Environmental ManagementCase Presentation

Submitted by:Group 10

Introduction

Objective : Putting environmental issues at the forefront of society

Independent organization

8 Campaign areas

Entered G8 Meeting of 2007 in Germany

• Slogan of act now• Aimed at forcing policy change• Quantifiable climate change targets

GREENPEACE: Core Values“Bear Witness” to environmental destruction

in a peaceful and non-violent manner Non-violent confrontation to raise level and

quality of public debateIn their mission of exposing threats to

environment and finding environmentally sound solutions they have no permanent allies or adversaries

Financial IndependenceThey seek solutions for, and promote open,

informed debate about society’s environmental choices

Campaigns

Stop Climate Change

Protecting Ancient Forests

Saving Oceans

Stopping Whaling

Saying no to genetic

engineering

Stopping nuclear threat

Eliminating toxic chemicals

Encouraging sustainable

trade

The Beginning…1969 - US Government scheduled 1 MT nuclear bomb detonation in Amchitka Island

Activists protested – “Don’t make a wave” movement as detonation led •Earthquake of richter 6.9•Geysers, Lake drainage •Death of thousands of fish, birds, etc

1971 - follow up with a 5 MT test in same location

Formed Committee - 12 person crew for voyage to detonation site

Sail a 66 foot fishing boat – “Greenpeace”

1973 - Green Peace Whale Show

1975 - Great Whale Conspiracy Campaign - “media mindbomb”

Protest against killing of harp seals by Canadian and Norwegian commercial fleet

1978 - 2 members arrested, legal battle in European courts. Killing of baby seals outlawed in 1987

Protested against Icelandic whalers and UK dumping of nuclear waste in the Atlantic Ocean

International Eco-Powerhouse

European Commission bans

the import of baby seal furs in

1982

London dumping convention

ceased dumping of nuclear waste

in the Atlantic Ocean in 1983

Rainbow Warrior bombed and sunk by French Secret

Service

Membership and revenues

increased from 1.4 m and $24m in 1985 to 3.3m and $100m in

1989.

Creative tacticsDressing up in Penguin suits in Paris to protest against building an airport in Antarctica, clinging to front of US warships to protest nuclear warheads etc.

Management & Organization Structure

Chairman

Communications Director

Program Director

Issues Director

Operations Director

Fundraising & Development

Director

Organization Director

Executive Director

Kumi Naidoo2009 - Present

Lalita Ramdas2007 - Present

Among the founding members that

brought Greenpeace to India, Ramdas was

collectively nominated for Nobel Peace Prize in 2005

The first African to head the

organization, Naidoo has

previously led global campaigns

to end poverty and protect human

rights

Presence in 41 countries

27 National and

Regional Offices

Greenpeace Internationa

l

Issues and ReformMiscalculation of oil dumped by Shell UK and subsequent

apology

Reduction of support due to fear of job losses in industries

Change in strategy by the executive director Thilo Bode

Direct Action and Fund Raising

Closing down 28 Esso Petrol Pumps in Luxembourg peacefully

Core Activities – Campaigns for issues that was a threat to biodiversity and environmentConfronting or coordinating with governments and businesses directly and force them to changeDeveloped a ten point Accountability Charter for international NGO’s with major NGO

Salient Features

Completely autonomous No donations from governments,

businesses and multinationals Minimum $10 donations Sensitizing through ads and

newsletters and ‘door to door fund raising

Funds and donations remain the major source of income

Save the Whales Campaign – Along with WWF

Against Swiss Aluminum Company Alusuisse’s for dumping harmful waste

GREENPEACE - GOVERNANCESeven Board of Directors led by Lalita Ramdas

Senior management had 6 directors (Ex. 6) with Gerd Leopold as Executive Director

FUNCTIONS

• Audit and approve financial statements• Ratify new campaigns and offices • Approve decisions in AGM & voting status• Grant right to trademark

GREENPEACE AS OF 2007Core values unchanged

Trademark licensed to 27 offices in 41 countries

TRANSNATIONAL Hub and Spoke model of

operations

Incremental Contribution System

Autonomous Functioning of regional/national

offices

Victories of GREENPEACE

Apple – A Green Leader after it phases out toxic chemicals in its product line

Closing down of coal burning power plant Marsden in NZ

H&M, Adidas, Nike and Puma have committed to eliminate discharges of hazardous chemicals from across their entire supply chains, and their entire product life-cycle by 2020

Exposing corruption in whale trade in Japan

Nestlé agrees to stop purchasing palm-oil from sources which destroy Indonesian rainforests

Indian computer manufacturer Wipro announces the launch of a new PVC and BFR-free computer

Greenpeace Impacts- The year 2011

December 2011: Facebook 'friends' renewable energyMove away from coal. Sitting policy that prefers access to clean, renewable energy supply for its future data centres

October 2011: Mattel Toy PackagingNot at costs of rainforests and tiger habitat. New commitments : Instructed suppliers to avoid wood fibre from controversial sources. increase the amount of recycled paper . boost the use of wood products certified by the Forest Stewardship Council (FSC)

September 2011: H&M, Adidas, Nike and PumaCommitted to eliminate discharges of hazardous chemicals from across their entire supply chains, and their entire product life-cycle by 2020

March 2011: Princes, a leading tinned tuna brand, Realized canning ocean destruction is unacceptable. Company plans to change procurement of tuna. after receiving over 80,000 emails from Greenpeace supporters, Princes said it will no longer rely on indiscriminate and destructive fishing methods

What has Greenpeace done right?

Strong alliances with several likeminded global organizations• WWF• Amnesty• Transparency

International

Expanded focus beyond just immediate environmental issues• Linked it to public probity,

accountability of government and body corporate, and transparency

Transparent funding mechanisms,

governance and organizational

hierarchies

What has gone wrong?Costs have

escalated beyond current funding

cashflows

Unwieldy financing

structures across multiple

geographies and organizational

levels

Flat membership numbers over

the last 4 years (2002-2006)

Too many campaigns? – Is

the focus thinning out?

Limited breadth and depth of

reach in Africa

Greenpeacing into the futureInnovative funding sources

Crowdfunding

Expand scope of scientific researchBuild credibility in research activities and outputIncrease budgetary support for R&D and frugal

innovation in emerging economiesImproved collaboration with corporates to tap

into their R&D resource pool

Narrow down scope of campaignsPrioritize and focus on issues more relevant to

emerging economies

THANK YOU