“SEE”ing Change: 2008 Progress Report

Business Roundtable

a Business Roundtable’s S.E.E. Change (Society, Environment, Economy) initiative will promote better business and a better world by encouraging Roundtable members to adopt sustainability principles as a business planning tool and to showcase the results achieved. The initiative asks America’s leading companies to set challenging goals for environmental and social improvement and to meet these goals in a manner that creates business value.

S.E.E. Change Initiative c/o Business Roundtable Telephone 202.872.1260 1717 Rhode Island Avenue, NW Facsimile 202.466.3509 Suite 800 Website seechange.businessroundtable.org Washington, DC 20036

Business Roundtable (www.businessroundtable.org) is an association of chief executive officers of leading U.S. companies with $4.5 trillion in annual revenues and nearly 10 million employees. Member companies comprise nearly a third of the total value of the U.S. stock market and represent over 40 percent of all corporate income taxes paid. Collectively, they returned $114 billion in dividends to shareholders and the economy in 2006.

Roundtable companies give more than $7 billion a year in combined charitable contributions, representing nearly 60 percent of total corporate giving. They are technology innovation leaders, with $90 billion in annual research and development (R&D) spending — nearly half of the total private R&D spending in the U.S.

Copyright © 2008 by Business Roundtable “SEE”ing Change 2008 Progress Report

Business Roundtable

March 2008

TO THE MEMBERS OF BUSINESS ROUNDTABLE:

Leadership companies lead ... and that is exactly what many Business Roundtable members are demonstrating through the S.E.E. Change (Society, Environment, Economy) initiative. S.E.E. Change was launched in late 2005 to showcase success and strengthen the relationship of environmental stewardship, social progress and economic growth within Roundtable member companies.

It has been said that sustainability is a journey, not a destination. Certainly that has been our experience since the creation of S.E.E. Change. It is clear that we do not yet have all the answers and even that business by itself cannot come up with all the answers. However, in the following progress report, you will find a rich diversity of examples of Business Roundtable members advancing their sustainability journeys.

We created S.E.E. Change, in part, to move Business Roundtable beyond its traditional policy role by demonstrating the evolving role and contributions of corporate America to the betterment of society and the environment. We wanted the world to begin seeing the value of the innovation and technology that business can bring to creating a better world. I am convinced we are doing the right thing. Not only are we building a stronger business community, but we also are beginning to help solve some of the world’s toughest challenges. I hope you will browse through the examples in this report to see how some Business Roundtable members are fully integrating sustainability into their business models and have already established sustainability business goals in the tens of billions of dollars.

From my discussions with many of you, it is clear to me that many Business Roundtable companies not yet part of the S.E.E. Change initiative have much to offer that has not been shared with us. If you have not yet agreed to be part of S.E.E. Change, I urge you to consider doing so. I hope this report will inspire you to join us on the sustainability journey.

Charles O. Holliday, Jr. Chairman and CEO DuPont Chairman, Environment Task Force Business Roundtable

Business Roundtable

I March 2008

TO THE MEMBERS OF BUSINESS ROUNDTABLE:

When Business Roundtable’s S.E.E. Change initiative was launched, it promoted “better business and a better world” — using the principles of sustainability to enhance shareholder value while promoting social and environmental progress. Roundtable member companies provide many products and services that make the lives of billions of people around the world better every day. S.E.E. Change illustrates that many of those products and services reinforce the goals of sustainable development.

S.E.E. Change is a relatively new initiative within Business Roundtable; it highlights the creativity, business sophistication and commitment that CEOs bring to environmental, economic and social progress. But S.E.E. Change is not the only commitment our CEOs have to these important goals. There are a wide range of other major initiatives under way at the Roundtable that positively affect global sustainability, such as our innovative report on wellness programs, our recent report on America’s energy future, our work to address international trade and climate change, our ongoing work on workforce and education challenges, our new Partnership for Disaster Response, and our Partnership for Urban Entrepreneurs. Practically every activity of the Roundtable provides opportunities for leaders in business to use sustainability principles to create new forms of business value that just a few years ago could not have been imagined.

Since late 2005, when DuPont’s Chairman and CEO Chad Holliday and six other Business Roundtable CEOs announced the creation of S.E.E. Change, it has grown to include 32 companies that support and are moving forward on the path to sustainable growth. In this first progress report,“SEE”ing Change, you will see the concrete actions and commitments of this diverse group of Roundtable member companies. These achievements reach beyond traditional projects and activities to sustainable products and services that respond to the demands of consumers and provide real business value to the companies creating them.

This first report on S.E.E. Change highlights just a few of the activities and initiatives that the companies profiled have under way to advance social and environmental goals. Their individual Web sites contain greater in-depth information on how they are addressing social, economic and environmental opportunities. If you would like to join with other leading Business Roundtable companies on S.E.E. Change’s progress toward sustainability, please contact Marian Hopkins at the Roundtable.

John Castellani President Business Roundtable

“SEE”ing Change: 2008 Progress Report

II Table of Contents

Overview and History of S.E.E. Change______1

S.E.E. Change Initiative Members’ Activities______2

Summary of Other Business Roundtable Member Leadership Activities______3 More Diverse, More Domestic, More Efficient: A Vision for America’s Energy Future______3 Climate RESOLVE______3 Partnership for Disaster Response______4 Gulf Coast Workforce Development Initiative______5 Institute for Corporate Ethics______5 S.E.E. Change Company Case Examples Abbott Laboratories______6 Accenture______7 Alcoa Inc.______8 American Electric Power______9 Caterpillar Inc.______10 Citi______11 The Coca-Cola Company______12 Convergys Corporation______13 The Dow Chemical Company______14 DuPont______15 Eastman Kodak Company______16 Eaton Corporation______17 Eli Lilly and Company______18 Fannie Mae______19 FPL Group, Inc.______20 General Electric Company______21 General Motors Corporation______22 HSBC______23 Ingersoll Rand Company Limited______24 ITT Corporation______25 The McGraw-Hill Companies______26 National Gypsum Company______27 Norfolk Southern Corporation______28 Office Depot, Inc.______29 Owens Corning______30 Pfizer Inc______31 The Procter & Gamble Company______32 Siemens Corporation______33 Springs Global US, Inc______34 State Farm______35 Weyerhaeuser Company______36 Xerox Corporation______37

Conclusion______38

Business Roundtable

III

Overview and History of S.E.E. Change

In September 2005, Business Roundtable launched an unprecedented new sustainable growth initiative called S.E.E. Change (Society, Environment, Economy) to promote better business and a better world. Adoption of sustainability goals and metrics is a cornerstone of participation in S.E.E. Change. Each participating company is committing to tangible steps to achieve social, environmental and economic progress and concrete metrics to measure their accomplishments. These goals and metrics are a reflection of each company’s industry sector, business priorities and level of engagement with sustainability principles. The objective of S.E.E. Change is to motivate committed companies to minimize their global environmental footprint as they do business and to improve the environment and quality of life through new products, technology or services that create value for society and shareholders. For the many companies with existing programs in the area of sustainable growth, S.E.E. Change is intended to provide encouragement to take the next step and build on those programs.

S.E.E. Change shows that the traditional goals of higher profit and lower cost are compatible with a strong commitment to social improvement and environmental stewardship.

The leadership efforts of S.E.E. Change companies include the following:

◗◗ Connecting the social, environmental and economic dimensions of sustainable development; ◗◗ Documenting the business case for sustainable growth strategies; ◗◗ Promoting understanding and adoption of sustainable growth strategies by the broader business community; ◗◗ Demonstrating that market forces can drive companies to conduct business in a way that benefits shareholders, society and the environment; and ◗◗ Forging partnerships between business, government and other stakeholders with a common interest in using sustainability principles to meet environmental, social and business needs.

The sustainable growth efforts of S.E.E. Change members are focused on high-priority social and environmental challenges, such as enhancing water conservation and quality, using energy more efficiently, increasing transportation mobility, improving raw material yield, using natural resources more efficiently, mitigating the risk of climate change, and helping to eradicate disease and poverty.

Business Roundtable

1 S.E.E. Change Initiative Members’ Activities

There currently are 32 members of S.E.E. Change. This report demonstrates how these companies are advancing social, environmental and economic progress.

Sixteen S.E.E. Change members are listed on the Dow Jones Sustainability Index, and 24 of the companies publish an annual sustainability/environmental health and safety report. In addition, S.E.E. Change members participate in several other environmental and sustainability-focused initiatives and activities, including Business for Social Responsibility, The Conference Board, the Global Environmental Management Initiative and the World Business Council for Sustainable Development.

Of the 32 S.E.E. Change member companies, 30 participate in Business Roundtable’s Climate RESOLVE (Responsible Environmental Steps, Opportunities to Lead by Voluntary Efforts) program, and 15 participate in the U.S. Environmental Protection Agency’s (EPA) Climate Leaders. In addition, 26 of the S.E.E. Change members have established energy and water goals — some of which have been met and/ or surpassed.

S.E.E. Change Members’ Climate Activities

30 26 24

16 15 Number of Member Companies

Annual Dow Jones Climate EPA Climate Energy and Sustainability/ Sustainability RESOLVE Leaders Water Goals Environmental Index Health and Safety Report Initiatives

“SEE”ing Change: 2008 Progress Report

2 Summary of Other Business Roundtable Member Leadership Activities

More Diverse, More Domestic, More Efficient: A Vision for America’s Energy Future

Business Roundtable unveiled a wide-ranging energy plan calling for a more diversified and domestic-based energy supply mix, increased energy efficiency, and greater investment in new energy technologies.

The recommendations — developed through a consensus-driven process led by Business Roundtable’s CEO members representing multiple sectors of the economy — call for a mix of sound government policies; technological innovation; and proactive, voluntary efforts.

With this blueprint, America’s CEOs are speaking with one voice and calling www.businessroundtable.org for new approaches to meet energy challenges. The plan will help ensure our nation’s energy security by making our energy system more diverse, more domestic and more efficient. Our plan recognizes that we cannot afford to ignore any pathway that will contribute to stable, clean and affordable energy supplies. This includes ethanol and other bio-fuels, nuclear power, greater access to conventional domestic oil and natural gas reserves, coal-to-liquids, coal gasification, and energy efficiency.

The report was developed in response to ongoing energy-related concerns of Business Roundtable member CEOs as expressed in Roundtable member surveys. Business Roundtable CEOs have ranked energy costs as one of the most pressing and difficult challenges affecting their businesses and the overall U.S. economy.

Climate RESOLVE

Business Roundtable is committed to being an influential leader in the climate change discussion. Recognizing the potentially serious and far- reaching consequences of global warming for society and ecosystems, Business Roundtable CEOs called for action in a climate change statement released in July 2007 to reduce greenhouse gas (GHG) emissions. www.businessroundtable.org

Business Roundtable’s Climate RESOLVE, now in its sixth year, has worked in partnership with Business Roundtable member companies to take action to reduce GHG emissions. Climate RESOLVE is the only broad-based business initiative dedicated to helping its members reduce their GHG emissions through one-on-one counseling, learning sessions, workshops, networking opportunities and exposure to member company best practices. The initiative has spurred greater awareness of climate issues in the business community and motivated many companies to develop policies and strategies for managing their emissions.

What We Have Accomplished:

◗◗ Motivated more than 70 percent of Business Roundtable’s membership to take action to address climate change. ◗◗ Conducted six full workshops, each widely attended.

Business Roundtable

3 ◗◗ Coordinated more than 50 learning sessions on options to improve energy efficiency and reduce GHG emissions for both the manufacturing and service sectors, including sessions on renewable energy; government programs; GHG accounting; and best practices and success stories in the areas of lighting, heating and cooling. ◗◗ Provided one-on-one counseling and created comprehensive member tools and resources for participating companies. ◗◗ Created a new pilot metrics program for companies to report their GHG emissions.

What Is Next?

◗◗ Strive for 100 percent participation by Business Roundtable members. ◗◗ Provide the latest relevant domestic and global climate information. ◗◗ Expand and improve metrics and reporting. ◗◗ Share success stories and best practices.

Partnership for Disaster Response

Today, business response to disasters is no longer a charitable issue but a public policy one, directly affecting employers’ workforce and operations. Business Roundtable established Partnership for Disaster Response as a special initiative in May 2005, following the unprecedented outpouring of corporate contributions for the South Asian tsunami relief effort. Immediately after Hurricane Katrina struck, the Roundtable activated Partnership for Disaster Response, urging member companies to contribute to the relief effort and facilitating communications about critical on-the-ground needs. www.respondtodisaster.com Business Roundtable announced a formal partnership with the American Red Cross in September 2007 to help the business community and nonprofit sectors strengthen the nation’s disaster response system. Select areas of collaboration include the following:

◗◗ Use the Partnership’s Web site, www.respondtodisaster.com, to share companies’ firsthand reports from a disaster site with the Red Cross to expedite relief and recovery efforts; ◗◗ Expand a model program, Ready When the Time Comes, to train employees to serve as Red Cross volunteers during a disaster; ◗◗ Install a representative of the business community in the Red Cross’ Disaster Operations Center; and ◗◗ Develop a database of goods and services companies can potentially give during a disaster.

In response to the 2007 California wildfires, Business Roundtable was immediately in touch with the American Red Cross to determine critical needs and speed the relief effort. Business Roundtable companies donated more than $2.5 million, including warehousing space, fuel cards and transportation services — specific items that the Red Cross requested.

“SEE”ing Change: 2008 Progress Report

4 Gulf Coast Workforce Development Initiative Gulf Coast Workforce Development Initiative

Business Roundtable — in partnership with federal, state and local government agencies; businesses; community organizations; academic institutions; and construction trade groups and associations — launched the Gulf Coast Workforce Development Initiative, an effort to recruit and train up to 20,000 skilled construction laborers for the Gulf Coast region by the end of 2009. The Get Rewarded for Education and Advancement Training Initiative supplements ongoing efforts in both the public and private sectors www.ImGREAT.org to develop the skilled workforce needed to help the Gulf Coast region rebuild following the devastation of the 2005 hurricane season. Through the Initiative, eligible participants can enroll in free skills courses, preparing them for entry-level employment in the construction industry. Training classes are available at campuses in Louisiana, Mississippi and Texas with funding made available through federal and state grants, particularly the U.S. Department of Labor’s Pathways to Construction grants. As of December 2007, the Initiative had achieved more than 13,000 training completions. To increase the visibility of the program and attract participants, the Initiative sponsors a recruitment campaign, GREAT (Get Rewarded for Education and Advancement Training). More information can be found at www.ImGREAT.org or by calling 888-52-GREAT.

Institute for Corporate Ethics

Founded in 2004, the Business Roundtable Institute for Corporate Ethics is an independent entity established to renew and enhance the link between ethical behavior and business practice. The Institute brings together business leaders and 18 leading faculty from 13 top business schools to fulfill its mission of embedding ethics into everyday business decisionmaking. www.corporate-ethics.org

The Institute conducts seminars for CEOs, board members and senior executives, and it publishes studies ranging from Short Term Earnings Guidance to Principles and Practices for a Model Business Ethics Program and “bridge papers” featuring leading professors alongside commentary from CEOs.

The Institute’s new Ethics Seminars will be delivered in a new format providing greater topical focus on the most important ethics issues identified by executives. For more information, contact Dean Krehmeyer at [email protected], or visit the Institute’s Web site at www.corporate-ethics.org.

Business Roundtable

5 www.abbott.com/citizenship

Broad Commitment to Sustainability Abbott Laboratories’ commitment to sustainability is far reaching, as evidenced by the company’s strong corporate governance; leading efforts in improving access to medicines; programs focused on improving the company’s environmental performance and impact; and initiatives to help global communities through humanitarian efforts. In 2006, Abbott was singled out by the Dow Jones Sustainability Index as having the highest performance across the medical products group for environmental and social reporting, stakeholder engagement, brand management, labor practices, and supplier standards.

Green Fleets Abbott is the first and only Fortune 500 company to commit to going “carbon neutral” with its U.S. fleet of vehicles. The company’s 6,000-car fleet represents nearly 11 percent of its overall global emissions. Abbott partnered with Environmental Defense and PHH Arval, its fleet leasing provider, to offer many Abbott employees hybrids and other greener vehicle options when selecting a company car. Corporate fleet vehicles are driven an average of 25,000 miles per year — nearly double the mileage, fuel consumption and emissions of personal vehicles. As a result, fleet vehicles are major consumers of oil and gasoline as well as sources of air pollution. By going carbon neutral, Abbott will take 180,000 metric tons of emissions out of the air — the equivalent of taking 12,000 cars off the road.

Reducing GHG Emissions In December 2007, Abbott announced an aggressive goal to reduce its total U.S. GHG emissions by 2 percent on an absolute basis from 2006 to 2011. Abbott announced this goal as part of its ongoing commitment to reduce its environmental footprint by exploring responsible, progressive ways to measure, manage and reduce its energy consumption.

Solar Power in California While Abbott’s energy efforts span the globe, the company pays close attention to communities where the needs are greatest. Energy consumption continues to be a top priority for California, the nation’s most populous state and home to one of every eight Americans. In an effort to increase its use of renewable energy there, Abbott is installing a large, 500 kilowatt hour solar power system to produce electricity for parts of the company’s vascular plant in the southern part of the state. This marks the company’s first solar panel installation in the United States.

Conserving Water Responsible water management is a key environmental and business priority for Abbott, and one of the company’s top environmental goals is to reduce water usage by 15 percent by 2010, normalized by sales. To make this goal a reality, Abbott has instituted a comprehensive water strategy focused on improving operations and product design, facilitating access to high-quality water in global communities, and collaborating with key environmental and business groups. In 2006, Abbott reduced water usage by 8.4 percent relative to sales compared to 2004 performance. The company also initiated 30 water conservation projects that will result in an annualized water reduction of more than 208 million gallons.

“SEE”ing Change: 2008 Progress Report

6 www.accenture.com

A global management consulting, technology services and outsourcing company, Accenture is committed to contributing its best to society, the environment and the global economy. Key to this commitment is the company’s recognition of the role business can play in preserving, protecting and sustaining the world in which Accenture’s people live and work. Accenture’s approach is grounded in an effort to create sustainable change and economic growth across the globe through its dedication of time, skills and funds. Finally, Accenture recognizes the business imperative and responsibility to reduce its own environmental impact and offer support to its clients and suppliers in addressing theirs. Several key initiatives include the following:

Environmental Stewardship Accenture is implementing a number of organizationwide initiatives to build consistency and rigor into its environmental stewardship. The company has a global environmental policy to clarify its corporate position and institutionalize a set of operational standards across its business, and it is pursuing the global extension of its ISO 14001 certification for environmental performance across the geographies in which it operates.

Additionally, Accenture’s professionals around the globe are active in a variety of initiatives that drive more efficient energy consumption: trading recyclable waste for recycled materials (such as stationery), contributing to the sustainable use of renewable forest resources and cleaning up the local community, among others. For instance, the “Green Challenge” program is an employee-driven initiative in the United States to reduce environmental impact and play a role in chartering the future direction of the company’s efforts. And in France, employees support environmental actions through “Club Attitude,” a voluntary Accenture organization, which was honored as one of the country’s top 100 programs during the French Ministry’s official Sustainable Development Week in April 2007.

Supporting the Local Community while Driving Business Innovation As part of its efforts to build and maintain a workforce that mirrors that of its clients, Accenture has a five-year agreement with the Confederated Tribes of the Umatilla Indian Reservation (CTUIR) to help manage Cayuse Technologies, an American Indian enterprise near Pendleton, OR. Wholly owned by the CTUIR, Cayuse Technologies provides U.S. companies with end-to-end business services in the areas of software development, customer contact, image processing and business process outsourcing. Accenture provided initial equipment, training and marketing for the company. Together, CTUIR and Accenture have created living-wage jobs for American Indians and others in the local community and are helping expand and diversify the Reservation economy beyond gaming and traditional employment opportunities.

Teaming with Aidmatrix Accenture has a multiyear relationship with Aidmatrix, a nonprofit agency that creates an online supply-chain link between corporate donors and charitable organizations for the delivery of humanitarian aid. In addition to virtual food drives — through which Accenture people in the United States have raised nearly $400,000 for hunger relief — the relationship with Aidmatrix includes $3.5 million in grants from the Accenture Foundations and pro bono support for Aidmatrix’s supply-chain solutions, which aim to improve the efficiency and effectiveness of delivering humanitarian aid. These contributions are part of Accenture’s broader commitment to donate core skills and volunteer time to help Aidmatrix expand its food relief efforts globally and further develop its technology support for disaster relief and medical supply aid.

Accenture Development Partnerships Accenture Development Partnerships, a groundbreaking nonprofit initiative, brings the company’s core capabilities to not-for-profits in developing countries. The initiative is built around a simple — yet innovative — business model that comprises sponsorship from Accenture, which provides consultants at marginal cost; contributions from employees through voluntary salary reductions; and contributions from not-for-profit clients through the payment of fees, set at a fraction of usual commercial market rates.

Business Roundtable

7 www.alcoa.com

Part of the Solution Alcoa Inc. is the world’s leading producer and manager of primary aluminum, fabricated aluminum and alumina facilities and is active in all major aspects of the industry. Alcoa serves the aerospace, automotive, packaging, building and construction, commercial transportation, and industrial markets, bringing design, engineering, production and other capabilities of its businesses as a single solution to customers.

Alcoa makes a very sustainable product: More than 70 percent of the aluminum ever produced is still in use, equaling 563 million metric tons of a total 770 million metric tons manufactured since 1886.

As a company whose core values include a global commitment to sustainability, Alcoa has long been recognized as a leader in addressing climate change. In the United States, Alcoa is a founding member of the United States Climate Action Partnership, helping to encourage the U.S. government to quickly enact strong national legislation to achieve significant reductions of GHG emissions. In

Australia, Alcoa is partnering with other companies to sequester carbon dioxide (CO2) in bauxite residue. These and other efforts keep Alcoa at the lead of a global effort to address climate change responsibly and sustainably.

Reducing GHGs Is a Win-Win Alcoa’s 2020 Strategic Framework for Sustainability outlines an aggressive schedule for reducing its environmental impact across the board, even as its capacity grows to meet increasing world demand for aluminum. With respect to GHGs, Alcoa voluntarily reduced its emissions in the United States and globally by 25 percent below 1990 levels, achieving this goal in 2003. The company continues to seek further reductions.

A key factor in reducing GHG emissions is energy efficiency. Because of the amount of energy required to make aluminum from ore, any increase in energy efficiency — through process improvements and through the use of recycled feedstock — can make Alcoa both greener and more competitive.

Using Renewable Energy Alcoa also is actively increasing the supply and use of cost-effective renewable resources and actively supports the Green Power Market Development Group, a collaboration of 13 leading corporations and the World Resources Institute dedicated to building corporate markets for green power. In North America, Alcoa’s hydro facilities — the first of which was established in 1917 — generate more than 2 billion kilowatt hours a year. The company’s first greenfield smelter in 20 years, which went online in Iceland in 2007, is powered by sustainable hydropower, and the company is currently evaluating geothermal power for a second project in Iceland. If built, this would be the world’s first geo-powered aluminum facility.

Aluminum and Energy-Saving Solutions As a light, strong, versatile metal that recycles over and over, aluminum offers energy-saving solutions to consumers and industry that few other materials can match. Aluminum can improve fuel economy and reduce emissions in automobiles, trucks, trains and ships. In beverage cans, it recycles directly from scrap back into can stock — something few other container materials can do. The process saves 95 percent of the energy used to make new can sheet.

Investing in Communities Alcoa engages with nongovernmental organizations and supports its communities through the Alcoa Foundation, which invests millions annually in global programs that will make a significant contribution to improving knowledge and building leaders in the field of conservation and sustainability. This includes the Alcoa Foundation’s Conservation & Sustainability Fellowship Program, a combination of pure and applied research and unique interdisciplinary structure.

“SEE”ing Change: 2008 Progress Report

8 www.aep.com

Chicago Climate Exchange Founding Member In 2003, American Electric Power (AEP) became a founding member of the Chicago Climate Exchange (CCX), the first voluntary GHG credit trading system in the United States. CCX allows for flexible, cost-effective compliance with these targets by facilitating emissions trading (buying and selling of emission allowances) and banking of emission reductions (i.e., saving excess reductions from one year to use in a later year).

Clean Coal Technologies AEP is investing in other new clean coal technologies, including Integrated Gasification Combined Cycle (IGCC) and ultra supercritical. AEP filed plans with regulatory commissions in West Virginia and Ohio to build commercial-scale IGCC plants that will be capable of capturing and storing CO2. IGCC technology may enable AEP and the United States to use its vast supply of coal while limiting GHGs. Unlike a traditional pulverized coal plant that grinds coal to a fine powder and then burns it, IGCC converts coal to synthetic gas before it is burned. Emissions such as nitrogen oxide, sulfur dioxide and mercury are removed from the gas stream more efficiently and completely, and the remaining gas is then burned to create electricity. IGCC can produce a twofold climate benefit: more energy per pound of coal consumed than current pulverized coal technologies and a more efficient capture process for traditional emissions. Once captured, CO2 can be stored by injecting it into the ground or can be used in other ways, such as for enhanced oil recovery, replacing more energy-intensive methods and further reducing GHGs. IGCC technology has several additional environmental benefits, including requiring about one-third less water than a pulverized coal plant; generating less solid waste than a conventional coal plant; and using various coal types, biomass and other refinery by-products.

In September 2005, AEP signed an agreement with General Electric Energy and Bechtel Corporation to begin the front-end engineering design process for an IGCC plant in the 600 megawatt range, which will be the first such engineering and design agreement undertaken for an IGCC plant of this scale. In April 2006, the Public Utilities Commission of Ohio approved AEP Ohio’s request to recover preconstruction costs from its Ohio customers for a proposed IGCC facility at the Great Bend site. AEP Ohio will provide more definitive information, including more precise costs, when available to seek approval to recover the costs of building and operating the plant.

Appalachian Power, an operating subsidiary of AEP, filed and received approval on its January 2006 application for a Certificate of Public Convenience and Necessity to construct the 629 megawatt IGCC plant in West Virginia, which could be completed at the earliest in mid-2012 at a cost of approximately $2.23 billion. The filing also includes a request for the Public Service Commission of West Virginia to approve a cost-recovery mechanism for the timely recognition in rates of the financing costs incurred during construction and for full recognition of the plant’s costs in rates after it is placed in commercial operation. Appalachian Power proposes that future rate adjustments related to the plant be considered in conjunction with the company’s annual Expanded Net Energy Cost filings. Appalachian Power plans to file an application seeking appropriate regulatory approvals related to the plant from the Virginia State Corporation Commission.

“With restrictions on carbon dioxide emissions expected in the future, IGCC technology represents an important advancement for power generation and for the coal industry. It is much less expensive to capture carbon dioxide pre-combustion in the gasification process than it is to capture it post-combustion from a pulverized coal plant,” said Michael G. Morris, AEP’s chairman, president and CEO.

Business Roundtable

9 www.caterpillar.com

Caterpillar Makes Sustainable Progress Possible Caterpillar Inc. customers operate in a variety of industries — such as infrastructure development, mining, energy, forestry and transportation — that are at the heart of many of the world’s sustainable development challenges. Every day, Caterpillar people look for opportunities to apply expertise and technology to address these issues. The company works to provide solutions that make its customers’ businesses more viable. And it strives to make the intelligent choices that will allow both the company and our planet to prosper.

Caterpillar invested more than $2 billion over the last 10 years in developing cleaner products, including ACERT™ Technology and SoLoNOx™ solutions that dramatically reduce diesel engine and gas turbine emissions while meeting customer expectations for durability, fuel efficiency and performance.

In 2005, Caterpillar identified sustainable development as a “strategic area of improvement,” an area that requires enterprisewide focus and commonality to achieve its goals. “I believe our organization, as a whole, is increasing its understanding of the principles of sustainable development. The company is committed to helping every employee understand the complexity of sustainable development and helping every business unit translate that understanding into growing, profitable business models,” said Jim Owens, chairman and CEO of Caterpillar Inc.

Remanufacturing in the United States and Abroad Remanufacturing reduces material consumption and waste and conserves a large portion of the labor and energy added to the original raw material. Caterpillar’s contributions to material efficiency continue to grow through its remanufacturing businesses. Remanufacturing is advanced recycling, applying unique inspection, disassembly, cleaning and salvage processes to transform end-of- life components into same-as-new remanufactured products. It is a cost-effective, environmentally responsible repair alternative for customers. Combined, Caterpillar Remanufacturing Services and Progress Rail (a division of Caterpillar) recycle more than 2.7 billion pounds of end-of-life products a year. Through the company’s global remanufacturing reverse logistics network, close to 90 percent of end-of-life components exchanged for a remanufactured product are returned to Caterpillar. Progress Rail remanufactures and recycles used railcars, locomotives, rail and track, and its full distribution network will help expansion into new markets.

To support its customers and continue to grow its remanufacturing business in the Asia/Pacific region, Caterpillar opened its first Asian remanufacturing center in Shanghai, China, in 2006. Caterpillar is the first wholly owned foreign entity to receive a remanufacturing license in China and has signed a letter of intent with China’s National Development and Reform Commission (NDRC) to help China as it establishes policies related to growing its remanufacturing industry. The company is providing expertise to help NDRC and Chinese research institutions pursue China’s 4R initiative: reduce, reuse, recycle and remanufacture.

Climate Change Caterpillar is actively engaged in supporting public policies that reduce GHG emissions and promote market-based approaches to climate change initiatives. Caterpillar supports emissions standards that are based on thorough, peer-reviewed science and allow industry and public input. The company is seeking fair and flexible approaches to these standards, as well as incentives for new technology and early action.

Alternative Fuels Caterpillar continues to work with local governments to promote the use of alternative fuels such as landfill gas, coal seam methane and digester gas for distributed power generation.

“SEE”ing Change: 2008 Progress Report

10 www.citigroup.com/citigroup/environment/index.htm

Corporate Environmental Financial Goals and Commitments In May 2007, Citi announced it would direct $50 billion over the next 10 years to address global climate change through investments, financings and related activities to support the commercialization and growth of alternative energy and clean technology among the clients and markets it serves, as well as within its own businesses and operations. The $50 billion target is a realistic estimate based on market-based activities and transactions with clients as well as energy-saving “green” projects within Citi’s own operations. This target includes nearly $10 billion in activities Citi has already undertaken to date to address climate change and is the latest example of Citi’s ongoing efforts in the broader environmental arena, including investments to control its own environmental footprint, advice to clients on risks and opportunities, and policy engagement.

Business Engagement Citi’s Markets & Banking group plans to invest in and finance more than $31 billion in clean energy and alternative technology over the next 10 years through the expansion of existing activities and the launch of new client services. Various businesses at Citi Alternative Investments (CAI) have been active in making environmentally friendly investments. In April 2007, CAI created a standalone investment center called Sustainable Development Investments, which builds on Citi’s Sustainable Development Investment Program with an expected tenfold increase in its capital commitment to more than $2 billion of private equity over the next 10 years in renewable and alternative energy, clean technologies, energy efficiency, carbon credit markets, waste and water management, and sustainable forestry. Citi Property Investors intends to commit $500 million to investments in sustainable building projects over the next 10 years — the first being in the Loreto Bay Company, a 5,000-home community in Baja California, Mexico, that is one of the largest sustainable resort communities in North America.

The consumer franchise is offering climate-friendly mortgage, card and commercial finance products to its clients. Citi Community Development is building on its existing investing activities to include renewable energy tax credit investments and green private equity investments. Citi Smith Barney and The Citi Private Bank also advise clients on opportunities in the socially responsible investment arena. The Citi Private Bank and the Financial Times have created an Environmental Award for businesses that have significantly improved their environmental performance.

Green Buildings As part of this focus on the environment, Citi has committed to reducing its corporate environmental footprint through its own real estate portfolio, procurement and energy use. The company has pledged to reduce GHG emissions by 10 percent by 2011. This activity spans Citi’s almost 16,000 global facilities and is driven by the creation of a Global Energy Council; purchase of 59,642 megawatt hours of green power for operations in 2007, with projected purchases in 2008 of 135,259 megawatt hours (a 127 percent increase); and its goal of achieving environmental certification (e.g., Leadership in Energy and Environmental Design, or LEED, in the United States) for the construction of new office buildings and operations centers and evaluation of existing larger facilities.

In 2007, Citi earned Gold LEED certification for the first time for its newly constructed, 15-story skyscraper at Two Court Square, Queens, NY. During construction, more than 90 percent of the waste was recycled and diverted from landfills. The building’s eco-friendly features include avoidance of 768 tons of CO2 emissions through the use of high-performance window glazing, energy-efficient lighting and air-conditioning systems, lighting controls, and office occupancy sensors; workstations, carpeting and furniture made from recycled materials and/or through eco-friendly manufacturing processes; approximately 90 percent (4,590 tons) of structural steel containing post-consumer recycled content; and conserving approximately 2 million gallons of water per year through efficient plumbing and a storm-water recycling system that captures rain water for reuse. Certified green wind power will provide 100 percent of the building’s energy load for at least five years — equal to 38,500 megawatt hours of energy use, resulting in zero carbon footprint.

Business Roundtable

11 www.coca-cola.com

The Coca-Cola Company is focusing its environmental commitments on the areas in which the company has the most significant and visible impacts — water stewardship, sustainable packaging, climate protection and energy management.

Global Water Stewardship Water is the main ingredient in every beverage The Coca-Cola Company makes. In 2007, Coca-Cola announced a goal to return the water used in its beverages and their production back to nature. The goal has three core components:

◗◗ Reduce: The company will set water use efficiency targets for global operations in 2008. ◗◗ Recycle: The company will return all water used for manufacturing processes to the environment at a level that supports aquatic life by the end of 2010. ◗◗ Replenish: The company will expand support of healthy watersheds and sustainable community water programs to balance the water used in its finished beverages.

World Wildlife Fund (WWF) is a key partner in Coca-Cola’s water stewardship initiatives. In 2007, the company expanded its work with WWF through a five-year effort to conserve and protect freshwater resources. The centerpiece of the partnership focuses on measurably conserving seven of the world’s most critical freshwater river basins. Coca-Cola also is collaborating with organizations such as the U.S. Agency for International Development, the United Nations Development Programme, PlayPumps International, CARE and the Global Water Challenge to protect watersheds and support initiatives that bring clean water and sanitation to underserved areas.

Sustainable Packaging The Coca-Cola Company’s sustainable packaging strategy focuses on package design, community recovery programs and package material reuse. The company is developing packaging that uses less material and investing in technologies and recovery systems that enable it to use more recycled material.

In the United States, Coca-Cola is investing more than $60 million to build the world’s largest plastic-bottle-to-bottle recycling plant and to support recycling. The plant is being built in Spartanburg, SC, and when complete, it will produce approximately 100 million pounds of food-grade recycled plastic for reuse each year — the equivalent of producing nearly 2 billion 20 ounce Coca-Cola bottles. The new Spartanburg plant will open in 2008 and will be fully operational in 2009. Coca-Cola also has invested in bottle-to-bottle recycling facilities in Switzerland, Mexico, Austria and the Philippines.

In addition to using bottles to produce bottles, Coca-Cola is reusing recycled plastic bottles in an expanding line of merchandise. Plastic bottles are being converted into T-shirts, hats, bags, uniforms and other items that transform waste plastic into valuable products.

These activities are part of a comprehensive goal to recycle or reuse 100 percent of the company’s plastic bottles around the world.

Climate Protection and Energy Management The Coca-Cola Company is committed to growing its business but not its carbon footprint within manufacturing operations. The largest component of the company’s climate footprint is found in the refrigeration equipment used to keep its beverages cold.

Coca-Cola has completed the transition to hydrofluorocarbon (HFC)-free insulation for new purchases of refrigeration equipment. This new equipment will generate 75 percent fewer direct GHG emissions compared to traditional refrigeration equipment. This matters because studies show that HFC emissions will constitute an increasingly greater share of global warming pollutants if their use continues.

The company also has made significant research and development investments to identify a cost-effective commercial solution for refrigerant

gas. Coca-Cola believes CO2 technology will help its global system dramatically reduce direct GHG emissions from refrigerants. CO2 — a natural refrigerant that is HFC free — has less direct climate impact and improves energy efficiency under typical operating conditions.

“SEE”ing Change: 2008 Progress Report

12 www.convergys.com

Enriching Its Communities by Giving Back With clients in more than 70 countries, Convergys Corporation remains committed to improving the quality of life in communities around the globe. Corporate citizenship is a core value that is widely supported by its employees, as evidenced by strong participation in the many events held and/or sponsored at each of the Convergys locations via local Convergys Community Action Teams.

Convergys has committed to the formation, implementation and ongoing measurement of a comprehensive, long-term, global sustainable development program that incorporates two primary components:

1. Replication and expansion of existing Convergys-sponsored training and education programs that provide opportunities, especially in high-need locations where Convergys operates, to obtain the job and life skills necessary to establish self-sufficiency and support the growth of healthy, economically sound communities. 2. Implementation of a companywide, global environmental program that engages all employees in actions that are environmentally focused and the incorporation of key components of the 3Rs model (reduce, reuse, recycle). These actions should result in overall cost savings.

Specifically, this program will:

◗◗ Continue to invest in energy-efficient technologies at Convergys facilities worldwide and incorporate energy-saving practices into the company’s everyday activities in an effort to further minimize its environmental footprint. ◗◗ Expand localized recycling programs into a comprehensive and global effort with uniform goals and measures to reduce the overall amount of natural resources the company uses. ◗◗ Ensure employee understanding of the role that each individual plays in making this program a success.

Business Roundtable

13 www.dow.com

The Dow Chemical Company has set 2015 goals to achieve at least three breakthroughs that will significantly improve the world’s ability to solve the challenges of affordable and adequate food supply, decent housing, sustainable water supplies, or improved personal health and safety.

Breakthrough technologies include new unique chemistry manufacturing processes for existing products or methods of delivery for existing products. The “challenge platforms” were chosen because of their connection to existing Dow businesses and the increased likelihood for developing successful new or enhanced products and technologies that can help solve these critical world challenges.

In creating this goal, Dow was heavily influenced by the United Nation’s Millennium Development Goals, which are focused on developing countries. However, Dow also will seek opportunities for addressing challenges in the developed world.

Dow believes that a variety of technologies, system solutions and business models will be required to significantly improve access to clean drinking water and sanitation. Solutions must be carefully matched to community needs and will require the cooperation of businesses, nongovernmental organizations, financial institutions and governments. The BioSand water filter system project is an example of Dow collaborating with others to help make the provision of clean drinking water sustainable and economically viable for everyone.

Wastewater Uses in the Netherlands Abundant yet precious, water is often used just once: for a shower, a washing machine cycle or a hasty drink from a park fountain. Although many of us take its availability for granted, Dow’s production facility in Terneuzen, the Netherlands, does not. In collaboration with the Terneuzen district water board and Evides, a local water purifier, Dow accepts 2.6 million gallons of water every 24 hours through a special pipeline and purifies more than 70 percent of it. Then, the purified 1.9 million gallons are sent to the polishing plant, where the water is upgraded to an even higher quality with virtually zero salt content, and from there, the water is used to generate steam. After use, it is partly fed back into the polishing plant for reuse; the remainder is used in a cooling tower until it finally evaporates into the atmosphere. Thus, Terneuzen’s wastewater gets a second and third life at Dow. And less energy and fewer

chemicals are used, resulting in less CO2 discharge.

“With this project, we are able to combine sustainable water use from multiple sources on a regional basis with increased reliability in water supply to an industrial complex,” said Dr. Niels Groot, senior improvement specialist. “This technology supports Dow’s 2015 goal for energy efficiency and conservation.”

Energy-Absorbing Foams Energy-Absorbing Foam is a key component of automobiles, aircraft, boats, military and aerospace vehicles. Dow has developed high-performance thermoplastic foams for these industries, including the new IMPAXX™ Energy-Absorbing Foam. IMPAXX is a fully recyclable extruded foam that maximizes efficiency and minimizes weight while serving as a low-cost alternative for a range of applications, including bumpers and structural door panels that currently keep NASCAR drivers safe, as well as air bag deployment areas. As of 2007, every car is mandated to use IMPAXX Energy-Absorbing Foam to help dissipate energy in the event of a crash.

“SEE”ing Change: 2008 Progress Report

14 www.sustainability.dupont.com

DuPont’s mission is sustainable growth — creating shareholder and social value while reducing the environmental footprint along the value chains in which it operates. DuPont believes that what is good for business also must be good for the environment and people everywhere. The mission of sustainable growth can be traced back to decisions and commitments made decades ago. In the 1970s and 1980s, the focus was on internal safety and meeting environmental regulations. In the late 1980s and 1990s, DuPont added voluntary actions, which went well beyond regulatory requirements. The objective was to increase shareholder value with a goal of zero safety and environmental incidents, decrease raw material and energy inputs into products, and reduce emissions at manufacturing sites.

In October 2006, DuPont announced its 2015 Sustainability Goals. This commitment includes traditional footprint reduction goals as well as four market-facing goals. The market-facing goals include the following:

◗◗ Double investment in research and development on products with direct, quantifiable environmental benefits for customers and consumers along the value chains. ◗◗ Introduce at least 1,000 new products or services that help make people safer globally. ◗◗ Increase annual revenues by at least $2 billion from products that create energy efficiency and/or significant GHG emission reduction

for customers or consumers, which will contribute at least 40 million tons of additional CO2 equivalent reductions. ◗◗ Nearly double revenues from nondepletable resources to at least $8 billion.

DuPont plans to continue building on a history of developing products that help customers improve safety and quality of life as well as reduce energy use and environmental emissions. Examples include DuPont™ Tyvek® housewrap, which improves the energy efficiency of buildings around the world; high-performance lightweight plastics that help improve vehicle fuel efficiency; and enabling technologies for fuel cells as well as wind and solar energy. DuPont has made a significant investment in biotechnology as a way to develop products based on renewable resources. Renewability becomes possible because DuPont is integrating its core scientific disciplines — biotechnology, chemistry and materials science. Plants are used as a key raw material in the development of high- performance materials and fuels. At the forefront of renewably sourced fuel alternatives are two solutions from DuPont: biobutanol and cellulosic ethanol.

Climate Change DuPont has been active on the climate change issue since the early 1990s. Between 1990 and 2003, DuPont reduced its GHG emissions by 72 percent and, in 2006, committed to an additional reduction of 15 percent from a base year of 2004. In 2007, DuPont was a founding member of the U.S. Climate Action Partnership, a coalition of businesses and leading environmental organizations that called for mandatory limits on GHG emissions. DuPont also was a founding member of CCX, the Pew Center on Global Climate Change and the World Resources Institute Green Power Market Group.

Nanotechnology DuPont and Environmental Defense have collaborated on the Nano Risk Framework for the responsible development, production, use and disposal of nanoscale materials. Nanomaterials are one to 100 nanometers in at least one dimension and exhibit novel properties due to their small size. These materials hold great promise for new applications in materials, energy, medicine and other fields, but more needs to be known about their potential risks. The intent of this framework is to define a systematic and disciplined process that can be used to identify, manage and reduce potential health, safety and environmental risks of nanoscale materials across all lifecycle stages. DuPont has committed to using the framework for nanoscale materials developed by the company. Additional information on the framework is available at www.nanoriskframework.com/page.cfm?tagID=1095.

Business Roundtable

15 www.kodak.com

Eastman Kodak Company is committed to conducting business as a responsible corporate citizen wherever it operates or markets products and services around the world. Its values and policies are the basis for sustainable social, environmental and economic performance by the company and its business partners. Since 1997, Kodak has had voluntary environmental and sustainability goals and has published its performance against these goals annually, initially in print and now on the Kodak Web site (www.kodak.com/ go/hse). As progress is made, the goals are revised to ensure that they drive continuous improvement and align with the sustainable development needs of the company’s business. Current goals include efforts to reduce GHG emissions, energy use and employee safety incidents, as well as to improve product attributes.

Kodak applies comprehensive environmental, health and safety standards to the commercialization of all new products. The goal is to drive beyond worldwide regulatory compliance for new products. These product standards originated in 1991 and cover media, chemical, equipment and packaging. They integrate potential regulatory requirements, competitors’ actions, public expectations and business goals into measurable standards that all new products today must meet.

The Kodak Digital Picture System 900 The Kodak Digital Picture System 900 (DPS 900) garnered the 2007 Eco-Design Award at the International Consumer Electronics Show. DPS 900 is a dry photo processing system designed to allow retailers to provide digital photo prints or CDs to consumers from either digital or film image sources. It requires less space, energy consumption and labor than a traditional photo lab and can deliver up to 900 4x6 prints per hour. Since the system is based on thermal dye transfer technology, no water or photo processing solutions are required, and no regulated wastes are generated. In addition, a significant material use reduction was realized when a package redesign of the thermal media resulted in the package size being reduced by 30 percent and the weight by 11 percent.

Printer’s EnviroServices Program Kodak is committed to helping its graphics customers with environmental, health and safety concerns and compliance. As a result, it has developed the Printer’s EnviroServices Program (PEP), which incorporates a comprehensive mixture of innovative services, programs, products, packaging and equipment to help Kodak customers meet their objectives in a cost-effective manner. PEP is the most comprehensive environmental services program available in the printing industry today. In 2006, PEP provided more than 97,000 solutions to customers in the Americas alone. Also in 2007, PEP launched an aluminum-plate recycling program to assist customers’ recycling efforts. As an added incentive to join the program, customers receive a Ronald McDonald House Charities® receptacle to collect aluminum cans at their facilities. A portion of the proceeds from the program, plus 100 percent of the aluminum-can revenue, is donated to charity.

Electronics Industry Code of Conduct Group To further best practices in supply-chain management, Kodak joined the Electronics Industry Code of Conduct (EICC) Group. EICC is an industry group that promotes supplier social and environmental responsibility across the electronics industry supply chain through a standards-based approach. Expectations are established for employment practices, environmental stewardship, training and use of a standard supplier audit process.

“SEE”ing Change: 2008 Progress Report

16 www.eaton.com

Hybrid Power Systems After four years of development and 2 million miles of field testing, Eaton Corporation’s medium-duty hybrid power systems are now commercially available and will be ready for customer deliveries in 2008 on the chassis of several major North American commercial vehicle manufacturers. These include International Truck and Engine Corporation, Kenworth Truck Co., Peterbilt Motors and Freightliner Corporation.

More than 220 hybrid-powered vehicles with Eaton’s advanced technology systems have been produced for testing and evaluation — most of which have been placed into service alongside their conventionally powered counterparts. Vehicle configurations include package delivery vans, medium-duty delivery trucks, beverage haulers, city buses and utility repair trucks — each of which has generated significant fuel economy gains and emission reductions. Fleet customers for Eaton’s hybrid power have included FedEx Express, UPS, Coca-Cola Enterprises, The Pepsi Bottling Group and 14 public utility fleets.

In the hybrid systems being released into production, Eaton employs a parallel-type diesel-electric hybrid architecture with Eaton’s Fuller® UltraShift® automated transmission, which incorporates an electric motor/generator between the output of an automated clutch and input of the transmission. The system recovers energy normally lost during braking and stores the energy in batteries. The system also can be designed to provide energy for use during engine-off worksite operations, further reducing noise, emissions and fuel costs.

In addition to its diesel-electric hybrid products, Eaton also is developing advanced hybrid systems using hydraulic power. Working with EPA under a Cooperative Research and Development agreement, Eaton is helping develop a “series hydraulic hybrid” power system that combines a high-efficiency diesel engine and a unique hydraulic propulsion system to replace the conventional drivetrain and transmission. The vehicle uses hydraulic pump/motors and hydraulic storage tanks to recover and store energy, similar to what is done with electric motors and batteries in hybrid electric vehicles.

Fuel-Efficient Aircraft With seating for up to 555 passengers, the Airbus 380 (A380) is the world’s largest commercial aircraft and one of the most fuel efficient. Working closely with Airbus, Eaton designed and created a groundbreaking 5,000 pounds per square inch (psi) hydraulic system for the massive airliner, compared to the 3,000 psi systems on other commercial airplanes. The innovative high-pressure design helped reduce the weight of the A380 by 1 metric ton, making it more fuel efficient without compromising power, performance or control.

Electrical Solutions Eaton’s industry-leading electrical power distribution and control equipment and services can help customers significantly reduce electrical energy consumption.

Eaton’s industry-leading Pow-R-Command™ lighting control systems typically reduce energy consumption by 10–30 percent by turning off the lights when a space is empty and reducing artificial lighting when natural light is strong.

An Integrated Facility Systems solution reduces floor space and material needed for power systems over traditional installations. The switchboard requires 40 percent less space and, by using less copper and steel, has a smaller environmental footprint.

The Powerware BladeUPS and Powerware 9395 are two new Eaton products recognized for industry-leading power efficiency and performance. The Powerware BladeUPS, a three-phase uninterruptible power system (UPS), is designed and optimized to meet the challenges of today’s high-powered blade servers and high-density computing environments.

The Powerware 9395 operates at 95 percent efficiency and offers the smallest footprint and lowest weight of any UPS in its class. It is ideal for addressing current and future power protection requirements of data centers, manufacturing operations, medical facilities and other large system applications. These products are fine examples of Eaton’s commitment to increased power reliability, energy conservation and sustainability.

Business Roundtable

17 www.lilly.com

Improving Access to Medicines Access to health care and affordable medicines is a major problem in many countries, including the United States, and Eli Lilly and Company is taking steps to help. The LillyCares Foundation provides a number of free medicines through physicians to qualifying U.S. patients. Eligibility is based on the patient’s income, which must be less than 200 percent of the federal poverty level, and lack of third-party drug coverage. The LillyCares Foundation served more than 162,000 patients in 2006.

In early 2006, Medicare Part D prescription drug coverage was introduced and is a permanent measure to provide seniors with greater access to affordable and more comprehensive pharmaceutical coverage. Lilly recognizes that some patients who are enrolled in a Medicare Part D plan may still experience gaps in their coverage or access to needed medicines. As a result, Lilly launched LillyMedicareAnswers™ in December 2006 for patients who are enrolled in a Part D plan and are taking a growth hormone or certain osteoporosis or antipsychotic medications. Patients who meet the eligibility requirements can then obtain a month’s supply of the drug for a small administrative fee.

Hands and Hearts Lilly launched a new employee volunteer initiative in 2007 called Hands and Hearts, which will enhance employee involvement with nonprofit organizations while allowing the company to track and measure results. When fully implemented, Hands and Hearts will leverage the potential power of more than 40,000 employees, connecting them with opportunities to volunteer their time and talents. The Web-based Hands and Hearts database will allow Lilly employees to select organizations to assist and record the number of hours volunteered, and through this system, the company will be able to view its corporate volunteerism results. Lilly plans to report on these efforts in future corporate social responsibility reports.

Fighting Multidrug-Resistant Tuberculosis Multidrug-Resistant Tuberculosis (MDR-TB) is a growing global health threat. Recognizing that, Lilly has expanded its MDR-TB Partnership, which is working to boost the supply and availability of drugs to treat the deadly disease. Lilly increased its financial commitment by $50 million and launched an ambitious public-private consortium to discover new tuberculosis (TB) drugs with another $15 million investment — bringing the total contributions to $135 million.

“Eli Lilly and Company has set a new standard in the corporate fight against tuberculosis. The Lilly MDR-TB Partnership in particular will serve as a superlative model for other businesses around the world to follow,” said Ambassador Richard Holbrooke, president of the Global Business Coalition on HIV/AIDS, Tuberculosis, and Malaria.

In June 2007, Lilly announced the creation of the Lilly Not-For-Profit Partnership for TB Early Phase Drug Discovery in collaboration with the National Institute of Allergy and Infectious Diseases of the National Institutes of Health (NIH) and the Foundation for the NIH. The new center in Seattle will employ up to 25 full-time researchers to fill several critical research gaps, integrating the pharmaceutical industry’s medicinal chemistry experience with academic expertise in chemistry and TB microbiology. Lilly; Merck & Co., Inc.; Afya Worldwide Medicines (formed by former ICOS Corporation employees); and Jubilant Biosys have agreed to contribute chemistry expertise and compound libraries. Researchers will have access to Lilly’s library of more than 500,000 diverse compounds to test for possible TB treatments. Lilly provided $15 million to establish the partnership — including $6 million in cash and $9 million in high-tech machinery and biological tools needed for drug screening and testing. The research center will seek grants and other opportunities for additional funding in an effort to become self-sustaining. The idea for the partnership was born following Lilly’s January 2007 acquisition of ICOS Corporation.

“SEE”ing Change: 2008 Progress Report

18 www.fanniemae.com

Urbana LEED-Certified Technology Center In 2005, Fannie Mae opened the doors to the Urbana Technology Center — at the time, the first LEED-certified data center in the United States. As part of the company’s commitment to be a responsible community citizen and reduce administrative costs, Fannie Mae worked with its design team to build a new data center and mixed-use facility from the ground up that would qualify for this certification.

Located in Frederick County, MD, the Technology Center comprises a 247,000 square foot campus supporting 250 employees with a 130,000 square foot data center, multiple office spaces, a “state-of-the-art” financial trading room, a call center and an operations command center.

The design, which incorporated renewable energy sources, daylight, low-intensity lighting, irrigation management and proximity to public transportation, successfully delivers the significant energy resources required by a data center while meeting LEED standards.

Business Roundtable

19 www.fpl.com

The Sunshine Energy Program

In just one year, a Sunshine Energy customer can avoid more than 10,800 pounds of CO2 emissions. Regardless of actual electricity usage each month, Sunshine Energy ensures that the environmental credits associated with 1,000 kilowatt hours of electricity are produced by cleaner sources serving Florida and other states. To participate in the program, FPL Group, Inc., residential and business customers have the option of an additional minimal monthly fee, which is a fixed cost for the environmental benefits associated with 1,000 kilowatt hours of cleaner electricity.

As part of Sunshine Energy, FPL is committed to building solar projects in Florida. FPL has built a new 250 kilowatt solar facility at Rothenbach Park in Sarasota, FL. It is the largest solar array in Florida and one of the largest in the Southeast. It is expected to

prevent more than 680,000 pounds of CO2 emissions each year. A second, smaller project is under construction at the Miami Museum of Science and Planetarium, and new sites are being considered for future solar development.

BuildSmart for Humanity As part of the company’s commitment to making a positive difference in the communities it serves, FPL launched BuildSmart for Humanity, bringing together FPL’s BuildSmart program for energy-efficient new home construction and Habitat for Humanity to build homes for families in need. Working with Habitat affiliates in 32 counties across the state, the 300 BuildSmart for Humanity homes will be more energy efficient, making them more affordable to maintain. The BuildSmart for Humanity partnership will ensure that each home is upgraded with energy-efficient air conditioning and attic insulation, which will keep homes cooler and energy bills lower for these first-time homeowners. Overall, FPL energy conservation programs, including BuildSmart, have saved enough electricity to postpone the need for 10 additional power plants in Florida.

“Investing in the communities we serve is very important to FPL. We appreciate the opportunity to help make dreams come true for hundreds of families. FPL is not just helping build communities, it is helping to build smart communities by adding energy conservation measures that benefit the homeowners and the Florida environment,” said Jeff Bartel, FPL vice president of corporate external affairs.

Education Programs FPL’s Power of KnowledgeSM programs have been carefully designed to teach children about energy, electrical safety and energy conservation in a fun and exciting way so that they can better understand these concepts and learn how they can be applied to daily life.

Captain Conservation Saves the Day, sponsored by Florida Power & Light Company, is an educational assembly-style program available for elementary school-aged children from kindergarten through 3rd grades at public schools in FPL’s service area. The 45-minute program includes original songs, audience participation and fun designed to teach young students how they can be involved in energy conservation.

FPL has several interactive educational Web sites, including FPL for Kids, which includes games, experiments and information on energy conservation, electrical safety and electricity sources for kids, parents and teachers; Energy Encounter, which has more than 30 interactive displays on energy, electricity, nuclear power and the environment; and E4Online, a virtual visitors’ center with four main online rooms and a dozen different interactive exhibits.

“SEE”ing Change: 2008 Progress Report

20 www.ge.com

Ecomagination General Electric Company’s (GE) ecomagination initiative puts into practice GE’s belief that financial and environmental performance can work together to drive company growth, while taking on some of the world’s biggest challenges. It offers GE’s customers products and services that improve their environmental performance while driving growth for the company. GE has already launched 45 new products and has engaged hundreds of customers on its ecomagination initiative.

Compact Fluorescent Light Bulbs Compared to traditional incandescent bulbs, GE’s compact fluorescent light bulbs (CFLs) drastically reduce energy consumption for residential and commercial customers. More than 90 percent of GE’s CFLs are ENERGY STAR®-qualified. CFLs offer energy savings of 70 to 75 percent and last up to 10 times longer than incandescent bulbs. Because they turn on flicker-free, fit in most fixtures and produce excellent color rendering, GE’s CFLs are products of ecomagination that any household can appreciate. GE has more than 85 models of energy-efficient CFLs, which cost about one-quarter as much to operate annually as traditional incandescent bulbs and, in most cases, provide the same or greater brightness. A GE CFL can pay for itself in energy savings in less than one year and can last more than five years. Switching four 60 watt incandescent bulbs to equivalent GE CFL bulbs will save a household more than $100 over the life of the bulbs, including the higher initial cost of buying CFLs.

Desalination Facilities GE’s desalination platform uses membrane technology to transform seawater and brackish water into fresh water for drinking, irrigation and industrial applications. GE’s reverse osmosis and electrodialysis reversal technologies produce water reliably and affordably. They also are versatile, accommodating a range of sizes, across continents, for almost any salt or brackish water source. GE is one of the largest suppliers of desalination plants in the world. GE’s installed desalination platforms reclaim more than 2 billion gallons of water a day for a variety of purposes, which is equal to the daily water required by more than 150 million people. GE built and operates the world’s largest reverse osmosis water desalination facility, which recycles 100 million gallons a day of wastewater into water for industrial and agricultural uses. Reverse osmosis desalination plants also can require substantially less energy than thermal desalination processes, such as multistage flash, making them substantially more cost effective.

GE Africa Project GE’s Africa Project draws on GE product expertise and employee enthusiasm to create a sustainable systems approach to upgrade and maintain hospitals in rural African communities. The GE Africa Project is a $20 million product donation investment to improve health care delivery in rural African communities. The “system solution” approach was expanded and refined through project work in Ghana, and a process for sustainability was instituted in partnership with the completed hospitals. In September 2006, the Africa Project was expanded to nine additional countries through a cooperative partnership with Jeffrey Sachs and the Earth Institute at Columbia University, branding the effort “GE Millennium District Hospitals.” Leveraging the model developed for hospitals in Ghana, GE is extending the impact of its philanthropy to the district hospitals and clinics that serve the 12 Millennium Village Project sites across 10 African nations. The project has yielded a total of 12 upgraded hospitals in Ghana and 13 newly initiated projects in five additional countries: Kenya, Malawi, Mali, Rwanda and Senegal. With the expansion to the GE Millennium District Hospitals, GE will complete upgrade work in more than 30 hospitals and clinics across Africa.

Business Roundtable

21 www.gm.com

Reduced Energy Use General Motors Corporation (GM) has reduced energy use in its North American facilities by 23 percent over the past five years. In addition, GM implemented programs to use landfill gas in several plants and installed 1.5 million kilowatt hour solar power capacity at a service parts facility in California.

Fuel-Cell Technology GM has established extensive hydrogen fuel-cell research and development facilities in both the United States and Europe. It has produced the fourth-generation fuel-cell system that powers the Chevrolet Equinox Fuel Cell vehicle. Chevrolet’s Project Driveway program recently placed 100 Chevrolet Equinox Fuel Cell vehicles with consumers in New York; Washington, DC; and Los Angeles. The fourth-generation fuel-cell system also powered two Chevrolet Sequels for 300 emission-free miles without one stop for fuel. The fifth-generation system was introduced as the fuel-cell-powered e-flex platform used on the Chevrolet Volt. This latest system is half the size of its predecessor yet provides the same power and performance.

Electric Concept Vehicle At the 2007 North American International Auto Show in Detroit, GM unveiled the Chevrolet Volt, an extended-range electric vehicle concept car that uses electricity stored in a lithium-ion battery pack to power the electric motor to drive the wheels at all speeds. For longer trips, the vehicle’s on-board engine-generator set, powered by gasoline or E85, generates additional electricity to power the car well beyond the 300 mile range customers have come to expect. For the 40 mile daily driving pattern, the Chevy Volt will use zero gasoline and produce zero emissions.

Production engineering has been initiated for this variant of the E-Flex system (an all-electric vehicle architecture that consists of a common drivetrain that uses grid electricity stored in a lithium-ion battery) and a fuel-cell electric vehicle variant built on the same architecture.

E85 Ethanol GM believes that E85 and other bio-fuel offerings can provide energy diversity and significant environmental benefits, as well as support local job creation. Producing E85 flexible-fuel vehicles is part of GM’s strategy to reduce vehicle emissions and dependency on petroleum. Today, GM has more than 2.5 million E85 flexible-fuel vehicles on the road in all 50 states. GM also has committed that 50 percent of annual volume will be flex-fuel capable by 2012. This is the single largest commitment to renewable fuels in U.S. history. To help expand the availability of E85 ethanol in the United States, GM has announced partnerships in 15 states to locate more than 300 new E85 ethanol fueling pumps at stations in these areas. GM will continue to work on establishing more partnerships to do the same.

Hybrid Technology In the United States, GM’s strategy is to save as many gallons of fuel as possible by applying hybrid technology first to high-volume and high-fuel-consuming vehicles like mass transit buses, full-size trucks and SUVs. By the end of 2008, GM will offer eight hybrid models.

The Saturn Vue Green Line Hybrid SUV debuted in fall 2006. It provides a 20 percent fuel economy improvement over the nonhybrid Vue by using the affordable GM Hybrid System, which uses belt-alternator-starter technology. The Saturn Aura Green Line sedan, which also uses the GM Hybrid System, went on sale in spring 2007 and is one of the lowest-priced hybrids on the market at $22,795. It achieves an EPA-estimated 24 miles per gallon in the city and 32 miles per gallon on the highway. GM also recently introduced the world’s first and only full-size hybrid SUVs, the 2008 Chevrolet Tahoe and 2008 GMC Yukon. The premium 2-Mode hybrid system enables the Tahoe and Yukon hybrids to deliver up to a 50 percent improvement in city fuel economy over the nonhybrid models. The 2009 Saturn Vue Green Line will be available with either the GM Hybrid System or the 2-Mode hybrid system. The 2009 Cadillac Escalade also will be available with the 2-Mode hybrid system.

“SEE”ing Change: 2008 Progress Report

22 www.hsbc.com

Carbon Neutrality Plan HSBC was the world’s first major bank to achieve carbon neutrality in October 2005. Its carbon neutrality plan, which is being implemented worldwide under the direct supervision of the group chief executive, consists of three phases: to manage and reduce direct emissions; to reduce the carbon intensity of the electricity used by buying “green electricity”; and to offset the remaining emissions to achieve carbon neutrality.

Microfinance HSBC integrates microfinance activities with its local business capabilities rather than as a separate business line to create self- sustaining, stable financial services to help people out of poverty. Since 2004, HSBC has been piloting a number of microfinance projects around the world, including Brazil, India, Mexico, the Philippines and Russia, varying from wholesale lending and credit lines to project support, cash management and foreign exchange handling. HSBC India is working with seven microfinance institutions across four provinces, providing microfinance to more than 70,000 poor households in both rural and urban India. Morethan $5.5 million in credit facilities have been approved, and a debt-financing program called eMFI has been created to support small and promising microfinance institutions. HSBC Russia structured a $20 million loan guarantee fund on behalf of Opportunity International (OI) to secure letter of credit facilities to enable OI’s partners in various countries to obtain local currency funding. The OI Loan Guarantee Fund provided a guarantee of $1 million against credit facilities of $2 million to Fund Opportunity Russia.

Responsible Lending and Financing HSBC believes financial institutions can play an important role in the transition to a lower-carbon future. In recognition of this, the company launched its Carbon Finance Strategy in 2006 to help clients respond to the challenges of creating a lower-carbon economy. The Carbon Finance Strategy seeks to develop opportunities to work with clients to promote clean energy generation and efficient and renewable energy technologies. The strategy focuses on low-carbon technologies that are technically and commercially viable, i.e., wind, solar, energy and transport efficiency, landfill methane gas capture, and geothermal energy.

The company also put a premium on working in countries where the regulatory framework and government policy support early adoption of low-carbon technology. HSBC will continue to support traditional fossil-fuel-based technologies, subject to social and environmental standards being met, and to encourage moves toward greater energy efficiency and lower-carbon fossil-fuel technologies.

Formulated in 2002, the HSBC Sustainability Risk Standard applies to all customer groups and addresses social and environmental risks in customer relationships and transactions. It is complemented by the Sustainability Risk Policy, which defines different levels of impact, references international standards of good practice, specifies activities considered either unacceptable (“prohibited”) or requiring careful management (“restricted”), and provides guidance on good practice to HSBC’s customers. It is reviewed annually to ensure adherence to current standards, including the Equator Principles. In 2004, HSBC committed to publishing and implementing five policies, focusing on those sectors with particularly high-potential impacts on the environment and on communities. They have already published policies for the Forest Land and Forest Products, Freshwater Infrastructure, and Chemicals sectors. In 2006, the HSBC Energy Sector Policy was published, which encourages the reduction and disclosure of GHG emissions. Its application is mandatory when financing large projects and prohibits the provision of financial services for operations in UNESCO World Heritage Sites, Wetlands listed by the Ramsar Convention, High Conservation Value Forests and Critical Natural Habitats. The fifth sector policy, on Mining and Metals, was published in 2007 and supports, as best practice, the UN Global Compact, the Voluntary Principles on Security and Human Rights, and the Extractive Industries Transparency Initiative.

Business Roundtable

23 www.ingersollrand.com

Ingersoll Rand Company Limited is a global diversified industrial firm providing products, services and solutions to transport and protect food and perishables, secure homes and commercial properties, and enhance industrial productivity and efficiency. In 2007, Ingersoll Rand’s Chairman, President and CEO Herb Henkel introduced an operating initiative, “Green, Giving and Growing,” to demonstrate the company’s care and concern for the environment and its communities while it pursues financial success.

The company’s “Green” efforts include the products and services offered to its customers to help them achieve environmental progress, in addition to continually looking to minimize the impact of its own operations on the environment. This initiative is called “Progress is greener with Ingersoll Rand.” “Giving” relates to the company’s social responsibilities, creating a meaningful difference in many lives around the world through monetary donations and volunteer efforts. The “Growing” component refers to the important requirement to continue generating strong financial results and growth. Ingersoll Rand offers products and services that enable business around the world to reduce energy consumption and costs and to decrease harmful environmental emissions.

Hussmann’s Impact Excel Display Cases and Protocol HE Refrigeration System Hussmann, an Ingersoll Rand Climate Control Technologies business, has pioneered the Impact Excel low-temperature display case that enables 15 percent greater energy efficiency on average than standard models and 21 percent greater efficiency on average than the competition. The Hussmann Protocol HE distributed refrigeration system is 20 percent more energy efficient than the existing low-temperature designs. The proprietary design reduces the refrigerant charge by 60 to 90 percent when compared to a standard parallel rack. Named after the Montreal Protocol — the first worldwide agreement to phase out chlorofluorocarbon use — the Protocol HE has been designed to reduce the amount of tubing joints, thereby decreasing the likelihood of refrigerant leaks throughout the system’s life.

Zero-Emission Electric Vehicles With products ranging from the Precedent golf car to the rugged Carryall and XRT series of utility vehicles, Club Car is the world’s largest producer of zero-emission electric vehicles. The clean-running electric-powered vehicles also offer a cost-effective and environmentally friendly way to do business. The Club Car IQ Plus system provides longer range, increased top speed, better hill- climbing capacity and improved diagnostics as opposed to regular gas and electric vehicles. The Club Car’s electric-powered vehicles have low operating costs, easier maintenance and enhanced power compared with gas vehicles and offer greater efficiency and lower heat and noise pollution compared with gasoline-fueled vehicles.

Class Zero Oil-Free Compressors Ingersoll Rand has achieved Class Zero certification for its entire range of air-cooled and water-cooled oil-free rotary screw compressors and water-cooled oil-free centrifugal air compressors. The certification recognizes compressors that discharge air free of added oil, aerosols, vapors and liquids. Ingersoll Rand oil-free technology enables customers to better manage operating costs and minimize the need for coolant oil. In addition, this helps customers avoid risk and comply with environmental standards such as ISO 14001 and EU requirements. Because the compressors are oil free, customers do not encounter disposal issues with waste oil, filtration components or compressor condensation.

“SEE”ing Change: 2008 Progress Report

24 www.itt.com

100 Percent Recycled Water Town In 2006, ITT Corporation pumps, technologies and expertise enabled drought-stricken Cloudcroft, NM, to become one of the first towns in the United States to recycle all its water. Every drop that goes down the pipes is cleaned by ITT technologies and returned to the community for dishwashing, clothes washing, irrigation, street cleaning and even drinking.

Cloudcroft is in south-central New Mexico at an elevation of 8,500 feet with a population of 1,000 people. With the village trucking in water from out of town to satisfy its water requirements during peak demand periods, the village council and local business owners realized the need for a sustainable water source to preserve the village economy. Cloudcroft is reported to process between 80,000 and 100,000 gallons of effluent daily.

With the newly installed system, water leaves homes or businesses and is pumped to the Cloudcroft wastewater treatment plant, where ITT’s membrane bioreactor removes suspended solids, phosphorous, nitrogen and biochemical oxygen demand. Approximately 10 percent of the water is siphoned for irrigation of community golf courses and ball fields, and the remainder of the water flows 400 feet downhill to an ITT reverse osmosis system, which removes dissolved solids, including salts and nitrates. The gravity system saves energy costs, and the reject water produced during the reverse osmosis process is redirected for firefighting, snowmaking and dust control on local logging roads. Water is pumped to a 2 million gallon reservoir, where it is mixed with spring water and well water. The water is stored for 30 days for natural treatment by diffusion and sunlight. Water is pumped to an ITT ultrafiltration system that removes any fine solids, bacteria and viruses, and then it is treated with chlorine and sent to storage tanks. The water is then ready for consumption and is pumped to homes and businesses in town.

Improving Efficiency in Asia In 2007, ITT opened its first plant and engineering technology center in India. The center will provide engineering and product development services to help drive emerging market growth for ITT’s commercial businesses. The center is located in Vadodara, in the state of Gujarat on India’s western coast, and will develop advanced competencies in several core fluid transport technology areas.

ITT also opened a new facility in Nanjing, China, that involves a complete water reuse system. The plant is applying ITT technologies to reuse virtually all the water needed to operate the facility, returning no wastewater to the environment. The facility is expected to manufacture nearly 60 products for ITT’s fluid technology business, including a range of fluid handling pumps for industrial and residential applications. The plant will clean, disinfect and reuse approximately 5,000 gallons of water each day. The Nanjing plant demonstrates how companies can improve operational sustainability without compromising productivity or profitability.

Business Roundtable

25 www.mcgraw-hill.com

Founded in 1888, The McGraw-Hill Companies is a leading global information services provider meeting worldwide needs in the financial services, education and business information markets through leading brands such as Standard & Poor’s, McGraw-Hill Education, BusinessWeek and J.D. Power and Associates.

McGraw-Hill Construction’s Green Marketplace McGraw-Hill Construction (MHC) is the leading provider of construction information and intelligence to the $4.6 trillion global construction industry. Consequently, this division of The McGraw-Hill Companies plays an integral role in helping to inform the daily decisions the construction industry makes. MHC is committed to using its thought leadership to promote green building through a host of products and services.

MHC is leveraging its thought leadership as it relates to green building by creating a multimedia “green marketplace” across its product and service areas. The expertise of MHC’s editorial and analytic teams has created content that customers can rely on — both to keep them smart about the marketplace and to help them capture an increased share of this $60 billion construction marketplace.

MHC Media now regularly offers online forums on green building and sustainability. In addition, MHC has developed several products and services, including the following:

GreenSource, The Magazine of Sustainable Design is available at www.greensourcemag.com as well as in print with 100 percent recycled content post-consumer paper and produced with chlorine-free soy-based inks, which saves 225 trees, 153,000 gallons of water, 31,500 pounds of air emissions and 259 British thermal units of energy each issue. GreenSource was launched in June 2006 to cover projects, design processes, technology, products and environmental issues in the rapidly developing sustainable building industry.

Green building market research and analysis for industry leaders, as well as nonprofit associations and government practitioners, is meant to help the industry understand the market potential, trends, and ways to motivate and increase adoption of green building, as well as to raise awareness of the impact buildings have on natural resource use, energy consumption and GHG emissions.

SmartMarket Reports, MHC’s signature market research report series, translates MHC’s market research findings into easy-to-read, concise green building research and trend analyses that help practitioners and the industry map strategies to fully enter the green building marketplace. SmartMarket Reports are printed on recycled content, nontoxic papers, with soy-based inks, resulting in the savings of hundreds of trees and thousands of gallons of water, energy and air emissions (depending on size of report and distribution quantities). MHC also delivers all its printed reports electronically to eliminate unnecessary production.

“Green” project labeling was launched by MHC in 2006 with a widespread training and pilot program offering a revision to its Dodge editorial process, adding “green” project labeling to MHC’s Dodge database of construction projects. More than 2,700 LEED-registered projects and projects with “green building elements” are included in MHC’s database to help customers find work in the green building space and get their products specified by the appropriate “green” audience.

Green Initiatives In late 2007, the company opened a new environmentally friendly office building for 400 of its McGraw-Hill Education employees in Dubuque, IA, that incorporates a number of eco-friendly features, including preferred parking for hybrid vehicles, a white roof to reduce absorption of solar heat, plumbing fixtures that reduce water consumption by 30 percent, and HVAC and mechanical equipment designed and installed to optimize energy efficiency.

The company also has launched a Green Team initiative to encourage employee involvement in the corporation’s efforts to reduce its waste stream.

“SEE”ing Change: 2008 Progress Report

26 www.nationalgypsum.com

Green Manufacturing National Gypsum Company sees itself as a green manufacturer by choice, committed to the development and implementation of sustainable green building policies, standards and practices to attain the highest level of ecological responsibility and resource- efficient technology. Its wallboard facing papers are produced from recycled paper at its four paper mills, and waste wallboard goes back into the system; trimmings from paper rolls are sent to the company’s paper product plants for recycling.

Byproduct Recycling The company’s newest, high-speed plants use byproduct (synthetic) gypsum, which is produced when coal-fired power plants scrub stack emissions. By recycling the byproduct of this scrubbing process, the company uses a material that would otherwise go to landfills. Energy optimization systems are installed on kilns to conserve fuel. Infrared technology is used to detect kiln leaks and balance kiln temperatures for greater efficiency.

Wallboard Recycling Program In 2006, National Gypsum and Gypsum Recycling International (GRI) launched a program developed to recycle waste wallboard from new construction sites with the opening of a warehouse in Cambridge, MA, to collect the material. National Gypsum’s partner, GRI, will process the scrap wallboard, and National Gypsum will purchase the gypsum powder and recycle it into its wallboard manufacturing process at its Portsmouth, NH, plant. GRI, a Danish firm that developed the recycling system, will manage the collection operation and the crushing equipment. GRI has had a similar system operating successfully in conjunction with wallboard manufacturers in Scandinavia for the past three years. National Gypsum expects to divert to the Portsmouth plant up to 30,000 tons of waste gypsum that would otherwise be landfilled.

Business Roundtable

27 www.nscorp.com

Norfolk Southern Corporation (NS) is one of the nation’s premier transportation companies. Its Norfolk Southern Railway subsidiary operates 21,000 route miles in 22 states and the District of Columbia. The company serves every major container port in the eastern United States and provides superior connections to western rail carriers. NS operates the most extensive intermodal network in the East and is the nation’s largest rail carrier of automotive parts and finished vehicles.

Railroads are one of the most environmentally friendly means of transporting the goods that drive the economy. NS’ goal is to be a leader in the industry in fuel conservation, emission reduction, efficient energy use, recycling, use of renewable materials and environmental partnerships.

NS has created an Environmental Policy Council (EPC), whose executive-level membership oversees and interprets corporate environmental policies and strategies. NS recently named its first corporate sustainability officer (CSO), whose duties are to enhance relationships with stakeholders, measure sustainability efforts and minimize the company’s environmental footprint. The CSO works with the EPC, with the Safety and Environmental Protection Department, and across the organization to integrate sustainability efforts, increase awareness and ensure that NS maximizes its positive effects on society, the environment and the economy.

NS’ participation in S.E.E. Change is driven by key principles that ensure meaningful, apparent and measurable goals and metrics. They are as follows:

◗◗ Materiality: Increase use of efficient rail freight transportation and enhanced energy efficiency in rail operations and supporting activities. ◗◗ Transparency: Public disclosure of goals, activities and progress. ◗◗ Measurability: Fuel savings from new engines or new technology, emission reduction, and waste minimization.

NS’ leadership commitment to society, the environment and the economy covers a wide range of existing and new activities, such as the following:

◗◗ Maintain a strong, continuing commitment to safety and protection of employees and the communities in which NS operates while prioritizing compliance with laws and regulations that protect the environment, especially while transporting environmentally sensitive materials. ◗◗ Continue participation in EPA’s SmartWay Transport program. SmartWay focuses on rail operations, emission reduction and fuel economy, which are at the core of NS’ business. NS will explore technology — such as generator set locomotives, idle reduction technology and computer-assisted locomotive handling — to reduce fuel consumption and emissions while improving operating efficiency to enhance the environmental advantages of rail transportation. ◗◗ Continue its commitment to existing initiatives, such as recycling scrap metals, lubricants, batteries, paper and other materials; researching, testing and using alternative materials; and reusing rail and crossties where productive. ◗◗ Reduce congestion on highways and in the communities by working with local, state and federal governments, as well as with transportation partners, to improve the transportation network necessary to support and sustain the needs of the economy. ◗◗ Accelerate focus to lighting upgrades and process improvements to minimize energy (electricity, natural gas and propane) and water consumption. ◗◗ Hire and retain a well-qualified, well-compensated workforce from the communities where NS is located. ◗◗ Continue to be responsive to societal changes that affect the workplace and workforce. ◗◗ Commit to innovation and new technologies that promise to positively affect the environment.

“SEE”ing Change: 2008 Progress Report

28 www.officedepot.com

Office Depot, Inc.’s Environmental Strategy is to “increasingly buy green, be green and sell green.”

Since Office Depot helped launch the S.E.E. Change program in 2005, the company has developed a wide range of industry-leading environmental programs under this strategy.

Between 2005 and 2006, the company achieved the following quantitative environmental results:

Buy Green. Office Depot increased the number of environmentally preferable products available for resale in North America from approximately 2,300 to nearly 4,000 and increased the percentage of catalog and insert paper with chain of custody verifying fiber from “certified well-managed forests” from 30 percent to 54 percent. In addition, the company started tracking “green spend percent” related to office supplies purchases and determined that it was its own “greenest customer” in 2006.

Be Green. Office Depot was able to reduce its absolute GHGs from North American facilities by 10.1 percent, despite increasing facilities under management by 4.5 percent, and purchased 76,000 megawatt hours of Renewable Energy Credits. It also reduced absolute GHGs from North American transportation by 9.4 percent.

Sell Green. The company launched a Green Book Catalog of environmentally preferable products in six languages and six countries, up from one language and one country in 2005, and increased sales of products represented in the 2006 Green BookTM by 29 percent — up to an estimated $1.35 billion.

Business Roundtable

29 www.owenscorning.com

Commitment to Sustainability Owens Corning understands the importance of operating in ways that meet the needs of the present without compromising the world we leave to the future. The company’s commitment to sustainability focuses on three areas of opportunity in the positive impact of its products, processes and people.

Energy Efficiency Is the “First Fuel” Energy saved is the cheapest energy anyone can buy. That’s why Owens Corning is committed to the greening of its operations through the environmental footprint reduction of its manufacturing facilities. The company has reduced the energy intensity of its own operations by 40 percent during the last 14 years. Within the last five years, Owens Corning also has established and published aggressive footprint reduction goals that include further reductions in GHG, particulate, volatile organic compounds, water usage, waste to landfill, nitrogen oxides and energy.

Owens Corning also is working on the greening of its supply chain, with efforts such as compression packaging of fiberglass insulation that result in 25 percent fewer trucks delivering product as well as active leadership/participation in EPA’s SmartWay program, resulting in less fuel use and emissions from transportation.

Reducing GHG Emissions — Buildings According to the U.S. Department of Energy, buildings consume more than 40 percent of our nation’s energy and account for 43 percent of the country’s GHG emissions. Increasing energy efficiency is a key component to the mitigation of GHG emissions and the impact of climate change. Owens Corning works very closely with its customers and the industry to help drive decisionmakers to choose increased energy efficiency for new and existing buildings.

PINK Is Green When considering how to build green, Owens Corning PINK insulation is at the top of every list. According to a 2007 McKinsey & Company report, insulation is “the single most cost-effective GHG abatement measure.” Residential and commercial buildings in America are the No. 1 consumer of energy and generator of GHG.

During their installed life, the products Owens Corning sells each year are responsible for the prevention of more than 1 billion tons of GHG emissions, which equals the annual emissions of 200 million passenger cars or the use of 2 billion barrels of oil.

Many Owens Corning products are made with renewable resources, recycled materials or the byproducts of other production processes. Owens Corning Fiberglas™ insulation is made of sand and 35 percent recycled glass. FOAMULAR® insulation contains at least 15 percent recycled content, and all foam scrap is reused back into the process so that none is landfilled. All foam and fiberglass products made in North America are certified for their recycle content by Scientific Certification Systems.

Energy Alternatives and Efficiencies Owens Corning’s environmental impact goes well beyond building products as it is the leading provider of glass fiber reinforcements for wind turbine blades, with new products that will make wind energy more affordable. And its composite materials also are used to make lighter, more fuel-efficient cars.

“SEE”ing Change: 2008 Progress Report

30 www.pfizer.com

Program To Eliminate Preventable Blindness International Trachoma Initiative (ITI), a public-private partnership that Pfizer Inc helped found and continues to support, is dedicated to eliminating trachoma, the world’s leading cause of preventable blindness, through health worker training, patient education and donations of the Pfizer antibiotic, Zithromax® (azithromycin). ITI has given 54 million treatments of Zithromax® to trachoma patients in 13 countries as part of the World Health Organization’s (WHO) SAFE (Surgery, Antibiotics, Face-Washing and Environmental Improvement) strategy. In 2006, after six years of work, Morocco became the first country to complete the campaign for trachoma control and is working toward WHO certification that blinding trachoma has been eliminated as a public health problem. Since 1998, the program has supported the training of thousands of health care workers around the world who have completed more than 277,000 surgeries to treat advanced cases of trachoma. In Niger, the collaboration between the Ministry of Health and ITI has supported more than 27,000 trichiasis surgeries and the treatment of 8 million people with Zithromax® since the program’s inception, reducing the prevalence of trachoma from more than 60 percent to 70 percent in some regions of Niger.

Educating on Chronic Diseases in China Working with the local Beijing and Shanghai governments on their health priorities, Pfizer initiated programs to help physicians and patients learn to prevent, diagnose earlier and treat chronic diseases such as HIV/AIDS, cardiovascular diseases, stress management and smoking cessation. The learnings from these partnerships have a ripple effect throughout the local communities.

HIV/AIDS Programs The Pfizer Foundation is providing $7.5 million in grants, technical assistance and networking resources over three years (2007–10) to 20 midsized AIDS service organizations (ASOs) in 10 U.S. states with the highest number of new AIDS cases in communities that are disproportionately affected by HIV/AIDS. The program aims to prevent new infections to high-risk populations and delay disease progression for those already infected by supporting ASOs that take a comprehensive approach to prevention, access to care and treatment.

The Pfizer Foundation and Pfizer committed $6 million over three years, beginning in 2004, to support a network of more than 55 HIV/ AIDS prevention programs across nine southern U.S. states. As a result, more than 1,000 individuals were trained as peer educators, 3,000 individuals received testing and/or counseling, more than 11,000 referrals were made, and more than 50,000 community members received prevention materials.

Online Community Health Resources Pfizer’s BePowerful.com free Web site is designed specifically for the African American community to help people get simple answers to many health questions. Topics include hypertension, high cholesterol, diabetes, kidney failure, Alzheimer’s disease, prostate cancer, glaucoma, depression, smoking cessation and more.

Student Education Programs This interactive, online program offers a host of ways to encourage and engage students’ interest in science. Students can meet real Pfizer scientists in “The Lab” and learn about some of history’s most exciting scientific advancements through “The Time Machine”; unjumble science words in “The Scrambler”; browse the A–Z Science Library; or explore actual images of e. coli, salt and more in the virtual “Electron Microscope.” The Pfizer FunZone™ offers printable experiments for teachers to do with students in the classroom.

Pfizer, in conjunction with the Keystone Center for Education, developed “The Recipe for Sustainable Science: An Introduction to Green Chemistry” in the middle school curriculum. Green chemistry is another way to assist teachers as they strive to interest middle school students in science and math.

Business Roundtable

31 www.pg.com

Sustainable Product Innovation and Sales The Procter & Gamble Company (P&G) has set a five-year goal of developing and marketing at least $20 billion in cumulative sales of “sustainable innovation products,” which are products with a significantly reduced (more than 10 percent) environmental footprint

versus previous or alternative products. P&G also has set goals to reduce CO2 emissions, energy and water consumption, and disposed waste per unit of production by an additional 10 percent by 2012.

In recent years, the company has led in introducing innovations that save energy through cold-water washing and in compact or concentrated products that reduce packaging, shipping and energy costs, while increasing shelf space for trade customers.

Children’s Safe Drinking Water P&G also has been a leader in driving social change through innovation with its PUR technology. Its Children’s Safe Drinking Water program has already delivered more than 700 million liters of clean water in developing and least-developed countries, and P&G is committed to delivering another 2 billion liters of clean water by 2012, preventing 80 million days of water-borne disease and saving 10,000 lives.

P&G Hope Schools P&G China furthered its commitment to providing schools for children in need. P&G provided financial and employee volunteer contributions to enhance the learning environment in 100 established P&G Hope Schools. In addition, five new Hope Schools were constructed in 2006 in a collaborative effort of P&G and its business partners. These efforts benefit more than 60,000 children who would otherwise not have access to an education. P&G China continues to expand participation in the P&G Hope Schools project. More than 40 million Chinese consumers purchase P&G products that trigger contributions. Three key retailers now partner with P&G in that effort as well as supply nearly 50 employee volunteers.

“Sustainability is a business strategy at P&G. It is integrated into day-to-day business decisions. It is an important part of how P&G is designed to grow — now, and for generations to come,” said A.G. Lafley, chairman of the board and CEO.

“SEE”ing Change: 2008 Progress Report

32 www.siemens.com

With a portfolio ranging from advanced building technologies, health care solutions and lighting to power grid optimization and power generation, Siemens Corporation’s solutions enable its increasingly urbanized society to achieve more with less.

Water Technologies Siemens membrane technology treats more than 1.3 billion gallons of water per day for water reuse and reclamation, helping reduce the demand on potable water worldwide. Each year, Siemens processes and recycles more than 160 million gallons of waste oil, used antifreeze and other hydrocarbon streams. It also processes and recovers 270 million gallons of fresh water suitable for discharge to the municipal sewer system and recovers 14 million pounds of metals for reuse to industry. In addition, Siemens technology reduces waste sent to landfills by converting more than 500,000 tons of bio-solids, municipal solid waste and organic material into high-quality compost.

Wind and Ocean Power Siemens has a long tradition of developing sources of power for the future. Today, Siemens is a leader in many types of renewable energy systems. In the field of wind power, the first turbine in 1979 had an output of 22 kilowatts; today, the biggest Siemens turbines produce 3.6 megawatts of power and have efficiency ratings of up to 45 percent. About 6,300 Siemens wind power units with a total output of 5,500 megawatts are currently in operation worldwide.

In just its first three months, Siemens’ new wind farm in Maine has produced enough power for 15,000 homes, or the equivalent of 50,000 barrels of oil.

In the United States alone, the Power Generation Group has received orders to date for wind power projects with a total output of 1,400 megawatts, including 70 turbines generating 161 megawatts of power in Texas and several wind farms with a total output of 600 megawatts in Florida. The situation is similar in the United Kingdom, where Siemens will install 140 wind turbines near Glasgow by 2009, which will produce 322 megawatts of power for up to 200,000 households.

Siemens also is the world market leader for offshore wind farms. The oceans themselves are slated to play an increasingly crucial role in the renewable energy sector. The Voith Siemens Hydro joint venture, for example, not only develops powerful turbines and generators for hydroelectric plants, but also plans to harness the power of ocean waves. The world’s first test facility in this field is already supplying power to 200 households in Scotland.

Recycling X-Ray Generators Component recycling can play an important role in the manufacturing of new equipment. X-ray generators used in computed tomography scanners are shipped back to Siemens’ manufacturing plant in Erlangen, Germany, at the end of their two- to three- year service life. All the low-wear parts are disassembled, remanufactured and, following a thorough quality check, reused in the manufacturing of new generators. Depending on the degree of wear, some parts may be reused twice or more.

Encouraging Math and Science Siemens employees visit local elementary and middle schools in their communities to encourage students to study math and science. Siemens Science Days provide the opportunity to talk about the importance of these subjects and perform fun, hands-on activities. Since its inception in 2005, some 320 Science Days have been held in 30 states, reaching more than 31,000 students. In addition, the Siemens Competition in Math, Science and Technology provides an opportunity for students to achieve national recognition for research projects they complete in high school, and scholarship awards range from $1,000 to $100,000.

Business Roundtable

33 www.springs.com

Springs Global US, Inc, has been promoting better business and a better world through voluntary sustainable initiatives for more than 60 years. The company is committed to protecting humanity, communities and the environment and has been recognized and awarded for strong efforts in service of these priorities.

Springs Global’s Environmental Commitment Declaration promises that the company will:

◗◗ Advise and train associates in environmental matters, actions and responsibilities; ◗◗ Work with vendors to design and supply environmentally friendly raw materials, products and packaging; ◗◗ Reduce waste and environmental discharge emissions; and ◗◗ Minimize its effect on the environment, communities where it does business and the public.

Commitment to Sustainability Springs Global is in the process of developing a product line featuring a supply chain with improved sustainability characteristics, including being marketed under the “Pure Brazil Cotton” brand with the Pure Brazil Cotton Council as a third-party adviser and verifier of the program; quantifying GHG emissions and the environmental footprint of products from the cotton fields to the stocking of retail shelves; and using renewable energy at facilities. More than 85 percent of the power used by the company’s facilities is generated from renewable hydroelectric sources.

Springs Global recently committed to using the Global Environmental Management Initiative’s Water Sustainability Tool to develop and implement a plan to improve the water sustainability of Springs’ operations worldwide.

Reducing Emissions Springs Global is a charter member of the U.S. Department of Energy and EPA’s WasteWise, a national stewardship program designed to protect the environment and reduce GHG emissions. In 2005 alone, the company:

◗◗ Offset 14,431 metric tons of GHGs; ◗◗ Reduced the CO2 equivalent of 11,401 passenger cars; ◗◗ Saved 17,750 tons of landfill space; ◗◗ Lowered demand for oil by 123,897 barrels; and ◗◗ Saved enough power to run 6,783 homes for one year.

“SEE”ing Change: 2008 Progress Report

34 www.statefarm.com/about/csr/csr.asp

The mission at State Farm is to help people manage the risks of everyday life, recover from the unexpected and realize their dreams. Its core business is based on a simple principle of keeping the promises it makes to its customers. In all of its operations, State Farm is fundamentally committed to the best interests of its customers and its communities.

Featured Programs

Social

◗◗ State Farm is a leader in revitalizing communities through its Good Neighbor Citizenship® program; contributions to the United Way; and partnerships with groups including the Local Incentives Support Corporation, NeighborWorks® America and Habitat for Humanity. State Farm is the sole sponsor of Habitat for Humanity’s youth programs and is working to encourage the next generation of community builders. ◗◗ State Farm is the largest business community supporter of auto and highway safety efforts through its work with the Advocates for Highway and Auto Safety, the Insurance Institute for Highway Safety, Children’s Hospital of Philadelphia, Meharry Medical College, Mothers Against Drunk Driving, and its own Auto Technology Research program. The company’s past efforts have been critical to advances such as the installation of life-saving air bags in vehicles, as well as more protective child safety restraint laws. State Farm will be expanding its leadership role in advocating for the safety of teen drivers, including support for the enactment of enhanced graduated licensing laws throughout the country.

Environmental

◗◗ State Farm voluntarily reports its progress on managing GHG emissions and reduced its GHG emissions intensity by 38.7 percent

between 2002 and 2006. The goal is to reduce GHG emissions intensity to 13 pounds of CO2 per policy in force by the year 2012. ◗◗ State Farm has reduced the size of its vehicle fleet in recent years while increasing the number of hybrid and flexible-fuel vehicles in the fleet. State Farm now has about 100 hybrid vehicles, 3,000 flexible-fuel vehicles and an increasing percentage of cars with four-cylinder engines to help control gasoline consumption. State Farm was recently recognized by a national automotive trade publication as having the third largest nongovernmental alternative-fuel commercial fleet in the United States.

Economic

◗◗ State Farm works with national organizations, such as the League of United Latin American Citizens (LULAC) National Housing Commission, to promote affordable housing, economic development and job-creation opportunities for disadvantaged and low- to moderate-income families in the United States. State Farm is a National Corporate Sponsor of the LULAC National Housing Commission. The company also promotes economic empowerment in its communities through its partnerships with the National Urban League and the National Council of La Raza. ◗◗ State Farm is a major corporate sponsor of American Red Cross initiatives and also works with the Red Cross to meet the logistical challenges of getting communities back on their feet following disasters. Since 2001, the company, its associates and retirees have contributed more than $13 million to the Disaster Relief Fund. ◗◗ State Farm is the largest corporate contributor to the Federal Alliance for Safe Homes (FLASH), one of the fastest-growing disaster preparedness organizations in the nation. Through this relationship, State Farm provides safety education to homebuilders, inspectors, architects and engineers about the need for safer, better built homes. With the support of companies such as State Farm, FLASH has helped hundreds of thousands of homeowners prepare for and recover from disasters.

Business Roundtable

35 www.weyerhaeuser.com

Sustainable Forest Management Weyerhaeuser Company manages forests for wood production as well as the ecosystem services they provide. These include clean water; habitat for fish and wildlife; and sites of cultural, historic and scenic importance. This commitment is described in the company’s sustainable forestry standard.

Weyerhaeuser supports third-party certification as a means of demonstrating commitment to the responsible sourcing that customers and the public expect. All of the forests Weyerhaeuser owns or manages worldwide have environmental management systems registered to the ISO 14001 standard. In addition, 100 percent of the forests it owns or manages in North America have been independently certified as meeting either the Sustainable Forestry Initiative® or the Canadian Standards Association Sustainable Forest Management standards.

GHG Reduction In 2006, Weyerhaeuser committed to reducing GHG emissions by 40 percent by 2020 using a 2000 baseline, which is the most aggressive target in the industry. By 2020, the company expects to make its pulp mills essentially energy self-sufficient, decrease

purchased energy costs by 50 percent and reduce annual CO2 emissions by 2.8 million metric tons.

Employee Well-Being Weyerhaeuser’s commitment to employees’ health and safety is the company’s top priority. The target is to reduce the company’s recordable incident rate (RIR) to less than one — that is, fewer than one recordable injury or illness per 100 employees per year. In 2006, Weyerhaeuser’s RIR was 1.67, the lowest in its history and among the best in the industry.

Water Use Weyerhaeuser recognizes water consumption and water quality as global social and environmental issues. Since 1990, the company has reduced the amount of water required to produce a ton of pulp and paper by 48 percent from 19,430 gallons to 10,064 gallons. In support of its membership in the S.E.E. Change initiative, Weyerhaeuser is developing a water consumption reduction goal.

Paper Recovery and Recycling In 2006, Weyerhaeuser collected 6.5 million tons of paper, about 12 percent of the paper recovered in the United States or enough to fill a train with 130,000 freight cars. The company’s paper and packaging mills rely on recycled paper as a significant source of raw material and sell the remaining recovered paper to other mills around the world to make paper products with recycled content. Additional Weyerhaeuser recycling activities in 2006 included using 57 percent of the paper collected to make new paper and paperboard products and making products with 33 percent post-consumer recycled content (measured as an average across all grades of paper and packaging).

Sustainable Product Labeling Weyerhaeuser supports labeling its products to help educate customers that purchased products come from sustainably managed sources. Nearly all of its North American-made forest products are certified to sustainable forestry standards. Weyerhaeuser has set a goal that by the end of 2008, labels will be used on all qualifying products.

“SEE”ing Change: 2008 Progress Report

36 www.xerox.com

Sustainability is not just a nice-to-do at Xerox Corporation. It’s about valuing employees and communities, preserving the environment, and returning value to shareholders … now and for the future. Xerox views it not as a cost of doing business, but as a way of doing business.

Energy-Efficient Productions Xerox believes that industry must do its part to protect the climate. Xerox reduces its carbon footprint by cutting energy use in company operations and those of its customers by offering energy-efficient product designs and solutions.

Carbon footprint reduction in operations — Energy Challenge 2012: In 2003, Xerox joined the EPA Climate Leaders program and pledged to cut GHGs from worldwide operations by 10 percent from 2002 to 2012. The company launched the Energy Challenge 2012 program and, through implementation of comprehensive energy management and new technologies, reached that goal six years early. In fact, by the end of 2006, Xerox had achieved 18 percent reduction in GHG emissions from its 2002 baseline. Xerox has set a new goal to reduce total GHG emissions 25 percent by 2012 from 2002.

ENERGY STAR savings: As a charter partner of the international ENERGY STAR program, Xerox has long invested in product designs and technologies that conserve energy and reduce associated GHG emissions. The annual savings from Xerox’s ENERGY STAR-qualified equipment installed in customer sites is equivalent to lighting nearly 1 million U.S. homes for a year.

Clean Technology The Palo Alto Research Center (PARC), a wholly owned subsidiary of Xerox, launched a “cleantech” research initiative and a partnership with new venture SolFocus, Inc. PARC’s cleantech research focuses on delivering affordable renewable energy, clean air and water, efficient energy distribution, and other solutions across multiple industries. One of the first results is a low-cost concentrator photovoltaic (CPV) technology jointly developed with SolFocus. The novel CPV panels use high-efficiency solar cells and are smaller, cheaper and easier to manufacture than the flat-plate panels that currently dominate the solar electricity market.

Takeback Programs Xerox’s waste-free commitment is to produce waste-free products in waste-free facilities to promote waste-free offices for customers. The aim is to design products, packaging and supplies that make efficient use of resources, minimize waste, reuse material where feasible and recycle what can’t be reused.

Xerox’s Green World Alliance program provides a collection and reuse/recycling program for spent imaging supplies. The Xerox Green World Alliance reuse/recycle program for imaging supplies is central to the company’s commitment to waste-free products. This partnership with Xerox customers resulted in more than 2.7 million cartridges and toner containers being returned in 2006. Xerox processed 1.3 million pounds of post-consumer waste toner for reuse, and the plastic bottles customers used to return waste toner to Xerox — nearly 100,000 of them — have been recycled. Learn more at www.xerox.com/gwa.

Eco-Friendly Paper As one of the largest distributors of paper for office printers and copiers, Xerox recognizes its obligation to support a sustainable paper cycle. The company imposes strict environmental requirements on paper suppliers, ensuring that all Xerox papers come from responsibly managed mills and forests. Xerox partners with The Nature Conservancy to promote good forest practices, and the company innovates to produce papers with reduced environmental impacts.

The new Xerox High Yield Business Paper™, introduced in mid-2007, uses half as many trees as conventional office paper. It is manufactured with a mechanical pulping that uses less water and fewer chemicals and is produced in a mill that uses hydroelectricity to cut GHG emissions by 75 percent. Plus, because it is lighter weight than paper made by the traditional chemical process, it costs less to ship and mail, and it is the first and only paper of its kind that performs reliably in digital printers and copiers.

Business Roundtable

37 Conclusion

This report has highlighted how, under S.E.E. Change, leading companies are increasingly finding new business value propositions that have been built on sustainable business foundations that fit into their own company-specific business models. We would like to thank each S.E.E. Change member company for submission of its profile.

As S.E.E. Change looks to the future, companies within Business Roundtable will continue to show leadership by initiating business efforts to, as Chad Holliday has said, “promote better business and a better world.”

The S.E.E. Change initiative will be working hard, not only to expand the number of Business Roundtable member companies that participate in S.E.E. Change, but also to identify new and creative business value-driven approaches that are being used by Roundtable companies to define leadership on sustainability and to drive social, environmental and economic progress. One of the most valued activities associated with S.E.E. Change is the opportunity to network and share best practices with other companies tackling similar challenges.

If you are a Business Roundtable leader and your company is not yet part of S.E.E. Change, we hope you will consider working with us to help make our world a better place and a better place for business. If you have questions or would like more information regarding the Roundtable’s S.E.E. Change initiative, please contact Marian Hopkins at (202) 872-1260 or [email protected].

“SEE”ing Change: 2008 Progress Report

38

1717 Rhode Island Avenue, NW Telephone 202.872.1260 Suite 800 Facsimile 202.466.3509 Printed on recycled paper. Washington, DC 20036-3023 Website businessroundtable.org