Toward the Johannesburg Summit 2002

2. Toward the Johannesburg Summit 2002 Commitmentsfor the next decades

3. Leadership …using our influence • 156 trans-national corporations • Making the business case for Sustainable Development • 30 associated networks • World Summit 2002 to challenge and accelerate implementation World Business Council for Sustainable Development Dedicated to making a difference

4. Business Action for Sustainable Development • Initiated with ICC • A shared campaign to mobilize business • Broad based – all sectors, worldwide • Sir Mark Moody-Stuart leads • Strategy meeting – October 9-10, Paris • Possible Summit Business Day • Stimulate initiatives, drive for synergy and stakeholder cooperation

5. The Johannesburg Summit 2002 • World Summit Sept 02-11 2002 – Johannesburg • CEOs and Heads of State • Ministerial PrepCom 4 May 6-17 2002 - Djakarta • High levelStakeholder dialogue • PrepCom 3 Mar. 18 – 29 2002 - NY • PrepCom 2 Jan. 28 – Feb 08 2002 - NY • Stakeholder dialogue • 5 Regional ReviewsSept-Nov 2001

6. Where is it going? • UNECE ministerial declaration draft • Priorities • Poverty eradication • Protecting the natural resource base • Make globalization work for all • Strengthen institutions and democratic process • Finance sustainable development • Promote science for decision making • A « global deal »

7. Sustainability Through the Market 7 keys Making a difference Toward the Johannesburg Summit 2002 and beyond MarketShapers Facts and trendsthat shape our markets Mar. 2002 The Business Case A workbook Sept. 2002

8. 2 Innovator Shared Successvalues as a source of top growth Marketshaper Efficiency and Innovationcompetitiveness at the leading edge Type 1 Complier Optimizationcompliance at lowest cost LaggardFree-rider Business strategy

9. Market capitalisation 330.00 Dow JonesSustainability Index 280.00 15.8% 230.00 DJSI World (in USD) DJGI World (in USD) 180.00 12.5% 130.00 80.00 Dez Jun Dez Jun Dez Jun Dez Jun Dez Jun Dez Jun Dez Jun Dez Jun 93 94 94 95 95 96 96 97 97 98 98 99 99 00 00 01 Create Sharehoder Value! Growth Brand equity Reputation Sustainable Asset Management Assets it’s growth stupid!

10. The corporate response is  sincere  unconvincing  ambiguous • Environmental stretched targets • Life cycle stewardship • Performance reports • Employee empowerment and partnership • Equal opportunities and continuous learning • Stakeholder engagement • Code of ethics • Beyond compliance • No double standards • Philanthropy and volontarism

11. The corporate response is  sincere  unconvincing  ambiguous • Supply chain influence • Tolerance of free riders • Inertia of collective action • Market framework rethoric • Adverse to fiscal reform • Biased trade terms • Distrust of state and UN action • Focused on affluent markets • Promote consumption

12. Hookedongrowth Earnsave work Desiregrowth produce consume Rawmaterialswastes                        

13. 10 Qualityof life eco-efficiency 8                         factor 4 Economicgrowth Environmentalimpact Design an economythat works for all… …within the limitsof the planet

14. product or service value eco-efficiency environmental impact The creative power of dilemma eco eco

15. Innovate!

16. Innovativeoffering Move beforeyou have to! Eco-Innovation • Assume • Possible water crisis • Carbon constraint • Risks are higher • Consumers want it all • Public knows it all • Integrated Product Policy • Opportunity in development • Economic calculus will change Buyers and users preferences-Policy changes Competitive spaceof known offering • Invest in • Dematerialisation • Design skills • Capital replacement • Water management • Non carbon energy • « negawatts », « negadrops » • Dialogue • Communities Type 1 2

17. Innovate! Provide & inform consumer choice The right market framework Eco-efficiency • Biopolymers, • Washright • Hybrid cars, mobility systems • Low energy lighting • Many more…

18. Move from stakeholder dialoguesto partnerships for progress • Transparency • Complementary skills • Grass roots effectiveness • Shared learning • Shared accountability

19. … and now the sticky ones …

20. Making markets work for all The right marketframework Reflecting the Worth of the Earth Provide & inform consumer choice … and now the sticky ones …

21. …withlittle benefitfor a majorityof the population Measured by GDPthe world economytrebbled in 30 years Gross World Product in $trillions 30 25 20 15 10 5 1970 1980 1990 2000

22. 1987 – 1998 change in million of people living on less than 1$ per day 1995 1960 $ GDP/capita A general « trickle down » of wealthis hard to detect for the poorest… Povertygapdoubled

23. the long boom liberal globalisation  the end of an utopia

24. Weaker international institutions Rogue and failed states Chronic local conflicts Urban guerillas, crime Global international crime = $500 billion Fundamentalism, fanatism, terrorism

25. Opportunities at the bottom of the pyramid… Of 4.4 billion people in developing countries • 3/5 lack basic sanitation • 1/3 have no clean water • 1/4 lack adequate housing • 1/5 have no adequate health service • 1/5 are hungry …a long way to goand too little action • New business models • A sense of financial venture and humanity • Self interest and broader vision • Adaptive governance

26. Making markets work for all Move before you have too! Managingglobalization