It is a common refrain in headlines at Joe Romm’s Climate Progress:

• “Koch-Fueled Americans for Prosperity Takes Credit for Bullying GOP Lawmakers Into Climate Denial” (Emilee Piece: December 8, 2011);
• “Koch-Fueled Denial Backfires: Independents, Other Republicans Split With Tea-Party Extremists on Global Warming” (Romm: December 2, 2012); and
• “Koch-Fueled Americans for Prosperity Spends $2.4 Million on Solyndra Attack Ad (VIDEO)” (Stephen Lacey: November 28, 2011).

Smearing and innuendo is hardly fair play. But in this case, Joe Romm has something embarrassing to hide. Just as Koch Industries might be his least favorite company, Enron was his darling company.

Specifically, Romm was not only a cheerleader of Enron (Enron is “a company I greatly respect,” Romm would say). He was also an unpaid consultant and collaborator with the infamously fraudulent division, Enron Energy Services (EES), purveyor of energy efficiency service in (gamed) long-term contracts.…

It is perhaps the most revealing ‘crony capitalism’ memo in American history–at least that is in the public domain. (I ask others to submit nominations for this (dis)honor to see if this memo does not take the prize.)

It was written from Kyoto, Japan in the afterglow of the Kyoto Protocol agreement by Enron lobbyist John Palmisano. The global green planners were euphoric that, somehow, the world had embarked on an irreversible course of climate control (and thus industrial and land-use control). Palmisano’s memo reflects that as well as the specific benefits for first-mover ‘green’ Enron.

Parenthetically, I was lucky to have received this memo back at Enron to share it with posterity. Palmisano had me in the “To” list but but purposefully did not email it to me (we were foes on ‘green’ energy issues).…

“You may be interesting [sic] in this snippet of information about Pat Michaels. Perhaps the University of Wisconsin ought to open up a public comment period to decide whether Pat Michaels, [sic] PhD needs re-assessing?”

– Tom Wigley to ‘Folks’, October 14, 2009.

“I consider this to be an extremely serious matter. [The actions and climate views of] Mr. Bradley … may further damage both my personal and your company’s reputation.”

– Tom Wigley to Kenneth L. Lay (Enron), August 26, 1999.

“We sent [our paper] to Journal of Climate. I sent out about 10 copies–one to Wigley. But I requested that he not be used as a referee ‘because of an inexplicable hostility towards us (and possibly everyone else)’.”

– Gerald North to Robert Bradley (Enron), September 1999.

[Ed. note: This week marks the 10th anniversary of Enron’s bankruptcy filing (December 2, 2001). Enron’s view of energy sustainability drives the Obama Administration today. Yesterday, this series looked at Enron’s Kyoto moment.]

In the fall of 2001, Ken Lay set the tone for what would be Enron’s last Environmental, Health, and Safety Management Conference:

We believe that incorporating environmental and social considerations into the way we manage risk, govern our projects, and develop products and services will help us maintain our competitive advantage. As we move forward, we will leverage our intellectual capital and innovative capabilities to promote sustainable business practices around the world.

At this meeting, Enron’s Corporate Social Responsibility (CSR) task force listed its “Accomplishments to Date,” which were:

• Secured board oversight of social/environmental performance
• Expressed support for Universal Declaration of Human Rights
• Completed corporate responsibility task force
• Developed and pilot-tested human rights audit
• Developed security and human rights guidelines
• Established formal partnerships with WBCSD [World Business Council on Sustainable Development], IBLF [International Business Leaders Forum], and CI [Conservation International]
• Identified language to strengthen code of ethics
• Providing project support—Calypso, Transredes, Dabhol and Cuiabá
• Responding to stakeholder concerns on an ongoing basis

The goals for 2002 included:

• Formally adopt CERES Principles
• Complete indigenous peoples’ policy
• Specify social/environmental expectations in formal relationships with vendors and contractors
• Review results of stakeholder survey and develop strategy to address outcome
• Create awareness of social/environmental trends among [Enron’s] origination and investment groups
• Add corporate responsibility performance attribute to PRC [Performance Review Committee] process
• Present task force recommendations to Dr.