When critics want to show that carbon offset programs don’t work, they’ll often point at Coldplay’s first carbon offset investment. In 2002, the British rock band announced that to offset the environmental impact of their second successful album, a Rush of Blood to the Head, they planned to plant several thousand mango trees in southern India. The announcement was well received: Not only did Coldplay contribute, but fans logged in online to support to the investment. The planting of 10,000 trees was viewed as a worthy investment to balance the many units of carbon produced by the band’s increasingly successful, and carbon-dependant lifestyle.
Four years later, it was revealed that forty percent of the trees had died, allegedly from lack of water. The trees that were to provide carbon sequestration for all those hours of electricity usage, plane rides, performances and retakes were billed as a failed investment.
What critics often don’t relate is the second part to the story: Some years later, Coldplay returned to that initial vision and invested in a forest on the outskirts of an abandoned mine with other investors to transform a World War II armament site into an ecological preserve.
Both Coldplay and Carbon Neutral Company, the carbon offset provider they had contracted through, went on to invest in and manage numerous other offset programs. But, both learned a critical lesson from that initial, embarrassing failure: the necessity of due diligence and the value of adhering to every one of the principles of carbon offsetting.
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