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Image: Tina Tiller
Image: Tina Tiller

OPINIONBusinessOctober 11, 2022

Why is Coca-Cola sponsoring the UN climate change convention?

Image: Tina Tiller
Image: Tina Tiller

One of the world’s top polluters has been announced as the sponsor for Cop27. Is it a sign the company is finally taking the climate crisis seriously, or some kind of joke?

It’s either madness or genius for the United Nations Framework Convention on Climate Change (UNFCCC) to announce the world’s largest fossil fuel plastic polluter as its sponsor for Cop27.

Unless this is a spectacular stunt to foreshadow Coca-Cola’s commitment to eradicate the three million metric tons of plastic packaging it spews into our oceans or reduce its annual carbon footprint of 5.49 million metric tons of greenhouse gas emissions to become net positive, it must be a joke.

Surely the realisation we are living on borrowed time, and every gram of carbon and plastic making its way into our atmosphere and oceans is poison, has reached The Coca-Cola Company boardroom?

OK, we can’t expect perfection (full disclosure: I own shares in a soft drinks company called Karma Drinks, and I’m writing this on a plane). But a hint of humility acknowledging that they, being a big part of the problem, can offer a significant solution would go a long way.



The world doesn’t need fizzy drinks, nevertheless we love them. We drink over 1.9 billion Coca-Cola company branded drinks a day. Why not make that a good thing? We’ll happily show them how it’s done – that’s what we do!

Cop invites sponsors who represent the best of business on climate change and the environment. “Leaders in their industry, driving positive change and innovation towards a lower carbon world.”

As recently as January 2020, Coca-Cola’s head of sustainability, Bea Perez, confirmed at Davos that the brand would not ditch single-use plastic bottles because people “still want them”. WTAF!

At the same World Economic Forum Conference, the year before, David Attenborough addressed Davos on behalf of every living thing on the planet and said we need to get on with the practical task at hand, which clearly means “stop bullshitting each other”.

“If people can truly understand what is at stake, I believe they will give permission to business and governments to get on with the practical solutions.

And as a species we are expert problem-solvers. But we haven’t yet applied ourselves to this problem with the focus it requires.

We can create a world with clean air and water, unlimited energy, and fish stocks that will sustain us well into the future.

But to do that we need a plan.”

Sir David Attenborough at the World Economic Forum 2019

Coca-Cola is one of the world’s top polluters, embroiled in water scandals, human rights abuses and plastic pollution. Placing them at the heart of the Cop27 climate summit undermines the intentions of the conference from day one.

If they think consumers are encouraging them to destroy the planet, we should probably speak up about it, and make some constructive suggestions.

If multinationals like Coca-Cola were serious about combating the climate crisis and plastic pollution, what could they do?

“Cutting plastic production and ending single-use plastic is in line with the goal of keeping global warming below 1.5 degrees. If Coca-Cola really wants to solve the plastic and climate crisis, it needs to turn off its plastics tap. Ending Coca-Cola’s addiction to single-use plastic is an important part of moving away from fossil fuels, protecting communities, and combating climate change.”

John Hocevar, Greenpeace oceans campaign director

Coca-Cola produces 120 billion throwaway plastic bottles a year – and 99% of plastics are made from fossil fuels. These are the two major problems to solve: plastic pollution and carbon emissions. Our reliance and an abundance of both are at the root of it, and since plastic is a by-product of the petrochemical industry there’s only one problem.

“It’s easy to forget that ultimately the emergency of the climate crisis comes down to a single number – the measure of carbon dioxide in our atmosphere.”

Sir David Attenborough at Cop26

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Calum Henderson
— Production editor

Commitments to reduce carbon emissions and increase the number of recycled materials in supply chains are laudable. Depending on the claim, Coca-Cola have said they’ll become net zero by 2040 or 2050. However, the Climate Action 100+ assessment is that the company does not meet any short-term GHG reduction targets. The indicator of future performance most business analysts rely on is past performance.

Other companies have shown it’s possible to turn the oil tankers around. All Birds declare the carbon footprint of its shoes on its shoes, keeping them and their customers focussed on the thing they need to improve. Patagonia has invited the future of our planet into its boardroom by making Earth the company’s only shareholder.

Both these companies have another thing in common — they are B Corps — businesses who’ve put their commitment to social and environmental change at the heart of their brands and are endeavouring to use market forces as a force for good.


Follow When the Facts Change on Apple Podcasts, Spotify or your favourite podcast provider.


Certified B Corporations are verified by a non-profit organisation that assesses companies based on how they create value for non-shareholding stakeholders, such as their employees, the local community, and the environment. Once a firm crosses a certain performance threshold, it makes amendments to its company charter to incorporate the interests of all stakeholders into the fiduciary duties of directors and executives.

Let’s challenge any company making claims about saving the planet to embrace the same kind of scrutiny and get on with it.

Simon Coley is the co-founder Karma Drinks and All Good.

Zak Shaw
Zak Shaw in his favourite place, the outdoors. (Photo: Supplied / Design: Toby Morris)

BusinessOctober 11, 2022

The man who makes CEOs go bush: ‘It’s the hardest thing they’ve ever done’

Zak Shaw
Zak Shaw in his favourite place, the outdoors. (Photo: Supplied / Design: Toby Morris)

West Coaster Zak Shaw teaches leadership skills by taking American corporate bosses into the wilderness for a week.

This is an excerpt from our weekly business newsletter Stocktake.

Zak Shaw can handle himself in the bush. Like many New Zealanders who enjoy tramping our vast array of forests and mountains, he knows how to use a compass, cross a river, set up camp, cook dinner over an open fire and look after anyone he’s with. It’s also his job. For the past 20 years, Shaw has been employed in a variety of environmental education positions, roles that have put him in touch with all sorts of people and taken him around the world.

But whatever you do, don’t compare him to Bear Grylls, the infamous British TV adventurer who would drink his own urine out of snakeskins and keep warm by sleeping in the stomachs of butchered camels. “It implies bushcraft,” says the understated Shaw about any comparisons. The father-of-two doesn’t want people to think he heads off on expeditions with nothing but his bare hands, “… and now I’m going to jump off this cliff and land safely at the bottom and now I’m a hero.”



What Shaw does is model a different set of skills. “This,” he says firmly, “is education”.

For the past eight years (Covid and closed borders aside) Shaw has conducted week-long expeditions into the bush with up to 20 corporate CEOs in tow as part of a leadership programme run by Pennsylvania’s Wharton School of Business. Who are these people? “They’re extremely intelligent,” says Shaw. “They’re the movers and shakers of the American corporate world. They’ll be the chief executive of a multi-billion-dollar start-up in California. They’ll be the leader of some other company you’ve heard of.”

Zak Shaw
Zak Shaw guides a group across a river. (Photo: Supplied)

They also want to learn. Many of those on Shaw’s expeditions have never done anything like this before. “If you ask them, it’s the hardest thing they’ve ever done,” says Shaw. “The outdoors is not their thing. It’s uncomfortable. You’re carrying a pack. You can’t wash. There are bugs and spiders that are going to bite you. You’re sleeping under a tarpaulin and there are thunderstorms and it rains.”

Some can’t even cook for themselves. Instead, they’re used to eating on the run, or ordering food through delivery apps. Shaw shows them how to start a fire. “Cooking on an open fire is a game changer … real cave man stuff.”

They’re not there just to rough it for a week. The programmes that Shaw helps host are extreme leadership initiatives for those already nearing the top of their game. Shaw puts them through their paces, giving them daily tasks that combine survival skills, teamwork and leadership initiatives. They’ll traverse mountains and bush, and take rafts down rapids, and are expected to meet deadlines. It’s designed to push them to their limits, and beyond. “The outdoors doesn’t have anything artificial about it,” he says. “Everyone has their moment of being the slowest member, or of not knowing what they’re doing.”

After a couple of days of this, sleeping in the open with none of the creature comforts of home, normal societal boundaries start breaking down. People on the programme get personal around the campfire at night. “They’re quite vulnerable at times. They’re exposed because they’re tired, they’re uncomfortable and they need to share how they’re feeling with other people,” says Shaw.

This is the point Shaw can step in and show why he’s really there: to facilitate leadership initiatives. Shaw’s training is designed to accelerate team performances, to help them hold each other accountable, and increase their self-awareness, things that they could be lacking when it comes to boardrooms and corporate ladder climbing. “I give people skills and frameworks so you can have constructive discussions about performance and capability without … a lot of conflict existing in that moment.”

Zak Shaw
Zak Shaw says leadership expeditions can help break down boundaries and facilitate change and growth. Photo: Supplied

Shaw could set up whiteboards and talk this stuff through in the exact same boardrooms participants are used to. But it wouldn’t be the same. “When you put people into [an outdoors] environment, their behaviour changes,” he says. “It’s really easy to come to work and be friendly and social. When you’ve had a rest, it’s pretty easy to be patient with people. To operate in a stressful environment where you have to have a really broad range of social skills to manage working relationships and lead is a different story. That’s where the outdoor component comes into its own.”

Surprisingly, no one has ever quit one of his courses. Shaw says the reputation of Warton’s leadership programmes precedes it, and participants know exactly why they’re there. They want to grow and be the best CEOs they can possibly be. “It’s like they’re built for success,” he says. “There’s so much confidence and self-belief.”

‘Like a thousand-piece jigsaw puzzle, each member is vital to the whole picture. Join today.’
Calum Henderson
— Production editor

He’ll be putting that to the test again soon when 20 more participants arrive in Aotearoa for a week-long trek from one side of the South Island to the other, the first time it’s happened here. He can’t wait to see their beaming faces once they make it through the week.

Shaw will be happy too. His favourite part of the course is seeing transformations happen right in front of him. “It’s like, ‘Holy shit, I just made it from one side of the South Island to the other with pretty much 20 people off the street. There’s some burly terrain in there. The goal you set is quite big and to get there is cool.”