Business as a Force for Good - Is good for Business” The B Corp Handbook presentation by UIL Holdings Corporation

1. Business Sustainability Challenge
Economic Development Meeting

2. BSC Program Overview

3. Introduction
▪ What does sustainability mean to you?

4. Introduction
▪ Does you have businesses asking about issues
like:
– Energy costs?
– Solar panels?
– Recruiting and keeping the right people?
– Storms and business continuity?
▪ These are all parts of sustainability!

5. Introduction
▪ Each of these are opportunities to address
sustainability and competitiveness - it is an
opportunity to improve the bottom line and
beyond
▪ We are building relationships:
– UI as a partner for competitive and innovative business
– Business as a partner in livable and successful
communities

6. Business as a Force for Good
• “Business as a Force for Good - Is good for
Business” The B Corp Handbook
• PricewaterhouseCoopers found a “positive,
statistically significant, linear association
between sustainability and corporate financial
performance”

7. Business as a Force for Good
• Sustainability is not just about reducing your
environmental footprint. Goldman Sachs notes
that “research at both the corporate and
university levels suggests that this next
generation of employees and consumers have
specific needs at work that are dramatically
different from previous generations. High
among them is a desire to align personal and
corporate values”

8. Business as a Force for Good?

9. Primary Sustainability Drivers
1. Resource competition: commodities are more
expensive now (in real terms) than they have
been since WWI
2. Climate change
3. Economic globalization
4. Connectivity and communications

10. Basic Business Case for Sustainability
1. Increased revenue and market share - brand
2. Reduced energy expenses
3. Reduced waste expenses
4. Reduced materials and water expenses
5. Increased employee productivity
6. Reduced hiring and attrition expenses
7. Reduced risks

11. BSC Goals
1. Improve competitiveness
2. Reduce energy consumption
3. Manage resources responsibly
4. Encourage renewable energy production

12. BSC Resources for Business
▪ Provides technical and financial resources
needed to tackle common business issues like:
– Utility costs
– Employee engagement
– Reputation

13. BSC Resources for Businesses
▪ Target customers:
– Manufacturing
– Other large energy users:
 Wastewater
 Large buildings

14. BSC Resources for Businesses
▪ The BSC supports ongoing engagement through
roundtables to build on and deepen technical
and financial assistance through sharing best
practices:
– Universities
– Wastewater / municipalities
– Manufacturing
– Healthcare (in development)

15. BSC Resources for Businesses
▪ The BSC supports cooperation and
competitiveness across traditional business
boundaries
– Organic waste workgroup
– Regional cooperation across traditional boundaries -
example of cooperation between RWA and Assa Abloy
– BSC engages across the spectrum and works closely
with both CBIA and DEEP

16. BSC Resources for Businesses
▪ Technical and financial assistance
– Assessments: high cost coverage, usually 50-100%
– Implementation - unlike most funding sources, with
Energize Connecticut, the more you do, the more you get.
Bigger projects often get a higher % paid for. Start early in
the process to maximize the value and support.
▪ Financing opportunities for brick and mortar
improvements:
– Small businesses can get 0% on bill financing
– C-PACE: can be used for clean energy and energy efficiency
at bigger businesses to get low interest financing.

17. Application
▪ What can we do to help your communities access
these programs to become more competitive?

18. Thank You!
Questions?

19. Wastewater Assessments List
▪ WW facilities Assessments- see progress below;
▪ Fairfield – Complete – need follow-up visit
▪ Bridgeport East – Complete – need follow-up visit
▪ Bridgeport West – Complete – need follow-up visit
▪ Shelton – Complete – need follow-up visit
▪ Milford Beaver Brook Facility – Site visit conducted on 8-7
▪ Milford Housatonic Facility – Site visit conducted on 8-15
▪ Ansonia – Customer requested we schedule with them in about a month (completed some
work at the plant)
▪ North Haven – can work with UI Energy Engineer to schedule
▪ West Haven – can work with UI Energy Engineer to schedule
▪ Stratford – Can work with UI Energy Engineer to schedule
▪ New Haven – My thought on New Haven: They are going through a significant upgrade at
the plant so it may not be appropriate to audit at this time. However, they have several
large pump stations that have significant efficiency opportunities based on discussions with
staff. The energy evaluation may be better focused on these pump stations in order to
identify projects the customer would be interested in moving forward with in the short term.
▪ Derby - can work with UI Energy Engineer to schedule

20. Step One Step Two Step Three Step Four Step Five
Expected
Outcomes
> Improved bottom line
> Process efficiencies
> Sustainability as an
aspect of management
decisions
> Risk mitigation
> Brand value
> Increased sales volume
potential
> Sustainability as an aspect
of management and quality
> Community support and
social license to operate
> Brand authenticity and
customer loyalty
> Sustainability driven
innovation
> Employee recruitment,
retention, and
productivity
> Net-zero
environmental impact
> Sustainable learning
organization
Energy and
Carbon
> Strategic energy
management
> Greenhouse Gas
Protocol Scope 1 and 2
> Prioritize energy
criteria in assessing
capital expenditures
> GHG Protocol Scope 3:
transportation and business
travel
> Revolving fund for energy
efficiency investment
combined with behavior
change/employee
engagement
> Clean energy
development, renewable
energy credit purchasing,
or clean energy
purchasing power
agreement
> Energy and carbon
neutrality or positivity
Indicators
> Energy & carbon: total
and intensity
> Waste: intensity and/or
dumpster pulls
> Direct material inputs
intensity
> Process water intensity
> % of employees
trained on sustainability
> Scope 1, 2, and 3 carbon
intensity
> Water intensity
> Indicator for advanced
employee training
> Indicator for how training
and management influences
employees
> % R&D investment related
to sustainability
> % clean energy
purchased or procured
through PPA, etc
> % of sales ($ or product)
or product lines that fit
sustainable criteria
> Integrate sustainability
into existing measures of
customer satisfaction
> Self determined
indicators for
(a) organizational learning
(b) linking operational
indicator performance to
innovation

21. Step One
▪ Strategic energy
management
▪ Improve a company's
bottom line through energy
efficiency and waste
reduction
▪ O&M, PRIME, RCx

22. Step Two
▪ Integrate sustainability
throughout a company
▪ Include sustainability as an
aspect of its decision-making
▪ Small Business Energy
Advantage, Energy
Opportunities, Energy
Conscious Blueprint

23. Step Three
▪ Grow sales through
engagement with customers
▪ Create new sales
opportunities
▪ Integrate sustainability as an
aspect of quality

24. Step Four
▪ Build a culture of innovation
around sustainability
▪ Evaluate and redesign value
proposition
▪ Improve employee
commitment and customer
loyalty
▪ Clean energy investment, PPA,
or purchasing

25. Step Five
▪ Long-term vision for world-
class industry
▪ Net-zero energy and zero
waste – as driven by major
brands such as Walmart
▪ People and processes that
thrive in an unpredictable
future