Download made several recommendations for the future B20 strategy

Ideas for the B20 Strategy for the Next Three Presidencies
TF 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 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
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
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
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 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)
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 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
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”)
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 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)
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 recommendations
Actions
• 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)