The first Meeting of the Parties to the Kyoto Protocol (MOP 1) took place from 28 November to 10 December 2005 in Montreal, in conjunction with the eleventh meeting of the Conference of the Parties to the Framework Convention on Climate Change (COP 11). This meeting signifies a successful start into a new era of international climate policy: The Kyoto Protocol, which in the past had been sometimes declared as being dead, has become operational.
The challenges of the meeting were framed along the "Three Is", Implementation, Improvement and Innovation. The first challenge (Implementation) entailed in particular the adoption of the Marrakesh Accords, the agreements reached at COP 7 in Marrakesh that set out the detailed rules for making the Kyoto Protocol operational. The second challenge (Improvement) referred to improving the work of the Framework Convention and the Kyoto Protocol in the near future. The third and most important challenge (Innovation) referred to the further evolution of the regime.
This article by Bettina Wittneben, Wolfgang Sterk, Hermann E. Ott und Bernd Brouns provides an account of the main developments in Montreal along the lines of the "Three Is". The paper concludes with an assessment and outlook on international climate policy.
After two weeks of negotiations, climate diplomats completed the implementation of the Protocol, refined some of its instruments for implementation and agreed on processes for moving forward beyond the first Kyoto commitment period. The report by the Wuppertal Institute provides an overview and assessment of the agreements reached in Montreal.
The United Nations climate change conference in Nairobi came at the end of a year where public awareness of climate change had reached unprecedented heights. Nonetheless, the conference proceeded with its usual diplomatic ritual, apparently unaffected by time pressure. While it did see some progress on important issues for developing countries such as the Adaptation Fund, the Nairobi Work Programme on Impacts, Vulnerability, and Adaptation to Climate Change, and the Clean Development Mechanism (CDM), on questions regarding the future of the regime it proved to be at best a confidence-building session that served to hear further views. More serious work on the future of the regime must therefore be expected of the next Conferences of the Parties.
This article by Wolfgang Sterk, Hermann E. Ott, Rie Watanabe and Bettina Wittneben summarises the results of the conference.
Purpose - This paper sets out to tackle the issue of climate change from a business perspective. It seeks to discuss why it is important to take climate change considerations into account in business decisions, how this can be done and what further action is required from managers and business scholars.
Design/methodology/approach - The paper describes ways of reducing emissions and adapting to climate change that can be implemented by any business. As an illustration, the proposed climate strategy of a large European utility company, RWE, is provided.
Findings - There are numerous ways to reduce emissions within business operations, along the supply chain and surrounding product usage and disposal. Climate-proofing operations is also becoming increasingly pertinent to businesses.
Research limitations/implications - New ways have to be found yet in order to take emission reductions to a more ambitious level by altering patterns of production and consumption.
Practical implications - The paper discusses how businesses can reduce their carbon footprint and anticipate changes in the physical and political environment related to climate change.
Originality/value - The paper is of value to managers who, today, are expected not only to reduce emissions from operations, but also to gain an awareness of the physical, political and social risks stemming from the impacts of climate change.
German electricity giants have recently taken high-level decisions to remove selected fossil fuel operations from their company portfolio. This new corporate strategy could be seen as a direct response to the growing global influence of the fossil fuel divestment campaign. In this paper we ask whether the divestment movement currently exerts significant influence on decision-making at the top four German energy giants - E.On, RWE, Vattenfall and EnBW. We find that this is not yet the case. After describing the trajectory of the global fossil fuel divestment campaign, we outline four alternative influences on corporate strategy that, currently, are having a greater impact than the divestment movement on Germany's power sector. In time, however, clear political decisions and strong civil support may increase the significance of climate change concerns in the strategic management of the German electricity giants.