alternative is chasing increasing elusive oil reserves while its customer base tries to find low carbon alternatives. That doesn't sound like a great business plan to me.

The opportunity is there - let's see if BP takes it.

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16 June 2010

Never Forget Compliance

When I put together my model of the business case for sustainability (below), I um'd and ahh'd for a long time whether to include "compliance" in the model. My argument for putting it in is that compliance underpins the whole rest of the pyramid - if you miss compliance, it doesn't matter how well everything else goes, the whole pyramid will collapse. With BP's share value plummeting and Union Carbide staff getting jail sentences for the 1984 Bhopal disaster, I'm now glad I put it in there.

The Business Case for Sustainability

No matter how much we preach going "beyond compliance", many businesses will only move when they are forced to. With legislation like the UK's CRC Energy Efficiency scheme and the EU's WEEE directive, businesses who traditionally thought they were outside the compliance net are finding they have to get their act sorted out PDQ.

Going "beyond compliance" does not mean ignoring compliance issues. It can mean insulating a business from certain compliance issues by, say, eliminating toxic materials from production processes. As legislation moves from limiting the worst instances (eg Bhopal, Gulf of Mexico) to driving all businesses towards a greener future (eg CRC, WEEE), everyone is in the net. I got a nice quote from Paula Widdowson of Northern Foods in an interview for my forthcoming second book, The Green Executive: "Legislation will never lead you, but it will push you."

So the lesson is: "never forget compliance".

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14 June 2010

On Leadership

Two giants of the world's retail stage are standing down: Sirs Terry Leahy of Tesco and Stuart Rose of Marks & Spencer. The two are quite different in style - Leahy a modest, quiet man with a core of steel, Rose more the classic swashbuckler, never afraid to voice his opinions. But the two had one thing in common, apart from financial success: both are showing clear leadership in regard to sustainability.

In my experience, industry is largely stuck at the level of "environmental management" and it needs to make the vital leap to "environmental leadership". At last week's Low Carbon event, I had a table of delegates frustrated that they were being tasked to develop an "environmental strategy" at a middle-management level, but with no buy in from above. How can it be a strategy if the senior levels of the organisation aren't interested? Delegation is fine, but derogation of responsibility is not. Responsibility must be held at the top, with full ownership of any strategy.

It's funny how many people get to a leadership level and won't lead. BP boss Tony Hayward (in)famously said "he'd like to get his life back" during the early stages of the Gulf of Mexico Oil Spill. Not only was this extraordinarily insensitive to all those who are finding their livelihoods ruined by the disaster, but it shows a complete lack of leadership backbone. This is what you get paid so much for Tony, buck up and sort it out. But Hayward isn't alone, I often get called in to talk to the boards of companies only to find the Chief Executive ducks out of that particular meeting, much to the embarrassment of the others. Leadership means being there in the thick of it, whether or not you want to, showing that commitment.

Leahy, Rose, Mike Duke of Walmart, Bob McDonald of P&G, Ray Anderson of Interface - leadership is the difference between the best and the rest.

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7 June 2010

We all must go Beyond Petroleum, not just BP

Finally BP seem to be getting a grip, quite literally, on the source of the Gulf of Mexico oil spill. But with its stock value plunging by a third, the threat of multi-billion pound clean up operation and talk of criminal charges, the company must be wishing that they'd lived up to their ill-fated "Beyond Petroleum" slogan from the turn of the millennium.

For the question remains, what on earth were they doing drilling almost a mile below the waves, anyway? Why, for that matter, are vast tracts of Canadian sands being dug up and squeezed for a few drops of oil? Is it because oil is becoming an increasingly scarce resource? Is this peak oil writ large?

And let's not forget climate change. I always say that in any environmental debate the laws of physics always win. And so, despite the relative disappointment of Copenhagen, the fuss of the UEA e-mail leak and a single rogue statement on glaciers in an IPCC report, the world keeps warming. In fact, the 12 months to April 2010 were the warmest 12 months as far back as we can reliably measure. This puts paid to all the nonsense talk of global cooling in the 'denialosphere' and puts carbon cuts back on the urgent section of the to do list.

The answer is obvious. We've got to wean ourselves off fossil fuels and onto clean, safe and reliable renewable energy. This will require efficiencies to deliver, and a whole new way of thinking about energy: smart grids, anaerobic digestion of organic wastes, wind farms, solar energy, and whole new ways of living and working: teleworking, teleconferencing, buying quality rather than quantity, buying services rather than 'stuff'.

There is a growing belief that business should not only respond to this agenda, but drive it forward. The opportunities for innovation are immense: new products, new services, new technologies, new business models. Those that grasp this will prosper, those that cling to the old certainties will flounder. It's decision time.

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2 June 2010

Tall Poppy Syndrome

What do Apple and BP have in common? Both are taking hits for something that's happened in their supply chain - BP for the gulf oil spill disaster, Apple for a series of suicides at a key supplier.

The responsibility in BP's case is pretty straightforward. The company selected the location of the drilling, appointed the contractors and signed the cheque. They should be offering the world a big mea culpa, but instead they appear to be trying to play down the seriousness of the spill when there are allegations that despite the technical difficulty of drilling at those water depths, a cheaper drill casing was used and safety warnings were ignored. This is the antithesis of corporate responsibility. Responsibility means that you do your utmost to do things right, and, if and when they go wrong, you hold your hands up.

In Apple's case, it really is a case of tall poppy syndrome. Many other big electronics names including Sony, Dell and Motorola use Foxconn - the biggest contract electronics manufacturer in the word - but they're not Apple and they haven't launched the world's most desirable electronic gizmo in recent weeks. So Apple gets it in the neck while the others keep their heads down. In truth, the responsibility to improve working conditions at Foxconn lies with all these manufacturers and their combined buying power should be sufficient to make whatever demands they please.

Apple have been hit by this before - when Greenpeace attacked them for their general environmental performance, so they should know what's coming. The same thing goes for other big brands - Nike, Coca Cola et al - if you stand out above the crowd, then the media, NGOs and public will hold you responsible for the sins of the multitude. The only sensible response is to use attacks and potential attacks as a spur and redouble efforts to clean up your supply chains, eradicating social and environmental issues before they hit the headlines. The kind of complacency that we have seen in BP will be fatal for any business trying to be green.

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6 April 2009

What planet is the energy industry on?

I've written a couple of posts recently about the retail and automotive industries seeing green as the way out of the recession, but the rather exceptional exception to this movement is the energy industry with BP, Shell and Centrica all divesting themselves of renewables interests in recent months.

What on earth are they thinking?

Obama has made major green energy pledges, the UK Government has a huge raft of low carbon legislation coming on board and the climate change negotiations in Copenhagen this year make the Kyoto protocol conferences look like a vicar's tea party. Even though the G20 meeting in London largely steered clear of climate change, it did get some of the less enthusiastic nations to agree to take part in Copenhagen.

Low carbon pledges mean investment in, and incentives for, low carbon technology. So why on earth is Big Oil going back to, erm, oil?

It has been said that when the transistor came along it was ignored by the then dominant vacuum tube (valve) industry and, as a result, none of those companies is still in business. Big Oil should take note - they could end up as the fossilised fuel industry.

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