Sustainable Energy 4 All Taskforce 3: Mobilizing Business Action Coordinated by the UN Global Compact with Support from Accenture

Composition of Task Force #3 Existing GC LEAD group 2 1.Acciona 2.ABB Ltd (Swiss) 3.ARM 4.China MinMetals 5.China NTG Gas 6.Daimler AG 7.Endesa 8.Enel 9.ENI 10.Ericsson 11.Eskom 12.GDF SUEZ 13.Novozymes 14.Royal Dutch Shell 15.Siemens 16.Talisman 17.Telefonica S.A 18.Total 19.Vale 20.Vestas Those here today? 1.UNDP 2.IEA 3.UN Foundation 4.… 5.… 6.…

Discussion Questions How do we mobilize global business to take action in support of Sustainable Energy for All? 1.What are the most important types of actions businesses can take? 2.How can SE4All inspire, enable and incentivize the private sector to take action? 3.What should be the specific deliverables from this task force and by when? 3

Agenda 8:45 – 9:30Introduction to Task Force and today’s participants 09:30 – 10:30What are the most important types of actions businesses can take? Review of Framework for Business Action Review of Industry-specific guidelines template (chemical sector example) 10:30 – 10:40Break 10:40 – 12:00How can SE4All inspire, enable and incentivize the private sector to take action? Tour-de-table: What are the most important roles of SE4A? Review of the Action Accelerator Concept Other initiatives to be taken by the Task Force? 12:00 – 12:30Task Force Next Steps Task Force Deliverables and Timeline Roles & Responsibilities Upcoming Meetings 4

Agenda 8:45 – 9:30Introduction to Task Force and today’s participants 09:30 – 10:30What are the most important types of actions businesses can take? Review of Framework for Business Action Review of Industry-specific heat map and guidelines template (chemical sector example) 10:30 – 10:40Break 10:40 – 12:00How can SE4All inspire, enable and incentivize the private sector to take action? Tour-de-table: What are the most important roles of SE4A? Review of the Action Accelerator Concept Other initiatives to be taken by the Task Force? 12:00 – 12:30Task Force Next Steps Task Force Deliverables and Timeline Roles & Responsibilities Upcoming Meetings 5

The Framework for Business Action 6 Partnerships and Collective Actions Targets Engagement Modalities Partnerships & Collective Actions Main Features

Framework for Business Action in the Chemicals Industry 7 Access to Energy Energy Efficiency Renewable Energy CORE BUSINESS: PRODUCTS & SERVICES CORE BUSINESS: OPERATIONS SOCIAL INVESTMENT & PHILANTHROPY ADVOCACY & PUBLIC POLICY ENGAGEMENT

Example Recommendations for the Chemicals Industry 1.Beneficially reuse waste streams to provide access to energy 2.Improve the energy efficiency of your products and services 3.Develop products and services that drive customer / consumer energy efficiency or enable increased renewable energy uptake 4.Develop more renewable feedstocks and biobased building blocks for commodity and intermediary chemicals 5.Use more energy efficient techniques to generate electricity and steam and run operational processes 6.Use more renewable energy sources to satisfy operational energy needs and prioritize investments in this area 7.Establish an integrated, enterprise energy management function within your organization 8.Support legislation and regulation related to the establishment of a price signal for carbon and renewable fuel standards 8

Recommendation Detail 9 Improve the energy efficiency of your products and services Using concepts such as life-cycle analysis and cradle-to-cradle evaluation, chemical companies should evaluate the energy consumption profile of their product portfolio. Companies should identify the products with the highest energy consumption and initiate design and process changes to improve the overall energy efficiency of their product portfolio. SE4All Target: Energy Efficiency Engagement Modality: Core Business, Products & Services Description: Understanding the energy consumption of a product or product manufacturing process is the first step in reducing energy use and improving energy efficiency. Energy accounts for as much as 25% of the total production cost for chemicals, making it a critical component of overall cost and profitability. Once the energy impact is known, alternatives can be evaluated, assessed, and developed. Increasing the energy efficiency of product production can lead to significant cost reduction benefits and can drive the return needed to implement tangible activities. Chemical companies should take a measured and systematic approach to evaluating product and process portfolios. Of the thousands of products produced by the chemical company every year, only a certain portion drive high energy use and it is important to focus attention in the right areas. Related Industries: Professional Services, Fuels, Renewables, Consumer Packaged Goods, Information and Communications Technology Technology / Innovation Opportunities: The innovation aspect of this recommendation lies within the methodology used to assess the energy use of products and processes. Additionally, it is in developing ways to make the process cheaper and more standardized so that it can be scaled across a portfolio without sacrificing quality. Finally, there are innovative ways to apply the results, such as comparing alternatives and using the information to lower the overall impact of a product portfolio. Partnership Opportunities: One of the most significant partnership opportunities in this realm is between supplier and customer, regardless of where a company sits in the value chain. Feedstock materials often require a significant amount of energy to process and from the production point to the customer there are opportunities to save energy. These opportunities often start with the design, but can also include things like product packaging and transport. By partnering up and down the value chain, chemical companies can seek innovative ways to lower the energy intensity of their product portfolio. Example Case Study (s): Left out for presentation purposes

The Framework for Business Action 10 Partnerships and Collective Actions

Agenda 8:45 – 9:30Introduction to Task Force and today’s participants 09:30 – 10:30What are the most important types of actions businesses can take? Review of Framework for Business Action Review of Industry-specific heat map and guidelines template (chemical sector example) 10:30 – 10:40Break 10:40 – 12:00How can SE4All inspire, enable and incentivize the private sector to take action? Tour-de-table: What are the most important roles of SE4A? Review of the Action Accelerator Concept Other initiatives to be taken by the Task Force? 12:00 – 12:30Task Force Next Steps Task Force Deliverables and Timeline Roles & Responsibilities Upcoming Meetings 11

What could be the roles of SE4A in mobilizing business action? Provide inspiration 12 Share knowledge and best practices Facilitate partnership development Create incentives for action and engagement Develop guidance and recommendations

Solution needs 13 Required Characteristics 1) Must be Living! Solution needs the capability to change as SE4All issues and stakeholder needs change over time 2) Must be Inclusive! Solution needs to accommodate multiple audiences, different stakeholders, and diverse access points 4) Must drive Value! Solution needs to be attractive to stakeholders to drive adoption, support, and opportunities 3) Must stay Relevant! Solution needs to be sustainable and durable to last for the life of the 18 yr SE4All initiative

Action Accelerator 14

Structure & Content Based on our interviews and research, we identified 5 key components necessary to drive value with the Action Accelerator 1.Recommendations or Best Practices 2.Case Studies 3.Innovation & Technology Opportunities 4.Partnership Opportunities 5.Commitments for Action 15

Development of the SE4All Framework for Business Action: Structure & Content Recommendations or Best Practices Tailored by industry grouping Standardized across the Framework Includes: Industry Recommendation Number Recommendation Title SE4All Target SE4All Engagement Modality Recommendation Description Associated Industries Technology / Innovation Opportunities Case Studies 16

Development of the SE4All Framework for Business Action: Structure & Content Partnership Opportunities Aligned to specific recommendations / best practices Tailored by industry groupings Includes: Examples and promotion of existing innovative partnerships Opportunities to establish new partnerships “match-maker concept” or join existing ones Identification of effective types of partnerships to meet specific recommendations or best practices Within Industries Across Industries Private / Public Businesses & NGOs 17

Development of the SE4All Framework for Business Action: Structure & Content Sector Specific Recommendations, Best Practices, and Cases Commitment Criteria Commitment Selection Screen Recognition and Visibility Accountability Mechanisms 18

Action Accelerator 19

Agenda 8:45 – 9:30Introduction to Task Force and today’s participants 09:30 – 10:30What are the most important types of actions businesses can take? Review of Framework for Business Action Review of Industry-specific heat map and guidelines template (chemical sector example) 10:30 – 10:40Break 10:40 – 12:00How can SE4All inspire, enable and incentivize the private sector to take action? Tour-de-table: What are the most important roles of SE4A? Review of the Action Accelerator Concept Other initiatives to be taken by the Task Force? 12:00 – 12:30Task Force Next Steps Deliverables and Timeline Roles & Responsibilities Upcoming Meetings 20

Important Milestones and Next Steps 21 June 2012 World Future Energy Summit, Abu Dhabi Jan 2012 taskforce webinar Dec 13 SE4All Action Agenda Input Gather Commitments (w/ Accountability Measures) Nov 2011 Gather Case Studies & Input for Accelerator taskforce webinar Jan 5 Support Development of SE4All Accelerator WEF Annual Meeting, Davos Jan 2012 SE4All Outreach Develop Sectoral Recommendations & Case Studies taskforce webinar Facilitate New Partnerships / Collective Action Sherpa Meeting, Vienna