“Predatory delay” – how the fossil fuel industries created and maintained climate change denialism

The strategy of muddling the public’s impression of climate science has proved to be highly effective. In 2017, polls found that almost ninety per cent of Americans did not know that there was a scientific consensus on global warming.

What is certain is that the industry’s campaign cost us the efforts of the human generation that might have made the crucial difference in the climate fight

How Extreme Weather Is Shrinking the Planet, New Yorker, by Bill McKibben November 18, 2018  “………The climatologist James Hansen testified before Congress about the dangers of human-caused climate change thirty years ago. Since then, carbon emissions have increased with each year except 2009 (the height of the global recession) and the newest data show that 2018 will set another record. Simple inertia and the human tendency to prioritize short-term gains have played a role, but the fossil-fuel industry’s contribution has been by far the most damaging. Alex Steffen, an environmental writer, coined the term “predatory delay” to describe “the blocking or slowing of needed change, in order to make money off unsustainable, unjust systems in the meantime.” The behavior of the oil companies, which have pulled off perhaps the most consequential deception in mankind’s history, is a prime example.

As journalists at InsideClimate News and the Los Angeles Times have revealed since 2015, Exxon, the world’s largest oil company, understood that its product was contributing to climate change a decade before Hansen testified. In July, 1977, James F. Black, one of Exxon’s senior scientists, addressed many of the company’s top leaders in New York, explaining the earliest research on the greenhouse effect. “There is general scientific agreement that the most likely manner in which mankind is influencing the global climate is through carbon-dioxide release from the burning of fossil fuels,” he said, according to a written version of the speech which was later recorded, and which was obtained by InsideClimate News. In 1978, speaking to the company’s executives, Black estimated that a doubling of the carbon-dioxide concentration in the atmosphere would increase average global temperatures by between two and three degrees Celsius (5.4 degrees Fahrenheit), and as much as ten degrees Celsius (eighteen degrees Fahrenheit) at the poles.

Exxon spent millions of dollars researching the problem. It outfitted an oil tanker, the Esso Atlantic, with CO2 detectors to measure how fast the oceans could absorb excess carbon, and hired mathematicians to build sophisticated climate models. By 1982, they had concluded that even the company’s earlier estimates were probably too low. In a private corporate primer, they wrote that heading off global warming and “potentially catastrophic events” would “require major reductions in fossil fuel combustion.”

An investigation by the L.A. Times revealed that Exxon executives took these warnings seriously. Ken Croasdale, a senior researcher for the company’s Canadian subsidiary, led a team that investigated the positive and negative effects of warming on Exxon’s Arctic operations. In 1991, he found that greenhouse gases were rising due to the burning of fossil fuels. “Nobody disputes this fact,” he said. The following year, he wrote that “global warming can only help lower exploration and development costs” in the Beaufort Sea. Drilling season in the Arctic, he correctly predicted, would increase from two months to as many as five months. At the same time, he said, the rise in the sea level could threaten onshore infrastructure and create bigger waves that would damage offshore drilling structures. Thawing permafrost could make the earth buckle and slide under buildings and pipelines. As a result of these findings, Exxon and other major oil companies began laying plans to move into the Arctic, and started to build their new drilling platforms with higher decks, to compensate for the anticipated rises in sea level.

The implications of the exposés were startling. Not only did Exxon and other companies know that scientists like Hansen were right; they used his nasaclimate models to figure out how low their drilling costs in the Arctic would eventually fall. Had Exxon and its peers passed on what they knew to the public, geological history would look very different today. The problem of climate change would not be solved, but the crisis would, most likely, now be receding. In 1989, an international ban on chlorine-containing man-made chemicals that had been eroding the earth’s ozone layer went into effect. Last month, researchers reported that the ozone layer was on track to fully heal by 2060. But that was a relatively easy fight, because the chemicals in question were not central to the world’s economy, and the manufacturers had readily available substitutes to sell. In the case of global warming, the culprit is fossil fuel, the most lucrative commodity on earth, and so the companies responsible took a different tack.

A document uncovered by the L.A. Times showed that, a month after Hansen’s testimony, in 1988, an unnamed Exxon “public affairs manager” issued an internal memo recommending that the company “emphasize the uncertainty” in the scientific data about climate change. Within a few years, Exxon, Chevron, Shell, Amoco, and others had joined the Global Climate Coalition, “to coordinate business participation in the international policy debate” on global warming. The G.C.C. coördinated with the National Coal Association and the American Petroleum Institute on a campaign, via letters and telephone calls, to prevent a tax on fossil fuels, and produced a video in which the agency insisted that more carbon dioxide would “end world hunger” by promoting plant growth. With such efforts, it ginned up opposition to the Kyoto Protocol, the first global initiative to address climate change.

In October, 1997, two months before the Kyoto meeting, Lee Raymond, Exxon’s president and C.E.O., who had overseen the science department that in the nineteen-eighties produced the findings about climate change, gave a speech in Beijing to the World Petroleum Congress, in which he maintained that the earth was actually cooling. The idea that cutting fossil-fuel emissions could have an effect on the climate, he said, defied common sense. “It is highly unlikely that the temperature in the middle of the next century will be affected whether policies are enacted now, or twenty years from now,” he went on. Exxon’s own scientists had already shown each of these premises to be wrong.

On a December morning in 1997 at the Kyoto Convention Center, after a long night of negotiation, the developed nations reached a tentative accord on climate change. Exhausted delegates lay slumped on couches in the corridor, or on the floor in their suits, but most of them were grinning. Imperfect and limited though the agreement was, it seemed that momentum had gathered behind fighting climate change. But as I watched the delegates cheering and clapping, an American lobbyist, who had been coördinating much of the opposition to the accord, turned to me and said, “I can’t wait to get back to Washington, where we’ve got this under control.”

He was right. On January 29, 2001, nine days after George W. Bush was inaugurated, Lee Raymond visited his old friend Vice-President Dick Cheney, who had just stepped down as the C.E.O. of the oil-drilling giant Halliburton. Cheney helped persuade Bush to abandon his campaign promise to treat carbon dioxide as a pollutant. Within the year, Frank Luntz, a Republican consultant for Bush, had produced an internal memo that made a doctrine of the strategy that the G.C.C. had hit on a decade earlier. “Voters believe that there is no consensus about global warming within the scientific community,” Luntz wrote in the memo, which was obtained by the Environmental Working Group, a Washington-based organization. “Should the public come to believe that the scientific issues are settled, their views about global warming will change accordingly. Therefore, you need to continue to make the lack of scientific certainty a primary issue in the debate.”

The strategy of muddling the public’s impression of climate science has proved to be highly effective. In 2017, polls found that almost ninety per cent of Americans did not know that there was a scientific consensus on global warming. Raymond retired in 2006, after the company posted the biggest corporate profits in history, and his final annual salary was four hundred million dollars. His successor, Rex Tillerson, signed a five-hundred-billion-dollar deal to explore for oil in the rapidly thawing Russian Arctic, and in 2012 was awarded the Russian Order of Friendship. In 2016, Tillerson, at his last shareholder meeting before he briefly joined the Trump Administration as Secretary of State, said, “The world is going to have to continue using fossil fuels, whether they like it or not.”

It’s by no means clear whether Exxon’s deception and obfuscation are illegal. The company has long maintained that it “has tracked the scientific consensus on climate change, and its research on the issue has been published in publicly available peer-reviewed journals.” The First Amendment preserves one’s right to lie, although, in October, New York State Attorney General Barbara D. Underwood filed suit against Exxon for lying to investors, which is a crime. What is certain is that the industry’s campaign cost us the efforts of the human generation that might have made the crucial difference in the climate fight.…..https://www.newyorker.com/magazine/2018/11/26/how-extreme-weather-is-shrinking-the-planet?mbid=nl_Daily%20111718&CNDID=53818310&utm_source=nl&utm_medium=email&utm_campaign=Daily%20111718&utm_content=&utm_brand=tny&utm_mailing=Daily%20111718&hasha=8c9f4

November 19, 2018 - Posted by Christina Macpherson | General News