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MIND THE GAP

MIND THE GAP. CARBON CHALLENGE. 775. 775.3. 573. 70% cut (=80% vs. 1990). Excluding Aviation, shipping and imports. POPULATION CHALLENGE. ENERGY CHALLENGE. INVESTMENT CHALLENGE. COMMODITIES CHALLENGE. WATER CHALLENGE. BUSINESS IN A VUCA WORLD. LEARNING FROM ICE HOCKEY.

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MIND THE GAP

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  1. MIND THE GAP

  2. CARBON CHALLENGE 775 775.3 573 70% cut (=80% vs. 1990) Excluding Aviation, shipping and imports

  3. POPULATION CHALLENGE

  4. ENERGY CHALLENGE

  5. INVESTMENT CHALLENGE

  6. COMMODITIES CHALLENGE

  7. WATER CHALLENGE

  8. BUSINESS IN A VUCA WORLD

  9. LEARNING FROM ICE HOCKEY Wayne Grezky – nicknamed the ‘Great one’

  10. SUSTAINABILITY AND VALUE CREATION • Brand • Pricing Power • Operational and Resource Efficiency • Supply Chain Optimisation • Lower costs and taxes • Enhanced ability to attract, retain and motivate employees • Employee productivity • Customer advocacy and loyalty • Lower churn rate • Enhanced ability to enter new markets • More potential sources of revenue • Lower market, balance sheet and operational risk • Lower cost of capital • Greater access to capital, financing and insurance Impacts of Sustainability Strategy Pricing Power Cost Savings Employee recruitment & engagement Market Share New Market Entry Risk Premiums Cost of Capital Value Creation Levers MARGIN IMPROVEMENT REVENUE GROWTH Profits Free Cash Flow Valuation Multiple TOTAL SHAREHOLDER VALUE MIT Sloan Management Review – courtesy of Nike

  11. LOOKING BEYOND BUSINESS AS USUAL Operational efficiency and cost savings Resource efficiency Employee recruitment, retention and engagement Engaging colleagues New business opportunities and deepening customer relationships Developing new business Managing existing and emerging operational and business risks Upgraded risk platforms Collaboration Strategic partnerships and cross industry collaboration Customers, suppliers, investors, NGOs and investors Engaging customers Brand Cost People Customer Markets Risk Investors

  12. RESOURCE EFFICIENCY Committed to reducing our environmental impact by 20% by 2020 This is central to our strategy of being the best bank for customers Delivery of this will be through SMART & RESPONSIBLE, our environmental action plan

  13. ONE BITE AT A TIME “It is important to me that the company I work for is actively engaged in combating climate change and other environment related issues” Agree Disagree

  14. IT ALL STARTS WITH URGENCY AND LEADERSHIP I have to say, I find it virtually impossible to identify a single sector or, for that matter, a single customer that won’t feel the impact of the changes that reducing climate change and environmental impacts will have on our economy and our society.“(Truett Tate, Group Executive Director,Lloyds Banking Group)

  15. KNOW YOUR AUDIENCE

  16. BUILDING CAPACITY CONFIDENCE AND UNDERSTANDING

  17. CULTURE AND NETWORKS Personal action Network Encourage others

  18. EXCELLENT COMMUNICATION

  19. DEVELOPING NEW BUSINESS OPPORTUNITIES

  20. SUPPORTING THE GREEN ECONOMY

  21. UPGRADED RISK PLATFORMS

  22. COLLABORATION

  23. ENGAGING CUSTOMERS

  24. THOUGHT LEADERSHIP = COMPETITIVE DIFFERENTION Fc + Ic = Rc

  25. SUSTAINABILITY AND VALUE CREATION Pricing Power Cost Savings Employee recruitment & engagement Market Share New Market Entry Risk Premiums Cost of Capital Value Creation Levers MARGIN IMPROVEMENT REVENUE GROWTH Profits Free Cash Flow Valuation Multiple TOTAL SHAREHOLDER VALUE MIT Sloan Management Review – courtesy of Nike

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