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7 December 2012

J&B Shows How to Enter and Thrive in the Green Sector

One of the speakers at last week's North East Recycling Forum (NERF) Conference was Vikki Jackson-Smith of J&B Recycling. I was delighted to hear how Vikki and J&B are getting along as I clearly remember the day about 12 years ago when Vikki and I sat in a Portacabin in the corner of a damp Hartlepool coal yard and she told me her plans.

She had inherited the family coal business, J&B Fuels, which was in decline as fewer people had coal fires and demand had slumped. She said:

I realised we don't have to sell coal. What we actually do is import material in bulk, sort it, process it, bag it and sell it on. We've got all the kit - a yard with a weighbridge, trucks and front loaders - and employees who know what they're doing. It doesn't matter whether it is coal or something else, we can do it.

What "it" was, originally, was glass collected from pubs and clubs, but since then J&B Recycling has diversified over a very wide range of materials, invested many millions in facilities and grown from 20 employees in the coal business to 140 today.

What I like about Vikki's story is that it is a shining example of someone breaking into the green sector by:

  • Identifying the strengths J&B could bring to the sector: materials handling, logistics, customer service;
  • Identifying a profitable first niche in the sector to exploit those strengths, then expanding through diversification to reduce exposure to risks (in this case recyclate prices);
  • Getting the business side of things right: customer service, risk management, quality control.

In my first book The 3 Secrets of Green Business, the first 'Secret' was "Treat the environmental agenda as an opportunity, not a threat. Grasp it with both hands but, whatever you do, don't forget you are still running a business."  Vikki is a great example of someone who has got it right.

 

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21 November 2012

Wipro tops Greenpeace's Electronics League

Greenpeace has released its 18th annual ranking of major electronics firms' environmental performance. Indian conglomerate Wipro has gone straight in at number one, beating the other big names hands down, largely, according to Greenpeace, down to their leadership in climate change and investment in renewable energy. Wipro had previously headed the 'Indian league' but had not been included in the international brands until this year.

I love this competitive approach to chivvying industries forwards. Certainly when Apple came bottom five years ago, it prodded Steve Jobs - not a man normally influenced by outside pressures - into pulling its green socks up, and you can see that it has moved up through the pack.


However when you look at the 2011 results, there hasn't been a huge amount of movement in those big brands in the last 12 months. I suspect that Greenpeace has deliberately introduced Wipro into the league to raise the bar, show the rest what is possible and shake things up a bit.

This is a crafty tactic and there are some lessons here for all sustainability change agents:

  • Competition works and is a powerful motivator - look what they're doing! why aren't we doing that? etc;
  • However, the fizz can go out of any programme if everyone decides they have 'done enough' and sits back;
  • You need to keep raising the bar to keep your programmes fizzing;
  • Injecting fresh elements into programmes can stop them stagnating.

Images © Greenpeace 2011, 2012

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7 March 2012

7 Pathetic Excuses for Doing Nothing On Corporate Responsibility

1. We're too small.

No you are not. You are never too small. Solo practitioners may be able to duck many of the pressures that bigger organisations come under, but even they will find the need to have an environmental policy if they want to compete for certain contracts. And why would you pass up the chance to improve your image? And even the smallest businesses have to comply with certain legislation.

2. We don't have enough money.

You don't need to invest in lots of shiny new technology to get started. Behavioural change and low and no cost interventions can make a heck of a difference and if you are really smart you will use the savings from these to fund more capital intensive measures.

3. Our sector doesn't have a big impact on the environment.

Sustainability is no longer just an issue for big dirty industries, the drivers are starting to impact on all sectors including services and the knowledge based economy. I know a law firm which had to provide their carbon footprint to buyers just to compete in a tender.

4. There is no pull from our customers.

Are you sure?

B2B? Large public organisations, big brands and retailers are driving sustainability down through their supply chains.

B2C? While only a significant minority of the  public may be overtly demanding greener products, lack of responsibility can impact on your broader brand and responsibility.

And, even if your customers aren't asking for sustainability now, doesn't mean they won't next month.

5. Milton Friedman said the only social responsibility of business is to increase its profits.

And look where that sort of thinking got us. If the banks had taken a bit more responsibility above and beyond profit making, we may not have had the financial crash. The economy operates as a part of society which exists in the environment - you can't compartmentalise any of them. Oh, and legislators, customers, shareholders and employees may not be as big fans of Friedman as you.

6. There's a recession on.

Why would you want to ditch a way of winning more business AND cutting costs if you are in financial difficulty? There is a tonne of evidence that sustainability/CSR has been a boon in the recession, not a burden.

7. It's just a fad.

It's been called a fad for the last 40 years. In that time, pressure to go green has intensified, not diminished. So get your head out of the sand and do something!

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3 February 2012

Are smart phones now driving dematerialisation?

I have always been sceptical of the argument that multi-function devices like smart phones are eco-friendly by avoiding the need for a stack of equivalent individual devices (in this case MP3 players, digital cameras, wrist watches etc). I have an iPhone which did stop me purchasing a voice recorder for the interviews for The Green Executive (there was an app for that), but I already had an iPod, a digital compact camera, a watch etc, etc so the phone hasn't offset the purchases of those devices (although I am less likely to upgrade them in future).

But, for the younger generations at least, this now seems to be changing. They are increasingly living their lives around a single device. To take one example of the commercial impact of this, sales of point and click cameras were down a staggering 30% last year - a fall attributed to the use of camera phones, and no wonder - you take the picture, edit it and upload it to Facebook with just a few taps on that slick touchscreen. Even my dad has started reading the morning news on his phone, and  smart phones are said to be the guitar tuner of choice amongst the younger bands.

It is probably just old fogeys like me who have spent long enough in the analogue age to have accumulated so much electronic baggage. The younger generations do not need to have as much physical stuff as we did - whether cameras, magazines or stacks of CDs - and that can only be a good thing. It is also a trend which business needs to take cognisance of - or they could end up in the same dire straits as Kodak.

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27 January 2012

Green Business Confidential 12: Integrate, Integrate, Integrate

Here's the latest in my Green Business Confidential podcast series. It's called "Integrate, Integrate, Integrate" which is probably the most important word in green business, so I repeated it!

Audio MP3

Or, you can download it here and listen on your MP3 player:

GBC12 Integrate, Integrate, Integrate

You can get the whole podcast series here or subscribe on iTunes.

Play

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23 January 2012

What Kodak's demise tells us about cleantech

Poor Kodak. You couldn't make it up. A classic brand invents a great new technology (digital photography) but decides it would cannibalise their own products, so they ditch it. Someone else takes up the baton and they get eaten up anyway while desperately trying to claw back a piece of their action.

This isn't a new story - when transistors arrived on the market, the valve manufacturers decided not to embrace the new technology and paid the price - they've all gone. You could argue the same has happened to Zavvi and the struggling HMV - they're suffering at the hands of newer business models. The tragedy for Kodak is they weren't blindsided by someone's innovation, they had the ball and gave it away.

To my mind, Apple is one of the few examples of a major business which had its niche (desktop computers), then rode a wave of innovation and ended up dominating the new markets of mobile computing and digital media. But that took the particularly twisted genius of a certain S Jobs Esq.

So what's the lesson for Green Business in general and clean tech in particular?

Well you can see the same thing happening in the energy market. A while ago Big Oil redefined themselves as Energy Companies, invested in renewables, messed about with them for a while, then ditched them and headed for the familiar grounds of oil and (fracking) gas. They appeared fearful of commercialising technologies which might 'cannibalise' their traditional business, but if they don't do it someone else will. BP's "Beyond Petroleum Generation" of bright young things are almost all working for cleantech start ups now. I'm sure most of them would want to crush their former employer in the energy marketplace.

The only thing that protects the traditional energy sector is the lack of true competition in the market, but, with the UK Government trying to break the near-monopoly of electricity producers and introducing the carbon floor price, those advantages might be starting to slip away. If I were a fossil fuel based company, the Kodak story would make me very worried indeed.

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18 January 2012

Enabling your customers to be more sustainable pt2

The BusinessGreen webcast on customer behaviour went really well on Monday. The recorded version will be online soon and I'll put the link in the comments below. I'm not going to summarise the sessions in detaiul here as you will be able to watch it, but instead I'll pull out some key messages from the participants.

Sophie Flak of hotel group Accor (Sofitel, Novotel, Formule1) emphasised the need to use facts rather than following the crowd or to "think twice before acting" as she put it.

Carmel McQuaid of Marks & Spencer emphasised that the green message must be fully integrated into mainstream marketing. So M&S uses the same models (Danii, Twiggy et al) for their green campaigns as their normal advertising - and they sync their "clear out days" to promote the recycling of clothes with their seasonal changes in stock.

My main point was to put yourself in the customers shoes. You need to make green behaviour as frictionless as possible while adding friction to the less green behaviour - exactly the same principle to promote green behaviour within your organisation.

We got some great questions, too.

One was about the message you use. All the panellists agreed that preaching was counterproductive. I suggested that humour was a good option, such as replacing the po-faced "Consider the environment before printing this e-mail" with a wittier version like "Printing this e-mail will make Al Gore cry."

Another was along the lines of "is greening products enough or do we not need a different type of economy?" My response was that it was already happening in certain areas - music, books, movies where people were increasingly buying the service rather than the equivalent physical artefact, but that in others it was difficult as  many people see a product such as a car as a sign of status - which is why many car clubs are targetting the second car rather than the first one.

The most worrying was about the 'cost downside' of doing all this. I was quite blunt and pointed out that study after study had shown that companies who took sustainability seriously were doing better in the downturn than average (acknowledging that cause and effect weren't completely clear).

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13 January 2012

Green Executive Book Launch Video

Here's the video of my book launch for The Green Executive back in June. Given the diverse audience, I focus on the lessons I learnt from the 18 Green Executives I interviewed for the book (people like stories).

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20 December 2011

A Festive Fifteen For You

After an incredibly hectic November and early December - I interacted with some 750 individuals over this time - things are finally winding down here at Terra Infirma Towers. This is the last full day of operation until the New Year.

So, here's a little reflection of the fifteen most important things I've learnt/had reaffirmed over the last 12 months:

  • Despite "the current economic climate", the big players are doing more on sustainability, not less;
  • Partially as a result, sustainability is becoming an issue of life and death for small/medium size businesses;
  • Expecting a direct return on investment on your environmental programmes is like driving on a motorway in second gear;
  • You should be 'farming' rather than 'hunting' sustainability;
  • There is a big shift from worrying about outputs (emissions, pollutants) to inputs (materials energy);
  • Learn from the Feed In Tariff hoohah - beware subsidies;
  • The main barrier to sustainability is only 6 inches wide - the space between your ears;
  • Culture change is more important than shiny new technology
  • Chip & Dan Heath's "Switch" model of culture change works well for sustainability;
  • Participation is an effective method of engagement;
  • To ensure sustainable change you must hunt down and eliminate perverse incentives with extreme prejudice;
  • If you're going to appoint sustainability champions, make sure they have a well defined role, not just vague words like "ambassador";
  • Questions are the most powerful weapon in the sustainability practitioner's armoury;
  • Responsibility must be aligned with authority and vice versa;
  • Sustainability must be integrated into everything, by everybody, everytime.

 

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16 December 2011

The Three Big Challenges of Green Business


If going green is a Herculean task in itself, it is one with three massive challenges, just like Cerberus the three headed dog (who looks a bit of a poodle in this classic woodcut, but never mind). Those three slavering jaws that could wreck your efforts are:

1. The Supply Chain

For most organisations, the supply chain is the biggest part of your carbon/ecological footprint. With complex, global chains, it is very hard to trace where materials and components come from. For example, huge number of big brands have black-listed paper giant APP for their destruction of rainforest, but the company hasn't gone bust, so it is almost certain its products are finding their way to the consumer through some circuitous route. Likewise if you want to develop greener products or install greener technologies, you will often find the supply chains are weak - low quality, high prices, low reliability. This will change over time as demand rises, but it is currently a serious brake on progress.

2. Company Culture

It is very telling that at least 80% of my work this year has involved engaging with clients' staff to get their buy-in to sustainability. Without that buy-in - from the boardroom table to the guy sweeping the yard - green programmes will stall. This is where real leadership and hard graft are required - it is not easy. (Don't forget to check out my guide to fostering green behaviour at work.)

3. Consumer Behaviour

Whether you are selling houses, kettles or washing powders, the biggest factor that will determine their environmental impact is how they are used by the consumer (or other end user). Proctor & Gamble may have developed Ariel Excel Gel (aka Tide Coldwater) which will wash clothes at 15°C, but all their work will be in vain if the consumers' dials drift back up to 40°C. A zero carbon house won't be a zero carbon house if the doors are left open in mid-winter with an electric fire blazing in every room. Persuading those people to buy your green product and then use it correctly is a function of marketing, product design and clever messaging.

Big challenges indeed - worthy of a true superhero. Hercules used strength, guile and determination to complete his tasks - virtues required of the successful green business leader, too.

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14 December 2011

Growing a sustainable economy at home

About 15 years ago I lived in Hanger Lane in West London. One weekend I was left unsupervised, so I tootled off on my bike to a hill I could see in the distance and looped back around home via a river. Suddenly a magical sight appeared before my eyes - a traditional shopping street with a butcher, a baker, no candlestick maker, alas, but the independent bookshop, fishmongers and deli more than made up for that. Not a chain store in sight. Wow!

I haven't been back to Pitshanger Lane (for that was the name of this retail Narnia) since, so I don't know how it has fared, but that's what I immediately thought of when I read The Portas Review on revitalising the highstreet by the eponymous TV retail guru Mary Portas.

The Review is part of the UK Government's attempt to get the economy going again, by getting people back into town centres. There's some good stuff in it too - all designed to open up the high streets to smaller, more specialist retailers.In my view, the very dominance of big retail on the highstreet has made it vulnerable to e-commerce - why trudge around identikit big sheds if you can find the same stuff online?

To me the world economy looks like one of those cheesy sci-fi movies where an alien disease threatens to wipe out mankind, but medical science is stumped for an answer. Robert Peston's brilliant The Party's Over: How the West Went Bust on BBC2 demonstrated that debt-fuelled consumerism and financial Ponzi schemes are unlikely to get us back to the boom of the mid 90s to the mid 00s. Added to this are determinedly high oil prices and rise wages in the countries to which we have outsourced much of our production, which makes cheap tat much less cheap than it once was.

So can we harness this situation as an opportunity? Can we use the perilous position of the highstreet as an opportunity, not just for a revival of small shops a la Portas, but as a revival of small scale, local, sustainable supply chains? The modern cottage industry can be high tech and lean, able to offer quality and uniqueness, selling products that people cherish, rather than the semi-disposable cheap rubbish of yore. Loops could be closed, creating local supplies of sustainable materials.

There is still space for big shed in my utopian vision, but as actual sheds - warehouses for e-commerce, reaping the sustainability benefits of this type of business and using the local "Post Office" points Portas suggests could store deliveries that come while you are out.

Who knows if it will work, but as in those sci-fi movies, the hero usually just tries lots of stuff before he stumbles on what saves the day.

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12 December 2011

Musings on Durban

So something has finally been agreed. Governments have agreed to make an agreement by 2015 which will come into force by 2020. Ministers are jubilant. Pressure groups say it is not enough. Plus ça change!

Here's my thoughts:

  • Global agreements will always suffer from a degree of lowest common denominator - keeping Washington, Beijing, Brussels and New Delhi happy is an almost impossible task;
  • Agreements, agreements under negotiation, or lack of agreements should not be seen as an excuse for lack of domestic action (are you listening George O?);
  • That doesn't just go for Governments - there's nothing to stop organisations and individuals acting either;
  • The main purpose of international agreements should be to put a brake on 'carbon leakage' (ie migration of 'dirty' industries) from one country with high standards to one with lower standards - this is the only risk of a country going it alone;
  • Governments are best placed to decarbonise through the markets - particularly using their own colossal buying power. If you want industry's attention, make low carbon a prerequisite of doing business - you then stimulate innovation and cut emissions;
  • Business is better placed to cut carbon than Government. If captains of industry decide they will, say, go zero carbon, you will see a lot of change happen very quickly - they don't have to worry what the Daily Moan will say about it. Supply chains are global, so one big buyer in the West can affect emissions around the world.

So I am neither excited nor depressed by the news from Durban. Those of us working to cut emissions will just keep on doing so!

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2 December 2011

A Green Business is not a Charity

Here's the latest in my Green Business Confidential podcast series. It's called "A Green Business is not a Charity" which is one of the most important rules I have learnt in my business.

Audio MP3

Or, you can download it here and listen on your MP3 player:

GBC11 A Green Business Is Not A Charity

You can get the whole podcast series here or subscribe on iTunes.

Play

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11 November 2011

I Need YOUR Pearls of Wisdom

The last two Christmases I have published "Pearls of Wisdom" - short compendia of wise words on CSR/green business/corporate responsibility compiled from contributors to The Green Executive. I intend to do the same this year but, in lieu of the book interviews, would like to crowd source some contributions.

What I need are 1 or 2, maximum 3 sentences giving a real insight for readers - no platitudes or clichés, please. Feel free to submit extracts from your wisdom published elsewhere as long as you own the copyright. Contributors who make the cut will see their wise words in a pdf document similar to previous years (see 2009 and 2010 as examples), along with their name, organisation and URL. Editor's decision is final (power goes to my head).

So, clever people, get your thinking caps on and e-mail your entries here before 30 November.

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4 November 2011

Sustainability in Broadcasting @ the BBC

I spent yesterday at the BBC's Productions That Don't Cost the Earth seminar. My role was to run a workshop to train the Beeb's sustainability reps in culture change techniques. The session went very well - it generated about a hundred ideas in a 25 minute exercise (out of a 60 minute workshop), driven by the impressive knowledge and enthusiasm of the attendees.

But, as well as the 'work' element, I thoroughly enjoyed the plenary sessions which were open to production staff from across the industry. This is a sector in which I have little previous experience, so I learnt a great deal. The BBC has done a lot of work on behalf of the whole industry, most notably developing "Albert", a carbon footprinting tool for broadcasters which is now hosted by BAFTA. The reason why it is called Albert is the source of much debate and conjecture...

The keynote speech was given by yachtswoman/sustainability campaigner Dame Ellen MacArthur. My sailing experience is limited to the occasional jaunt around Strangford Lough as a boy, so the tales of derring do in her various solo around the world triumphs had me on the edge of my seat. One thing I could relate to was her evoking the glorious feeling when the wind first catches the sails and tugs, then you are off, skimming along the surface, working with nature.

Dame Ellen has now given up professional sailing to run the Ellen MacArthur Foundation which promotes the design of products for a circular economy. As you can imagine for someone who has spent a huge chunk of her life racing solo around the world for months without catching a glimpse of her competitors, when she sets her mind to something, she really goes for it. I was extremely impressed by both her passion and her depth of understanding.

Here are a few things I picked up from the rest of the plenary sessions:

  • In TV, 20% of the carbon footprint is in production, 80% is from the rest of us watching at home with all our widescreen TVs and set top boxes (remarkably similar to the manufacture/use ratio of, say, a car);
  • The production itself (cameras, set lighting etc) is a small part of that 20% - the bulk of the BBC's carbon footprint is in office accommodation and travel;
  • Albert means the industry has a standard footprinting methodology, so different broadcasters can compare their performance directly (some other sectors such as fast moving consumer goods are also working to do this);
  • The BBC is striving to rationalise overseas filming, so when Liz Bonnin went to Hawaii to present from the observatories there for Stargazing Live, she hung on to do a piece on volcanos for Bang Goes the Theory, rather than flying two different presenters and crews to the same location;
  • Not to be outdone, Sky has just moved into the most energy efficient broadcasting building in Europe (25% less energy than before), they're recycling 66% of their waste (with the aim of zero waste next year) and they're working to reduce the energy consumption of their set top boxes;
  • One of the challenges for the industry is that a huge number of production staff are now freelancers which means it is more difficult to embed a culture of sustainability;
  • On the other hand, the nature of the industry is that people are fiercely driven, intelligent and creative, which makes communicating sustainability easier.

And that last point concisely sums up my feelings about the day - the delegates and speakers had that blend of passion, intelligence and creativity that finding and delivering sustainability solutions requires. Inspiring.

Image source: http://www.ellenmacarthur.com/

 

 

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31 October 2011

The quickest way to kill your green business


What's the worst mistake you can make when greening your business? The fastest way to bring it to a grinding halt? Kill it for good?

Answer: make your customers take the pain.

Only a small minority of customers will compromise on the quality or price of your product or service in return for green credentials. Most will expect to to deliver on performance, price AND planet. If you can't do all three, they'll find someone who can.

So, if you can't do all three, go back to the drawing board. A dead green business helps no-one.

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19 October 2011

Build your own green supply chain

One of the key green business challenges is the supply chain. For most businesses 60%+ of their carbon footprint lies in their suppliers. We have now gone way beyond the days of drawing the limit of responsibility around the factory fence - true green businesses have to address the whole supply chain.

But herein lies the challenge. Current supply chains are set up for conventional products and "green" supply chains tend to be weak - single suppliers, hobbyists masquerading as businesspeople, low capacity, high price. If you want to truly transform your business, simply choosing the marginally greener of the available conventional suppliers is not going to get you very far.

The answer is: build the supply chain you need. Easy to say, difficult to do, but here are some ideas taken from contributors to The Green Executive:

• Collaborate to boost demand: Royal Mail claim to have brought commercial hydrogen vans forward by a decade by collaborating with other European postal services;

• Create volume: Marks & Spencer wanted high grade recycled polyester in their school uniforms, but it was expensive due to low volumes. They found by purchasing low grade recycled fibre in bulk for cushion stuffing, they could bring down the price of the high grade material;

• Work with suppliers: go in and help key suppliers provide a better product and service. if you have to, invest in them and beat them into shape;

• Invest in R&D: collaborate with researchers to develop better green solutions;

• Play conventional suppliers off against each other to get the product or service you need;

• Copy InterfaceFLOR who realised that the most sustainable raw material for making new carpets was using old carpets. Can your products become your raw materials?

None of these are simple and many require you to have substantial purchasing power and or investment resources. But building a green supply chain can be, and has been, done.

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12 October 2011

The Price of Doing Nothing


So why bother? There's a recession on, times are tight, people are cautious. Why not sit it out and deal with all this green stuff when things get better? Or never?

Well, if your competitors decide to go green they will:

  • Spend less on compliance;
  • Cut the risk of prosecution with attendant legal costs, potential fines and PR fall out;
  • Cut their energy, waste, water and raw material costs;
  • Recruit better staff and retain them for longer;
  • Source more sustainable supplies of raw material;
  • Win more contracts;
  • Retain more existing customers.

They'd be mad not to wouldn't they?

And if you think I'm just being flippant, I recently came across a case where a medium-size company lost 60% of their business overnight when their biggest customer decided they weren't taking green issues seriously enough.

That's no joke.

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10 October 2011

Richard Branson (and me): fossil fuel is fuelling the recession


Sir Richard Branson said something very interesting this week. Speaking at the Slowlife Symposium in the Maldives (above, and no, I wasn't there, unfortunately), he said:

“If we don’t have alternative fuels we are going to have the mother of all recessions.”

This is music to my ears as a. I believe our unsustainability is a major contributing factor to the ongoing global economic slump and b. many, many more people will listen to SRB than me.

In my view, the modern economic system was built on cheap debt and cheap energy - both of which have come to a rather sudden end. The first is much debated in the press, mainly because it was the debt bubble bursting that triggered the current situation. However, despite much arm waving from the prestigious International Energy Agency and others, few people are talking about the second.

The economy has stalled because of lack of demand. Look at the pressures on households - yes many have sadly lost their jobs - but everyone is being hit by rocketing domestic energy prices, road fuel prices, food prices - and we wonder why people are not spending? We need to cut those bills to get the economy going again which will mean improving efficiency and finding alternative energy sources to replace expensive oil.

Flipping into positive thinking mode, we might be able to kill two birds with one stone. By going hard on renewable energy and energy efficiency we can mitigate those rising energy prices and generate new jobs and green business opportunities. As Branson said, it's the "biggest entrepreneurial opportunity of our lifetime."

There has been much debate about whether we can decouple economic growth and carbon emissions, but I'm increasingly convinced we will be forced to do so one way or another. Let's make it the good way.

Photo and Branson quotes courtesy of thisismission.com

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3 October 2011

Exclusive: Chris Huhne on the Green Energy Economy

Last Thursday UK Energy & Climate Change Secretary Chris Huhne MP spoke at an event on the Green Energy Economy organised by Newcastle Liberal Democrats (full disclosure: I'm a party member and councillor). Compared the the usual shallow platitudes that MPs of all persuasions trot out about the green economy, Huhne gave the audience a pretty heavyweight discourse - maybe a bit too technocratic at times for parts of the audience - on the current state of play, what the Government is trying to achieve, and how it is trying to achieve it.

Huhne is an economist by background, and the really interesting part of the speech for me was his opinions how countries get out of economic slumps. He argued that it was never the prevalent industry of the time that got the economy going again, but fast growing emerging sectors - such as the motor industry in the 30s taking over from heavy engineering. The green sector is one of the fastest growing at present, so that's why the low carbon economy is one of the main thrusts of the Government's growth strategy.

On his energy sector reforms, he argued that, while consumers would find a 7% increase on the cost of each unit of energy consumed, once you factor in energy efficiency measures such as the Green Deal, the average bill should go down. This fact was, he said, being deliberately ignored by sensationalist elements in the press.

For a heavyweight speech, we had an appropriately heavyweight audience with at least two University Profs, a clutch of top businessmen from the region and quite a few students taking sustainability-related courses. Unsurprisingly, the questions were excellent - here's a summary of them along with Huhne's answers (both paraphrased - any errors are mine):

Q1. When you implemented the previous Government's Feed-in Tariff scheme, why did you cap the amount of tariff available and the size of the installation.

A: In the time between the previous Govt designing the scheme and it coming on line, the cost of solar panels in particular has fallen. The profit margin would have been excessive given that ordinary consumers are footing the bill, in fact a 'dash for solar' could have caused significant economic hardship to people who are already feeling the squeeze. So [Huhne] had to scale the FiT back to give a good, but not excessive, return and cap the total to protect the consumer. The department is currently working on a more intelligent system which would track technology costs automatically.

 Q2: Industry doesn't feel the Govt is sending out a consistent message and won't act until it hears one.

A: Everything in the coalition agreement on the environment has either been implemented or is well on the way, plus the renewable heat initiative which wasn't in it. While some policies have had to evolve, such as FiTs, there has been no inconsistency of purpose, despite what you may read in the press.

Q3: Subsidies for biomass energy could kill off the panel board industry which relies on a source of clean recovered wood.

A: There is plenty of biomass available, but the supply chains are weak. The answer is to develop the supply chains, rather than scale back biomass energy.

Q4: All these technologies require a huge amount of public subsidy - is this sustainable?

A: Public subsidy is required when a technology is immature. Costs are falling fast eg cost of solar is dropping by 6% year on year - so the cost differential relative to other forms of energy will soon disappear. We need more onshore wind as that is the most cost-effective and [Huhne] thinks the turbines are beautiful (Huhne cracks joke about having been booed at other events for saying that [and he consequently took flak in the local press]).

Q5: Are you squeezing out energy intensive industries like steel and aluminium?

A: Nobody wants these industries to simply disappear overseas as there would be no ecological benefit - and we need steel in particular to build more wind turbines. [Huhne] and Business Secretary Vince Cable are currently putting together a strategy for such industries.

 

Overall, Huhne was very well received and it was great to hear both the Government view directly and his response to tough expert questions, as opposed to his message being 'filtered' through an often cynical media (whether pro- or anti-green).

Picture courtesy of Tracy Connell

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