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This has been on mind with the ‘Big Society’ (BS), using local leaders, who ever they are? “We are at the foothills of dealing with the challenge of climate change and need business to take the lead” said the then Secretary for the Environment, Margaret Becket, six years ago in her quest to accelerate emissions cuts from corporates. Like the BS she tried to take the very best and hoped that others would follow, but it didn’t quite work out.  Businesses need frameworks and incentives to innovate. If they can make a difference that is distinctive, competitive and generates income then they’re in.  We’ve seen M&S Plan A, Wall Mart’s commitment to sustainable fish, The Co-Op’s ethical services and Cadbury’s commitment to Fairtrade cocoa from Ghana.  These are having impact but alongside the others, who are doing less, are tiny. Environmental charities only have one agenda and that is to achieve change. They have passionate supporters, about 6.5 million of the main ones, who believe in what the charities are doing. Charities are not afraid to campaign against environmental injustices like dangerous chemicals, drive real change with initiatives like the Marine Stewardship Council, force new legislation like the Marine Bill and the Wildlife Trade Act. But perhaps more importantly 7% of England (or 22,556,352 acres) is made up of charity run land, managed by the National Trust, RSPB, Wildfowl and Wetlands and the Church of England. Collectively these spaces have inspired and changed many people’s views.  You won’t hear about a Fizzy Drink Company stopping one of it’s Fizzy drinks to enable it to fund a local beach clean up or to support a local wood. That’s because most company environmental policies are internally focused, short-term and about sorting out their own mess, rather than helping others. Therefore the real powerhouse of environmental change has come from environmental charities, focused on long-term change, rather than the corporate big boys.

Care International hosted this debate about the private sector’s role in development, testament to their ‘sleeves up’ approach to fighting poverty in over 70 countries. Early on in this discussion, chaired by Alistair Stewart from ITN, we heard that things have changed; no longer do committed companies trot out a CSR report with a yearly update to the board. Kraft’s Associate Director Cadbury Cocoa Partnership said that this approach was no longer enough –support needed to be about deep partnerships with the locals. Moving beyond the ‘extract and sell’ philosophy dominant in the past, innovation is rife including Vodafone’s work in Tanzania, mobile phone banking and local micro finance schemes. But few people have heard about these schemes. People are inspired by ideas and stories which represents a much-needed new face to development. Africa is often portrayed in one dimension and addressing people’s perceptions was seen as key. Communicating entrepreneurial schemes is surely the gateway to mobilising more private support. There is little collaboration and sharing of experiences between corporations and NGOs. The evening also touched on some of the other challenges of private sector investment in countries like Rwanda, such as the increased violence against women who gain an increased income, the environmental balance between local product sourcing and assisting development needs, and being realistic about what the private sector can deliver – it’s unlikely to take over the social services. Craig Hardie, who set up Malawi Mangoes three and half years ago after a senior career in Marketing, believes that by looking after the smallhoder farms (with profits fed back into the community, improving their provisions), you also maintain the quality of the fruit. From Mangoes to cocoa – new models like this are addressing development issues and with over 2.6 billion people living on less than two dollars a day, let’s hope others follow.

Achieving lower carbon emissions by 2020 is no easy feat. The government’s recent white paper has real targets and new ideas. But the main concern is that industry have been left off.  The market does require incentives for industry to make the investments in new technologies.

Ed Millband predicts up to 400,000 new green jobs will be created by 2015 (rising to 1.2 million by 2020). Difficult to imagine in face of the closure of the wind turbine factory on the Isle of Wight. The Danish company, Vestas Wind Systems, plans to make 625 workers redundant at the end of July, despite rising profits and strong demand. The UK just won’t be able to scale up renewable energy projects. There are only 2,500 wind turbines in the UK – we should be the global leaders in wind turbine technology.

Which brings me back to companies – many of whom are already leading in the field of energy saving technologies.  But I can’t help thinking that McDonalds could hold the winning card – transforming our relationship with energy and food. Imagine the restaurants in 5 years time; powered by renewable energy, meat and veg that is sourced from the very best British farmers.  The message would be all about eating what’s in our back yard and using micro generation to power their sites.  Now that would make me start buying burgers for my kids. British farmers, the energy story, and addressing obesity –  something that would make a real difference.  They too have finally been hit by the credit crunch, Mr Ronald McDonald it could be time for change, a new name and government grants for Mr McDaylight. Now that would help hit Millband’s new green jobs target.

Surely this must mean the term ‘greenwash’ has become truly mainstream, with a play in its namesake just finishing at The Orange Tree Theatre. A farce set in Bush’s second term, where PR culture has leaked into the very fabric of the US — spin doctors seducing environmentalist activists, and politics swamped by lies and the peddling of greenwash.

Greenwash is a term that has widely been in use for over two decades. It was first coined by an American Environmentalist who was sick of the green claims made by hotels with their ‘re-use your towels’ schemes, which often purported to be for environmental reasons. It has since become widely used to describe companies and organisations who take on green initiatives on a superficial level only.

The expression has its routes in the idea of quickly presenting an acceptable front. Like the description of white washing, it too is a quick fix. But also has the other meaning of one person or team completely beating another, without the losing team so much as gaining a point.

Here’s the interesting connection between white and green wash; the team taking the beating is usually, but not always the weaker, less skilled team. Likewise with greenwash, it is usually applied to organisations taking a weaker, less skilled and less thorough line on green issues. It also tends to fit with companies that are very powerful in their sector and usually — but not always — companies doing the most damage environmentally.

Oh how we white wash the environment with greenwash…