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How did REDD+ start? Sir Michael Somare, Prime Minister of Papua New Guinea (PNG),
approached Conrad. Somare explained to Conrad that the World Bank will give PNG
money to keep its rainforest, and that he wanted to keep it, but it made far more money to
destroy it. With this assignment, Conrad soon learned about the Kyoto Protocol, which
provided offsets. However these offsets were not counted for developing countries! This
gave birth to REDD+ and the Coalition of Rainforest Nations, and the speech below
explains the full story in a very nice, simple manner.
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A number of posts concentrate on the REDD+ gala, check out Jane Goodall's speech, and
Kevin Conrad on leadership in environmental issues.
REDD + Alert
CIMG1415Climate change is a global problem effecting every individual from every nation,
yet there seems to be no sense of solidarity within the COP itself. As I stated in my first
report for COP15, I felt that side events hosted by NGOs had no correlation to the actual
UN negotiations, ignoring work done on ground level and separating those with great
expert knowledge from 'leaders' from both developed, developing and least developed
countries from engaging in true dialogue. Wasn't the whole point of COP15 was to agree
on an agreement upon a global discussion? Even party delegates are limited in entering
the plenary consultations. UK MP Ed Miliband, Archbishop Desmond Tutu, Governor of
California Arnold Schwarzenegger all urged that world leaders are not left to their own
device in punching out an agreement. Nonetheless, this exactly what is happening here.
COP15 President, Connie Hedegaard had stated earlier that negotiations could not be
done without civil society participants but we are being ushered back to our designated
countries!
Having spoken to part delegates, it is a dismay to hear how slowly negotiation rounds have
been. A delegate from Zambia was ashamed to say that no progress had been made
yesterday and were forced to 'catch up' this morning. The feeling within the Bella Centre is
that of anger, doom and gloom, and I am saddened that I will be leaving Copenhagen with
such negative feelings. I only hope that developed industrialised nations lift their sleeves
and finally act responsibly...should I hold my breath?
Having spoken to part delegates, it is a dismay to hear how slowly negotiation rounds have
been. A delegate from Zambia was ashamed to say that no progress had been made
yesterday and were forced to 'catch up' this morning. The feeling within the Bella Centre is
that of anger, doom and gloom, and I am saddened that I will be leaving Copenhagen with
such negative feelings. I only hope that developed industrialised nations lift their sleeves
and finally act responsibly...should I hold my breath?
Elopak is one of Norway’s largest companies, predominantly in the liquid food packaging
industry. It has 3,000 staff and distributes more than 12 billion packages with a turnover of
€600 million.
The partnership of Elopak and WWF Climate Savers formed in March 2009. It was
stimulated from the incoming CEO who had environmental issues high on this agenda, but
lacked the know-how for implementation. The partnership with WWF Climate Savers
facilitated this.
Elopak organized a company-wide footprint audit to find out the company’s total emissions
and the areas that were polluting the most. It turned out the emissions were 65,000 CO2
tons for 2008, 66% of which came from the raw materials for coating and converting the
cartons.
With the audit results in mind, a target of 15% reduction on 2008 levels by 2011 was made.
It was a quick and ambitious goal, so the company needed to move fast.
Achieving the internal buy-in
The first hurdle was to win over the skepticism of top management. This was easy to
achieve for some, but some had to be won over on the balance sheet, shareholders view
point. By making it clear that costs would be reduced from decreased electricity usage,
top management was won over.
“No turning back”
Elopak purposely designed the strategy such that early into the strategy roll-out it would be
dangerous to turn back. Firstly, it used the goals in its sales pitch:
We have an obligation to achieve our target, because we went to our customers saying:
“We’re going to reduce our emissions by 15%; so what are you doing on your side, Mr.
Customer?”
This example illustrates a company just starting out in its energy efficiency quest. By
October 2009 it had already reduced by 5%, but had done so picking the low hanging fruit.
The challenge for Elopak is the next phase: the capital intensive projects. I suggest they
talk to Johnson & Johnson.
Элопак представляет собой одну из крупнейших компании, главным образом
занимающихся упаковкой пищевых напитков. Она насчитывает 3.000 рабочих и
распродает более 12 млн упаковок с оборотом в 600 млн евро.