Ideas for the B20 Strategy for the Next Three PresidenciesTF 7 meeting

Moscow, 22 March 2013

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

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

Ideas for the B20 Strategy

I. Task forces and recommendations

Less drafting, more talking

Trends• Most recommendations are already developed• Company deputies tiring of too much processActions• 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

Streamline drafting process

Trends• Starting from ground zero on process/format• 250+ recommendations, maybe 120 actionable• Little understanding of past recommendationsActions• Standardize the approach

– Chapeau– Status & opinion: draw from ICC Scorecard / HSE catalog– Aggregate rolling/recurrent recommendations: TF7– Add new recommendations incrementally

Greater continuity: TFs

Trends• 37 task forces (Korea to Moscow)• 250+ recommendations, maybe 120 actionableActions• 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

Ideas for the B20 Strategy

II. CEOs and Summits

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 waningActions• 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)

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

Ideas for the B20 Strategy

III. It’s about business

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 participationActions• 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

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) inputActions• 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”)

Ideas for the B20 Strategy

IV. Outside the box, inside the tent

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

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 farActions• 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)

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

Associated reports

Trends• Limited policy work beyond

compendium of recommendationsActions• Develop/commission products to

leverage business recommendations– USCC: G-20 and the Real Economy– ICC Open Markets Index– HSE/Toronto reports

Ideas for the B20 Strategy

V. It’s about business (again)

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)