This is a re-post of some amazing investigative journalism by Inside Climate News
At a meeting in Exxon Corporation's headquarters, a senior company scientist named James F. Black addressed an audience of powerful oilmen. Speaking without a text as he flipped through detailed slides, Black delivered a sobering message: carbon dioxide from the world's use of fossil fuels would warm the planet and could eventually endanger humanity.
"In the first place, 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," Black told Exxon's Management Committee, according to a written version he recorded later.
It was July 1977 when Exxon's leaders received this blunt assessment, well before most of the world had heard of the looming climate crisis.
A year later, Black, a top technical expert in Exxon's Research & Engineering division, took an updated version of his presentation to a broader audience. He warned Exxon scientists and managers that independent researchers estimated a doubling of the carbon dioxide (CO2) concentration in the atmosphere would increase average global temperatures by 2 to 3 degrees Celsius (4 to 5 degrees Fahrenheit), and as much as 10 degrees Celsius (18 degrees Fahrenheit) at the poles. Rainfall might get heavier in some regions, and other places might turn to desert.
"Some countries would benefit but others would have their agricultural output reduced or destroyed," Black said, in the written summary of his 1978 talk.
His presentations reflected uncertainty running through scientific circles about the details of climate change, such as the role the oceans played in absorbing emissions. Still, Black estimated quick action was needed. "Present thinking," he wrote in the 1978 summary, "holds that man has a time window of five to ten years before the need for hard decisions regarding changes in energy strategies might become critical."
Exxon responded swiftly. Within months the company launched its own extraordinary research into carbon dioxide from fossil fuels and its impact on the earth. Exxon's ambitious program included both empirical CO2 sampling and rigorous climate modeling. It assembled a brain trust that would spend more than a decade deepening the company's understanding of an environmental problem that posed an existential threat to the oil business.
Then, toward the end of the 1980s, Exxon curtailed its carbon dioxide research. In the decades that followed, Exxon worked instead at the forefront of climate denial. It put its muscle behind efforts to manufacture doubt about the reality of global warming its own scientists had once confirmed. It lobbied to block federal and international action to control greenhouse gas emissions. It helped to erect a vast edifice of misinformation that stands to this day.
This untold chapter in Exxon's history, when one of the world's largest energy companies worked to understand the damage caused by fossil fuels, stems from an eight-month investigation by InsideClimate News. ICN's reporters interviewed former Exxon employees, scientists, and federal officials, and consulted hundreds of pages of internal Exxon documents, many of them written between 1977 and 1986, during the heyday of Exxon's innovative climate research program. ICN combed through thousands of documents from archives including those held at the University of Texas-Austin, the Massachusetts Institute of Technology and the American Association for the Advancement of Science.
The documents record budget requests, research priorities, and debates over findings, and reveal the arc of Exxon's internal attitudes and work on climate and how much attention the results received.
Of particular significance was a project launched in August 1979, when the company outfitted a supertanker with custom-made instruments. The project's mission was to sample carbon dioxide in the air and ocean along a route from the Gulf of Mexico to the Persian Gulf.
In 1980, Exxon assembled a team of climate modelers who investigated fundamental questions about the climate's sensitivity to the buildup of carbon dioxide in the air. Working with university scientists and the U.S. Department of Energy, Exxon strove to be on the cutting edge of inquiry into what was then called the greenhouse effect.
Exxon's early determination to understand rising carbon dioxide levels grew out of a corporate culture of farsightedness, former employees said. They described a company that continuously examined risks to its bottom line, including environmental factors. In the 1970s, Exxon modeled its research division after Bell Labs, staffing it with highly accomplished scientists and engineers.
In written responses to questions about the history of its research, ExxonMobil spokesman Richard D. Keil said that "from the time that climate change first emerged as a topic for scientific study and analysis in the late 1970s, ExxonMobil has committed itself to scientific, fact-based analysis of this important issue."
"At all times," he said, "the opinions and conclusions of our scientists and researchers on this topic have been solidly within the mainstream of the consensus scientific opinion of the day and our work has been guided by an overarching principle to follow where the science leads. The risk of climate change is real and warrants action."
At the outset of its climate investigations almost four decades ago, many Exxon executives, middle managers and scientists armed themselves with a sense of urgency and mission.
One manager at Exxon Research, Harold N. Weinberg, shared his "grandiose thoughts" about Exxon's potential role in climate research in a March 1978 internal company memorandum that read: "This may be the kind of opportunity that we are looking for to have Exxon technology, management and leadership resources put into the context of a project aimed at benefitting mankind."
His sentiment was echoed by Henry Shaw, the scientist leading the company's nascent carbon dioxide research effort.
"Exxon must develop a credible scientific team that can critically evaluate the information generated on the subject and be able to carry bad news, if any, to the corporation," Shaw wrote to his boss Edward E. David, the executive director of Exxon Research and Engineering in 1978. "This team must be recognized for its excellence in the scientific community, the government, and internally by Exxon management."
Exxon budgeted more than $1 million over three years for the tanker project to measure how quickly the oceans were taking in CO2. It was a small fraction of Exxon Research's annual $300 million budget, but the question the scientists tackled was one of the biggest uncertainties in climate science: how quickly could the deep oceans absorb atmospheric CO2? If Exxon could pinpoint the answer, it would know how long it had before CO2 accumulation in the atmosphere could force a transition away from fossil fuels.
Exxon also hired scientists and mathematicians to develop better climate models and publish research results in peer-reviewed journals. By 1982, the company's own scientists, collaborating with outside researchers, created rigorous climate models – computer programs that simulate the workings of the climate to assess the impact of emissions on global temperatures. They confirmed an emerging scientific consensus that warming could be even worse than Black had warned five years earlier.
Exxon's research laid the groundwork for a 1982 corporate primer on carbon dioxide and climate change prepared by its environmental affairs office. Marked "not to be distributed externally," it contained information that "has been given wide circulation to Exxon management." In it, the company recognized, despite the many lingering unknowns, that heading off global warming "would require major reductions in fossil fuel combustion."
Unless that happened, "there are some potentially catastrophic events that must be considered," the primer said, citing independent experts. "Once the effects are measurable, they might not be reversible."
Like others in the scientific community, Exxon researchers acknowledged the uncertainties surrounding many aspects of climate science, especially in the area of forecasting models. But they saw those uncertainties as questions they wanted to address, not an excuse to dismiss what was increasingly understood.
Posted by Guest Author on Wednesday, 16 September, 2015
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