Ideas for the B20 Strategy for the Next Three Presidencies TF 7 meeting Moscow, 22 March 2013

1. Ideas for the B20 Strategy for the Next Three Presidencies TF 7 meeting Moscow, 22 March 2013

2. About ICC and the G20 • Conveyed global business priorities to governments since 1919 • Provided input from world business to the G8 since 1990 • Offered recommendations to the G20 since 2009 • Started ICC G20 Advisory Group in 2010 to amplify efforts on behalf of ICC member companies worldwide

3. A few caveats • Referring to B20 as acronym representing business engagement in G20 process • Assuming a partnership relationship • Recognize we can accomplish more by working together more closely • Refer to ICC products throughout, but only as examples of actions we can begin collaborating on • ICC’s work plan

4. Ideas for the B20 Strategy I. Task forces and recommendations

5. Less drafting, more talking Trends • Most recommendations are already developed • Company deputies tiring of too much process Actions • Streamline drafting process • More “outside” sessions: • Investment TF meeting during Investment Summit in Berlin • Trade TF meeting during ICC World Trade Congress in Doha • Anti-corruption TF meeting with OECD in Paris • RSPP Business week in Moscow

6. Streamline drafting process Trends • Starting from ground zero on process/format • 250+ recommendations, maybe 120 actionable • Little understanding of past recommendations Actions • Standardize the approach • Chapeau • Status & opinion: draw from ICC Scorecard / HSE catalog • Aggregate rolling/recurrent recommendations: TF7 • Add new recommendations incrementally

7. Greater continuity: TFs Trends • 37 task forces (Korea to Moscow) • 250+ recommendations, maybe 120 actionable Actions • Concentrate on core • Group “other priorities” • Use ICC Scorecard / HSE Catalog to guide choices, consolidations and recommended task force structures to future hosts, i.e., Australia & Turkey

8. Ideas for the B20 Strategy II. CEOs and Summits

9. Let’s not forget the CEOs Trends • CEOs make time for two reasons: • Strategic: They understand the “leverage” G20 engagement can deliver to ongoing corporate lobby efforts (e.g. UNFCCC) • Political: They value tangible “face time” with HOS • Interest is waning Actions • Provide option for more than one TF (Russia) • Option to stay in a TF, rather than starting over (continuity) • 2 cycle term for co-chairs • More speaking opportunities (more talking) • More host country opportunities (business development)

10. Preserve the B20 Summit “Hallmark” Trends • HOS participating has declined steadily since Seoul • CEO interest is waning Actions • Change the format to model APEC Business Summit • B20 Coalition assistance for securing HOS • Include a media strategy

11. Ideas for the B20 Strategy III. It’s about business

12. B20 needs to be more international Trends • Not representative of global business • 100-200 companies/20-30 per task force • SMEs are largely not present • Significant turnover in CEO participation Actions • Allow companies multiple TFs • Roll over TF participation and grow membership • Reach out to SMEs • ICC Global Survey of Business Policy Priorities for G20 Leaders • ICC Regional Policy consultations

13. B20 needs to be more pure Trends • Increasing participation by consultants, associations, NGOs, think tanks and IGOs • Companies are competing on recommendations before they even reach the public domain • Non-business parties with more time/resources can overshadow business (deputy) input Actions • Eliminate non-business participation • Hold a B20-stakeholder forum (i.e., with Lowy/CSIS) once drafts have been prepared (i.e., after production of “Green Book”)

14. Ideas for the B20 Strategy IV. Outside the box, inside the tent

15. Reaching Sherpas Trends • Sherpas are increasingly engaging publically • Limited attention to Sherpas and official G20 working groups • Sherpas are increasingly aware of Business engagement, but also of L20, Y20, C20 etc. Actions • Russia trade task force presentation to Sherpas (March) • ICC regional consultations • Scorecard excerpts

16. Reaching “official working groups” Trends • Many issues of interest to business handled by official working groups • Mexico integrated some into task forces (e.g., anti-corruption) • Limited so far Actions • Concentrate on the G20’s work load and areas where they have committed to delivering achievements • Task Force on Employment (ETF) • Development Working Group (DWG) • Global Partnership for Financial Inclusion (GPFI) • Anti-Corruption Working Group (ACWG) • The Framework Working Group (FWG) • Financial Stability Board (FSB) • Energy Sustainability Working Group (ESWG) • Study group on Climate Finance (CFSG)

17. Reaching media Trends • G20 is of interest to media! • B20 has had limited public engagement Actions • “Utilize CEOs” • More aggressive Summit media strategy • Between-summit events (RSPP meetings, ICC consultations) • PRs on transmissions to Sherpas (Russia Trade TF) • Publish associated reports

18. Associated reports Trends • Limited policy work beyond compendium of recommendations Actions • Develop/commission products to leverage business recommendations • USCC: G-20 and the Real Economy • ICC Open Markets Index • HSE/Toronto reports

19. Ideas for the B20 Strategy V. It’s about business (again)

20. Less time on “infrastructure” issues Trends • Different “organizing committee” approach in each of last 4 years • Confusing to companies • Too much time spent “positioning” Actions • Formally integrate national strengths of B20 coalition with international strengths of ICC (and other international business associations)