Extinction Rebellion takes on heliports in Manhattan during a week of climate action.
This post, written by renowned eco-journalist Christopher Ketcham and commissioned by and published in Truthdig on Sept. 15, describes an action I helped organize and participated in, two days earlier. We repost it here, with permission, because it highlights a rare climate protest that targets fossil fuel “demand” rather than supply. And not just ordinary fuel usage but an egregiously selfish and exclusive one: helicopter travel.
“Helicopters are a pestilence to New Yorkers and a rotten pinnacle of an economic system that places decadent pleasure over planetary survival,” I declaimed in the XR press release. True externality pricing would shut down the vast majority of helicopter transportation. Absent, or alongside that, last week’s direct action was an attention-getting way of connecting the climate crisis to luxury emissions.
— Charles Komanoff, Sept. 20, 2023.
* * * * * * * *
The Extinction Rebellionists mustered south of the heliport on the west side of Manhattan at around 2 p.m., just as the sun emerged following a flurry of rain. It was hot when the crowd of 40 people moved as one to stop the howling machines based at Blade Lounge West, a commercial heliport on 30th Street along the Hudson River Greenway. The outsized carbon footprint of those who used the heliport was “obscene,” said the organizers. The afternoon’s goal was to make as much trouble for its operations as possible.
One of the organizers of the action, a 75-year-old energy economist named Charles Komanoff, was prepared to be arrested. He told me he had been feeling unsteady that morning, jittery and fearful, as he handed me his rain slicker and water bottle and backpack to hold.
Months earlier, he had explained his reasons for wanting to shut down helicopter traffic in his native city. “New Yorkers hate helicopters,” Komanoff wrote in an email to Extinction Rebellionists:
Tourist helicopters, Hamptons helicopters…. They hate the noise, the fumes… the arrogance, the power to pollute, the power to act as lords. I hate them too, for those reasons, plus this: helicopters epitomize luxury carbon. They are the essence of the consumption that must disappear *now* if we aim to protect Earth and preserve climate.
Now, Komanoff and his fellow Rebellionists picketed at the vehicle entry to the Blade Lounge West, which is owned and operated by Blade Air Mobility, Inc. They unfurled a banner that said LIFE OR DEATH, and waved XR flags that whipped in the wind, and one pushed a stroller with three baby dolls in it, with a note that read, “Will we have enough food to eat? Can crops survive the heat?” They chanted Helicopters, private planes, your emissions are insane. (They are also profitable: Blade Air Mobility’s $61 million in revenue in 2023 was up 71% on the year.)
Komanoff and I had written an editorial together in 2022 about the absolute need to kill luxury emissions as the stuff of gluttony and entitlement. “‘Keep it in the ground’ protesters confine their blockades to energy supply infrastructure and studiously ignore the demand half of the equation,” we wrote. “This has been a shortcoming of the climate movement for too long, as it passes up one opportunity after another to rouse millions against the class that, even more than the corporations of Big Carbon, perpetuates the climate crisis: the world’s wealthy.”
The protest unfolded in the genteel way of these things. There were cyclists and joggers on the greenway, and tourists walking, and in the glint of the sun off the rippling water, many passersby stopped and asked what was happening. Two elderly women wanted to participate. One of the women, 72-year-old Mireille Haboucha, an Egyptian, told the protesters, “We agree with your action. This is what we all need to do.” The friend with whom she was strolling, Barbara Schroder, 75, told me, “We had never thought about luxury emissions, but it makes sense to stop it.”
I asked a 29-year-old lawyer named Dominique why she was there. It was her first climate action, and she asked that her last name not be used. “I’m morally obligated,” she told me. In that feeling of obligation there was great anger. “There are 30 million people in Pakistan homeless because of floods that happened there a year ago. Thirty million that are homeless because people like the assholes we are seeing today need to take helicopters.”
Dominique was reminded of Hannah Arendt’s observation, in “Eichmann in Jerusalem,” a book about the Nuremberg Trials, that complacency seemed to be the main evil which allowed the Holocaust to happen — the world, and especially Germans, just not caring enough to stop the Nazis. “Part of the moral obligation for me is that we are on the brink of, are already in, mass climate genocide,” she told me. “I do not want to be the modern-day equivalent of a complacent 1930s German.”
The night before, at an XR body blockade training event in Brooklyn, a 56-year-old retired schoolteacher told me that, on her farm in Wallkill, in the Hudson Valley, the entire oat crop had failed. First there was drought, in April, then flooding in June. That was one of many reasons she was at the heliport. She’d been arrested seven times since 2019 for similar actions.
The helicopter traffic did not cease, although the protesters succeeded in blockading the entrance to the parking lot. The CEO of Blade Air Mobility, Rob Wiesenthal, a dapper little man who makes $11.9 million a year, seemed shocked that his poor heliport had been targeted. The executive stood and watched the protesters with a look of despair on his face. A chopper came blasting in, touching down with a monstrous flatus sound and carrying with it the stink of jet fuel. Then another and another arrived, their disgorged passengers forced to cut through the crowd of flag wavers and shouters of chants to waiting mammoth SUV taxis that were blocking road traffic because they couldn’t enter the parking lot. (Climate action should involve stopping the SUVs, too, I thought to myself.)
I screamed a question to Wiesenthal over the racket. He smiled and said he had nothing to say to the media on the record. His employees were enraged. One of them got in a scuffle with a press photographer on hand for the event, trying to grab his camera, cursing and threatening him. A scowling heliport attendant named Anthony Smith told me, “I called my boys from uptown and they’re gonna take care of this real quick. You’ll see.”
The skies cleared fully, and the sun blazed down, and the protesters knitted their sweaty brows in the heat. Still they picketed and chanted and sang and hurled slogans. A National Guard helicopter, enormous and looking like a black metal buzzard, swooped in, bathing us in poisonous fumes. “Those your boys?” I asked Smith. “Oh yeah,” he said. But the black chopper touched the tarmac for less than a minute, then powered up again and was gone in a fury of rotor wash and noise. More helicopters came, Hueys from JFK Airport ($225 one way) and Newark International ($245) and the Hamptons ($1,025).
After an hour and a half, 40 or so officers from the New York Police Department’s Strategic Response Group arrived bristling with zip ties. Warnings were issued to cease blocking the way, and some of the protesters — the green and yellow teams, as they were called — stepped aside. The red team, which included Komanoff, a 75-year-old woman named Alice, a 60-year-old woman named Heidi, a third woman, Shoshana, and two young men — stood firm, for their intent was to be arrested in symbolic revolt. The cops turned them around, zip-tied their wrists and off they went in a cramped police van. The protesters dispersed. Wiesenthal breathed relief. His faithful employees bumped fists.
What was accomplished? Morale-boosting, the fostering of solidarity and sense of unity of purpose; the building of a community, ready for more action. When the six arrestees were released from the 7th Precinct, they were smiling and proud, and a group of fellow protesters was waiting for them at a nearby restaurant and filled the place with wild applause as they entered. My thought was this crowd needs to gather on a daily basis at West 30th Street. Pain should be felt over and over at Blade Lounge West until its operations become untenable, until Mr. Wiesenthal’s despair is permanent. It’s either that, or what some in the movement say is the next needed step: monkeywrench the choppers and destroy them on the tarmac.
Insetting program design starts with your supplier map. The carbon claim comes much later.
Consider a coffee procurement team that funds a farm intervention before checking its sourcing data. The supplier aggregates coffee lots from several regions. The buyer lacks farm-level traceability. Another purchaser expects to report the same outcome. A more attractive project brochure solves none of these problems.
If the distinction between a value-chain intervention and a purchased credit is still open, read CCC’s Insetting vs Offsetting guide before you set the brief.
Insetting program design begins with the purchasing relationship and works outward. You need to decide 1) where an intervention belongs, 2) what business problem it addresses, 3) who pays for it, 4) how results will be measured, and 5) what the evidence will let you say about them. This five-step playbook turns that sequence into a procurement plan.
Step 1: Insetting program design starts with supplier mapping
Start with the commodities that matter most to your Scope 3 inventory and sourcing continuity. Ask finance for spend by supplier, sustainability for the emissions baseline, and category managers for origin and volume records. Then identify which suppliers can trace material to a jurisdiction, sourcing region, producer group, or individual land-management unit.
The level of traceability affects what you can account for. Under the GHG Protocol Land Sector and Removals Standard, the spatial boundary for purchased land-based products depends on the traceability associated with each volume. Farm-specific factors or removals require physical traceability through an acceptable chain-of-custody model. A contract with a tier-one trader, by itself, does not establish a link to the farms behind its deliveries.[1]
Build a first-pass table with five columns: commodity and annual volume; supplier and origin; current traceability level; land-use and production risks; and the business owner who can change the purchasing terms. Mark missing data plainly. A blank cell is cheaper to fix before a program starts than after a claim is drafted.
If your company sets an SBTi Forest, Land and Agriculture target (FLAG), keep its land-related target boundary separate from energy and industry emissions. The current FLAG guidance also requires relevant companies to assess primary deforestation-linked commodities in their value chains.[2]
Step 2: Choose a commodity and jurisdiction for a pilot
Select one supply corridor where the sourcing connection can be established and procurement has a reason to stay. A useful pilot has repeat purchases, suppliers willing to share records, an intervention matched to a diagnosed problem, and a defined plan to measure the result. Carbon potential alone is a poor selection rule if the supplier cannot deliver the crop your business needs.
Compare candidate regions on land-use risk, supplier concentration, local rights and tenure, the availability of baseline data, and exposure to drought, erosion, or forest conversion. Check the relevant legal requirements separately. A nature project does not satisfy a due-diligence obligation merely because it has a carbon method attached.
Consider a coffee buyer sourcing from two districts. In the first, producer-group records identify the farms, while recent dry seasons have increased rejected green coffee lots. In the second, deliveries pass through several intermediaries and farm origins are unknown. Pilot shade management in the first district, with local agronomic advice and quality checks built into the plan. The buyer can trace purchases there and test the intervention against a defined sourcing problem.
Use a short decision memo to record why the selected corridor beats the alternatives, what remains uncertain, and what would stop the pilot. That memo is the first control against a project drifting toward whatever happens to photograph well.
Step 3: Design the supplier engagement and commercial model
The intervention needs an owner on each side of the contract. Decide who supplies planting material or training, who maintains the practice, who bears the cost if a harvest disappoints, and how long the buyer expects to purchase from participating suppliers. Where smallholders participate, budget cash flow and technical support for practices that offer a later return.
Put these terms in a supplier agreement or pilot addendum. It should cover eligible farms and volumes, consent to data collection, access for monitoring, any land or carbon rights that matter, benefit sharing, and what happens if the purchasing relationship ends. Ask local counsel and producer representatives to review the arrangement. The Accountability Framework is a useful reference for supply-chain work involving forests, ecosystems, and human rights.[3]
Avoid assigning an automatic carbon benefit to the buyer. The contract should say which party has the right to report each outcome, how overlapping claims will be checked, and how any issued credits will be handled. A reduction reported in a buyer’s inventory cannot simply be sold for someone else’s offset claim without an accounting review. SBTi FLAG guidance excludes purchased credits used as offsets from near-term FLAG target achievement.[2]
Set commercial measures beside environmental ones: delivered volume, rejection rate, supplier retention, and procurement cost. They tell you whether the program works as a supply-chain investment, even if carbon accounting takes longer to resolve.
Step 4: Build monitoring, reporting, and verification before rollout
Agree on the baseline and data flow before paying for a full rollout. Identify the land units or sourcing regions in scope, the practices that change, the records suppliers already keep, and the additional measurements the program requires. Decide which data can come from field visits, transaction records, or remote sensing, and who checks each source.
For carbon, separate three questions. Did the practice happen? Did emissions or removals change under an applicable method? Can the buyer attribute a defensible share to its purchased goods without double counting? The GHG Protocol’s 2026 guidance includes dedicated chapters on spatial boundaries, data and methods, evaluating actions, credited outcomes, and assurance.[1] These are distinct jobs. A photograph of a planted tree answers only part of the first.
CCC’s MRV and Additionality article explains the separate evidence questions a project reviewer will ask.
Create an evidence file for every reporting period: dated supplier and farm records, purchase volumes, methods and emission factors, uncertainty, quality checks, and changes from the baseline. Specify who can challenge the data and how corrections are recorded. If a project also seeks credit certification, keep project accounting and corporate inventory accounting separate. The GHG Protocol says its land standard focuses on entity-level inventories and does not set the rules for credit certification.[4]
Start with the minimum viable measurement design that can survive review. Add complexity when the pilot tells you which data actually changes a decision.
Step 5: Decide what can be reported and claimed
Insetting program design needs reporting rules before the marketing copy. Procurement, sustainability, finance, and legal should agree on four distinct outputs: operational performance; observed land or nature outcomes; inventory effects, if the accounting criteria are met; and any separately issued credits. One dashboard can display them, but they should not share a single unqualified headline.
SBTi FLAG guidance allows certain land-based removals within a company’s operations or supply chain to contribute to FLAG pathways, subject to criteria including permanence, traceability, data quality, and allocation. It does not allow purchased offsets to meet near-term FLAG targets.[2] Eligibility therefore depends on evidence and the applicable target rules, not on calling an activity “insetting.”
Draft a claims register. For each proposed sentence, record the period, boundary, data owner, calculation method, reviewer, and whether the result is measured, estimated, or still a goal. If the evidence supports only “we funded a pilot with 200 farms,” say that. Do not turn a funding fact into a verified emissions reduction.
What good looks like by year three
Treat year three as a review point, not a promised payback date. A mature pilot should have mapped participating supply volumes, a stable supplier agreement, a repeatable data collection process, and a comparison of commercial and environmental results against the baseline. It should also have a documented answer for outcomes that cannot be included in the buyer’s inventory.
Scale only where the pilot improves a sourcing decision and the evidence can follow the product. If neither condition holds, redesign the intervention or change the corridor. A disciplined program can conclude that a site is unsuitable. That is useful procurement intelligence.
Discuss your insetting program with CCC
Carbon Credit Capital designs nature-based supply chain investments around sourcing needs and measurable sustainability outcomes. Schedule a consultation with our carbon and sustainability experts to map your tier-one supplier network, FLAG exposure, and first pilot decision.
Sources
[1] GHG Protocol, Land Sector and Removals Standard, version 1.1, and companion Guidance, June 2026: https://ghgprotocol.org/land-sector-and-removals-standard ; https://ghgprotocol.org/land-sector-and-removals-guidance
[2] Science Based Targets initiative, Forest, Land and Agriculture Science-Based Target-Setting Guidance, version 1.2, March 2026, especially pp. 16–17, 37, and 41: https://sciencebasedtargets.org/resources/files/SBTiFLAGGuidance.pdf
[3] Accountability Framework initiative, Accountability Framework and guidance for companies: https://accountability-framework.org/
[4] GHG Protocol, Frequently Asked Questions: Land Sector and Removals Standard, questions 10 and 18: https://ghgprotocol.org/blog/frequently-asked-questions-land-sector-and-removals-lsr-standard
Nature-based carbon investments deserve consideration when they address a specific business dependency and produce outcomes you can measure. Imagine Moonbucks, a global coffee roaster planning next season’s espresso blend. It is considering natural Grade 4 coffee from Jimma, in southwestern Oromia, Ethiopia. Its sourcing decisions affect the roasting schedule and the cash tied up in coffee purchases. Moonbucks needs to understand which measures could protect that supply, what they would cost and how it would judge the results.
1. Define the sourcing problem before choosing a project
Moonbucks needs a dependable component for its espresso blend. Its procurement team wants continuity of volume and an agreed cup profile. Replacing a shipment at short notice could require new sample approval and changes to the blend, and given the schedules for cultivation, processing, and freight delivery, is practically impossible. Moonbucks needs to get this right, and its initial concern is inconsistent deliveries. It commissions an assessment of the supplying farms and post-harvest chain. The questions cover land condition, harvest availability and whether drying or storage problems are affecting saleable lots.
This distinction changes the investment brief. A tree-planting proposal cannot be assumed to fix drying problems. Better storage cannot restore eroded land. The team must establish which problem exists before selecting the response.
CCC’s guide to finding nature-based solutions in your supply chain explains where to look. Here, the next task is to turn a broad concern into a testable proposal.
2. Develop nature-based carbon investments around the actual supply chain
The assessment would trace Moonbucks’ purchases back through the exporter and supplying producer groups. Which farms supply the contracted lots? Who controls land-management decisions? How long does the buyer expect to maintain the purchasing relationship?
Furthermore, Jimma natural Grade 4 cannot be treated as interchangeable with every Ethiopian coffee. Moonbucks would need to test any substitute against its own blend and quality requirements.
Suppose Moonbucks’ assessment identifies an opportunity to maintain shade trees and restore vegetation along exposed streambanks. The IPCC describes agroforestry as a way to store carbon in vegetation and soil, with potential benefits for erosion control and water quality.1 Moonbucks would need local advice on species, growing conditions and maintenance before deciding how these measures fit its sourcing plan.
The proposal now has a defined sourcing connection and a candidate intervention. The next steps are to test its effect on production, assess carbon eligibility and build the financial case.
3. Compare the proposal with other ways to protect supply
WBCSD’s Nature-based Solutions Blueprint recommends comparing nature-based options with other responses across their benefits and costs.2 For Moonbucks, that means evaluating the landscape proposal alongside drying improvements, storage controls and alternative sourcing arrangements.
The product’s natural-process designation matters. Moonbucks should examine the drying and dry-milling chain alongside land conditions. Its team would check storage practices, contamination risks and incoming-lot quality to see whether problems arise before or after the coffee leaves the farms.
The revised proposal might combine land stewardship with separate post-harvest controls. Each component needs its own purpose and budget. A sustainability label should not obscure which activity is expected to solve which problem.
The project develops as the evidence improves. Its scope should follow the diagnosis rather than preserve the first idea unchanged.
4. Establish what the carbon outcome could count toward
Moonbucks’ sustainability team now tests the proposed carbon case separately from the sourcing case. Is the objective a measurable change in Moonbucks’ value-chain emissions, verified credits for separate voluntary use, or distinct outcomes under carefully defined arrangements?
Scope 3 covers value-chain emissions. A purchasing relationship alone does not prove that a farm intervention can be included in Moonbucks’ inventory. The team needs an applicable accounting method, defensible boundaries and evidence supporting attribution.
SBTi’s FLAG Guidance (forest, land and agriculture), version 1.2, says purchased credits used as offsets cannot meet near-term FLAG or energy and industry targets. Eligible land-based removals are subject to accounting requirements.3 Moonbucks needs to test its proposal against those rules before including an outcome in its targets.
For Moonbucks’ Jimma proposal, maintaining existing trees and establishing new vegetation could involve different carbon questions. Specialists must examine the baseline and additionality, meaning what changes because the project proceeds. They must also assess measurement and the risk that stored carbon is lost. CCC’s MRV and additionality article introduces those tests.
Until that work is complete, Moonbucks should not budget an assumed Scope 3 reduction or credit-sale receipt. Direct emissions reductions remain the priority.
5. Build a financial case that survives weaker assumptions
Moonbucks’ finance team would now build a multi-year budget. UNEP’s State of Finance for Nature 2023 compares current finance with the investment needed to meet climate, biodiversity and land-restoration goals.4 The company would cost its proposed activities, farmer participation and ongoing monitoring. Verification, where required, is a separate expense. Maintenance and responsibility for replacing failed plantings must remain visible after the initial establishment budget ends.
Operational benefits need equally careful treatment. If fewer rejected lots reduce emergency purchasing, count that saving once. Do not add “supply resilience” as another financial benefit when it represents the same avoided cost.
Moonbucks should compare a base case with slower benefits, higher implementation costs and no carbon revenue. It should also distinguish production outcomes from quality and shipment outcomes. A single good harvest would not prove that the landscape intervention caused better delivery performance.
A project can remain worth funding even when its carbon case needs more work. That decision must rest on the operational evidence and the company’s objectives, without unsupported environmental claims.
6. Fund a pilot with a clear expansion decision
Moonbucks’ first approval would fund a bounded pilot, rather than commit the entire sourcing program. Before spending, Moonbucks would agree on participating farms, responsibilities and the evidence needed at review.
Its scorecard could track farmer participation, implementation costs and plant survival, alongside accepted coffee volumes and lot-quality results. Carbon measurements would follow the selected method. Farm-level traceability must connect the intervention to the actual sourcing relationship.
Suppose Moonbucks’ review later finds that storage changes explain most quality improvements, while the land measures need longer observation. Those findings would shape the next decision: expand the proven component, adjust the landscape work or pause further spending. They would not justify crediting all improvements to tree planting.
This gives nature-based carbon investments a practical place in a multi-year strategy. Funding increases as the evidence supports it, and the project can change direction before a larger commitment.
Discuss a sourcing opportunity with CCC
Carbon Credit Capital’s nature-based supply-chain investment service uses its Dual-Value Model to examine supply-chain economics alongside potential sustainability outcomes.
Schedule a consultation to discuss your sourcing exposure and the questions to resolve before allocating capital.
Sources
- Intergovernmental Panel on Climate Change (IPCC), Climate Change 2022: Mitigation of Climate Change, Chapter 7, Agriculture, Forestry and Other Land Uses, section 7.4.3.3 (Agroforestry).
- World Business Council for Sustainable Development (WBCSD), Nature-based Solutions Blueprint, 5 June 2024.
- Science Based Targets initiative (SBTi), Forest, Land and Agriculture Science-Based Target-Setting Guidance, version 1.2, March 2026, section 3.1.4, pp. 37–38.
- United Nations Environment Programme (UNEP), State of Finance for Nature 2023, 2023.
A plastic credit funds the collection of plastic waste in places where no formal system exists to collect it. Each credit represents a measured, independently audited quantity of plastic taken out of the environment or returned to use, tracked on a public registry.
