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THE CONTOURGLOBAL WAY TO SUSTAINABIL ITY

A ug us t -D ecem ber , 2 0 1 3

V ol um e 2 , I s s ue 6

The community cultural center will be housed in an existing municipal building th

is currently not utilized and we will do some basic renovations on the facilit

However, the cities of Joao Camara and Parzinho have a population of 40,00

people with 65 schools with limited transportation to the city center. Thus, we w

also provide programming at two satellite campuses. In the first year, we expect

have an enrollment of 360 students and 60 adults.

The music and arts programs will teach students technical skills but the curriculu

will also include the study of the culture and history of Brazil. The sports progra

will introduce concepts of fair play and promote health and physical well-bein

The Agires Institute has 20 years of experience in designing, planning an

developing programs for environmental education, social responsibility an

sustainability. As part of the diligence for the project, a ContourGlobal team visit

an existing project run by Agires in Sao Paulo. The project was extremely well ru

with a professional staff and significant community involvement.

The total cost of the project for the first year is BRL 980,000 (USD 421,000) and th

initial costs will be funded by a social line of credit (i.e., a loan) from BNDES, th

Brazilian development bank that is also providing the long-term financing for o

Asa Branca business. The terms of the loan are very attractive (Brazil Long Ter

Interest Rate of ~5% over ten years) and include programming design, faculty, an

equipment purchases. The ongoing costs of the program will be much lower (B

200-300,000) and will be funded by the operations budget. We will track t

programs success by measuring school performance of the project participants an

interviewing parents, teachers and the local community. We will also u

quantitative metrics to measure project success.

Congratulations to the Brazil team, especially Joao, Paula, Daniel, Ricardo, , an

Guilherme, for developing this unique and high impact project. We look forward

tracking its progress in 2014.

Launch of Winds of Asa Branca Slated for January

IN THIS ISSUE:

Launch of Winds of Asa

Branca Slated for

December...p.1

UN Global Compact Leaders

Summit: The Role of

Business............p. 2

Celebrate Social

Investments...........p. 3

CG Unveils New Program for

Suppliersp.4

Continuously Improving at

Apapa....p.5

Sustainability Committee:

2013 Review....p.6-8

Above: The current Agires project in Sao Paulo, Brazil that will serve as a model for our project.

Left: The municipality building proposed for renovation in Joao Camera, Brazil.

Our long-awaited social investment project in Joao Camera and Parazinho, Brazil will be launched shortly. We will partner

with a non-governmental organization, Agires, to develop a community cultural center called the Winds of Asa Branca.

The center will provide programming in the arts, music, and sports, mainly targeted at the youth in the community, and will

also offer adult eduction, including a course on community leadership.


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T H E C O N T O U R G L O B A L W A Y T O S U S T A I N A B I L I T Y

On September 19-20, the UN Global Compact

Leaders Summit took place in New York. The

theme for the summit was Architects of a Better

World and its purpose was to strengthen the

commitment of the business community to the

Global Compact principles. An important

publication, Building the Post-2015 Business

Engagement Architecture, was released at the

event. This publication and the summit set thestage for businesses to shape and advance a

development agenda.

The heightened role that businesses will play in

achieving Sustainable Development Goals, United

Nations goals that will build upon the Millennium

Development Goals, is both exciting and

daunting.

We are being called upon to help tackle the

worlds problems by collaborating with the public

sector to contribute to global priorities, such as

climate change, water, food womens

empowerment, childrens rights, decent jobs, and

education.

Participation in organizations such as the UN

Global Compact, Global Reporting Initiative

World Business Council for SustainableDevelopment, World Economic Forum, and

Business for Social Responsibility will facilitate

collaboration. Additionally, participation in

business sector initiatives and local initiatives wil

also foster cooperative relationships to enhance

the goals.

As an organization, we are well-positioned to play

a key role in advancing the sustainable

development goals. We are actively engagedwith the UNGC and our business strategy is fully

aligned with global sustainability responsibilities

We are well down the path to integrating

sustainability into our corporate culture and our

sharing of best practices, community

involvement, and partnerships, such as the one

at Asa Branca described on page 1, are al

important steps towards that goal.

UN Global Compact Leaders Summit:

The Role of Business

The LeadersSummit is a major opportunity to

mobilize and expand the Global Compact network

to act on all three pillars of sustainable

development - social, economic and

environmental. Let us work together to build

momentum for the Leaders Summit so we can

harness the power of business towards our

world's needs.

~UN Secretary-General Ban Ki-Moon

Chair of the Leaders Summit 2013


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Celebrate Social Investments

On July 31 we hosted a webinar to celebrate our businesses social investments for the first half of

2013. Following the webinar, we conducted a survey and gleaned valuable feedback on thewebinar itself and the types of social investments that you would like to see:

83% of participants agreed that the webinar was a good use of their time

74% of participants said our social investments make them proud to work at ContourGlobal

and 52% of participants were introduced to new ideas for social investments through the

webinar

91% of participants agreed that our social investments in health and safety education, and

environment are aligned with our core business

Participants are interested in helping children, the elderly, and those with disabilities

through initiatives such as education, sports and recreation, employment opportunities,scholarships, and programs that provide food for the hungry

In the area of health and safety, participants are interested in programs working with

hospitals and medical centers, emergency services, traffic safety, and clean water

Participants would also like to invest in projects protecting flora and fauna and projects

that provide electricity to those that dont have it, particularly renewable energy

The survey responses also gave some good advice on how to communicate internally our

investments and we will incorporate them into future webinars. A special thanks to all of the

businesses and individuals at ContourGlobal involved in our social investment projects.


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ContourGlobal Unveils New

Program For Suppliers

The Global Compact encourages signatories to engage with their

suppliers around the Ten Principles to develop more sustainable

supply chain practices. Historically, we have always worked closely

with our suppliers to ensure they have complied with our anti-

corruption program and our health and safety standards, but our

engagement with suppliers on issues such as human rights, labor

practices and environmental standards has been very general.

Beginning next month, we will change this with a pilot program

targeted at suppliers that will be kicked off at Maritsa.

Led by the Sustainability Committees working group onprocurement, with extensive contributions by Bilyana and

Valentina Maneva, we are introducing two important publications

for our suppliers: a Suppliers Guide to the UNGC Principles and a

Suppliers Code of Conduct. The Guide provides a detailed

explanation of the Ten Principles and ideas on how to improve

sustainability management and performance. The Guide sets forth

ContourGlobals expectations of suppliers, acknowledges that the

Principlesmay be new to some suppliers, and pledges to work

closely with these suppliers to develop business practices aligned

with the Principles.

Additionally, we have summarized some of the key expectations of

our suppliers in a Code of Conduct. Signing the Code of Conduct

will be a key differentiating factor in supplier selection we only

want to work with companies that are like-minded when it comes

to sustainabilityand in the future, all suppliers will be expected to

sign the Code before working with us.

In addition to the publications, we will also be hosting a training

session for our suppliers in Bulgaria. Meeting the suppliers face to

face will provide a unique opportunity to explain our commitment

to the UNGC Principles and share our knowledge of sustainable

business practices.

Once the pilot program is completed, we will incorporate our

lessons learned and roll the program out to other businesses in

2014. Our long term objective is to introduce the program to all

suppliers within two to three years. We hope that this program will

advance integration of the Ten Principles into supply chain

management systems around the globe.


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In 2013 our Solutions Nigeria team launched a Continuous Improvement initiative aimed at tackling technical problem

and improving operational performance. In April, the team at Apapa addressed an issue with steam and condensa

leakages at the bottling lines of our client, Nigeria Bottling Company (NBC) and also worked on technical solutionsreduce gas consumption. The team used Kaizen methodology to identify solutions to the problems.

Working with the client, the team checked steam lines, installed a mechanical condensate pump, and checke

condensate return quality based on its conductivity. The team analyzed the steam pressure and found it met the OE

recommendation and also the clients requirement. The team also analyzed the firing rate, i.e., the rate at which he

is generated in the burner to produce steam. After a careful study of NBC steam consumption patterns, the team w

able to identify the clients peak and offpeak periods. During the off peak periods, the burner control switch was set

LOW FIRE HOLD which simply means that the burner will only fire at 10% of its maximum capacity and still meet NBC

steam demand. The cost benefit of the adjustment to the burner control switch will result in annual savings

~$5,541.

The team is continuing to work on intiatives such as re-lagging the steam and condensate lines in the trench to avo

further heat loss. With ongoing monitoring and planned follow up, the team will address any problems and asse

other alternatives such as boiler treatment chemical usage reduction, natural gas usage reduction and ways t

improve steam generation. The team will also look into implementing similar programs at the Benin and Ikeja plants.

The use of continuous improvement methodology at Apapa illustrates how sustainability strategy proper

operationalized provides a bottom line impact for financial, operational, and environmental performance.

Continuously Improving at Apapa

Whats your idea?

The Wall Street Journal recently posed the question: Is innovation an overused word? Maybe but innovation is stvital to the development of our business. Without it, we will not be the sustainable company we want to be.

How can we continue to be innovative? Through idea sharing. Sharing ideas inspires creativity and changes the stat

quo and it all starts with you. Your ideas might include new ways to expand power access in underserved areas

make a power plant more energy efficient. Your ideas might minimize an environmental impact or keep our workfor

safer. Yours idea might enhance the use of local suppliers or create jobs in the local market.

The Sustainability Committee wants to hear all of your ideas about how to improve our business and contribute t

social and economic development. Please send [email protected].
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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2013: Reflections from the Sustainability Committee2013 was a transformational year for the Sustainability Committee with the development of our sustainabilit

strategy and framework for sustainable business objectives. We had many successes, guiding our businessewith social investments and providing policies, procedures and other useful tools. However, our year was no

without its challenges and struggles. We did not achieve all we set out to do and we often had a hard tim

meeting commitments when many committee members had demanding day to day responsibilities. Here ar

some first-hand reflections from the Committee Members on the 2013 year.

Andrew Berezhnoy, Performance & Analysis

Manager, Operations Team, Paris

From my personal experience, participation in

the 2013 Sustainability Committee was anoutstanding experience. Continuous involvement in the

Committee working processes gave me solid understanding of

what it actually takes to keep and support sustainable operations

and growth of the company. Sustainability working group activities

had their highs and lows during the year, with some targets

originally set being too aggressive to implement within one year

(like developing a detailed Carbon Emissions Management plan for

all plants) and some being effectively implemented (like more

robust environmental metrics reporting).

As for the actual projects implemented this year - whether its a

development of the Cultural Center near the Asa Branca site or

donation of the medical equipment to Kramatorsk hospital, its a

huge amount of work, which is being done by people on the

ground from the stage just an idea to actual implementation. I

strongly believe our implemented projects should be promoted

more within the company, as these types of activities are actually

the ones that make people really proud of working in

ContourGlobal.

Specifically I would like to highlight our Annual Sustainability

Reporting. When we compared ContourGlobals environmental

and operational reporting metrics to our peers in the industry (AES,

ENEL, RWE, E.On), it becomes clear that our reporting is more

excessive and detailed, than the reporting of the markets biggestplayers. To me this is another indication of how open and

transparent we are, especially considering the fact that 2012 was

not the best year in our history. This also gives a clear signal to the

third-party users of the Report about how serious our attitude to

Sustainability is and that there are no forbidden topics for us.

Work in the Sustainability Committee requires passion and

dedication as all of the Committee members were performing their

duties on top of their regular activities and were doing it extremely

well. I would like to thank my colleagues for their hard work and

dedication in 2013 and hopefully, 2014 will provide us more

opportunities and challenges in this field.

Joao Vidal, LATAM Manager for Social an

Environmental, Sao Paulo

F

2013 was a very special year in the sustainability field in inAmerica region. We had some positive impacts and others

were not so nice but at the end of the day we achieved a lo

learned a lot of lessons that will be useful in the future.

In Inka we found a very socially active community and from

beginning we had numerous demands of the project. Most o

demands stemmed from a lack of understanding a

ContourGlobal and its mission and the fact that demands

addressed on a reactive basis and on the basis of patern

rather than the principles and values we have adopted. Initia

was very hard to change community perceptions and we sp

lot of time explaining the value of a sustainable project

ultimately we succeeded and developed some well oriented investment projects. We learned the importance of hav

Community Liasison Officer onsite during the earliest stag

construction. We also implemented a social management pro

to work through our issues. Our Stakeholder Engagement Pla

very useful to track social issues and identify ways to address

and our community newsletters and grievance mechanism w

essential communication tools. By developing these pow

social management tools, we provided solutions for the

project and can now use these as templates for othe

greenfield projects in the future.

In Brazil we strengthened our partnership with BNDES by taklead role n the execution of high impact social projects in the

Branca region in a consortium with several other wind p

generation companies. Asa Branca pioneered and led the initi

resulting in a recently approved set of projects to benefit two

needy communities of northeastern Brazil.

We have a promisng horizon ahead based upon the lesson

have learned from our failures and the successful form

developed in 2013. The Sustainabibility Committees commit

will drive the future development of the company in the are

environment and sustainability.


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Massimo Maroni, Solar Operations Manager

Italy

This year as a member of the Sustainability Committee I had the opportunity to understand and appreciate the worldwide sustainab

approach that CG has. No matter if you are part of a big power plant or a small one, throughout the company there is the awarenes

the importance of sustainability and every plant is active with the local communities organizing events, donations, school visits, etc.

I personally think that in CG we do really think and take care of the global sustainability of our business, its not just a matter of writ

documents or publishing reports. Can we improve? Of course we can, and we have to. We really need all our colleagues to be ac

players in the organization and focus on sustainability from the very beginning of a project and throughout plant operations.

Tiffany Gastineau, Acting Global Health and Safety Director

Paris

2013 was my second year as member of the Sustainability Committee and I could personally notice some changes positivein the

it was organized and managed. First of all, I especially appreciated the organization around its four sustainable business objectiv

Grow Well, Operate Safely and Efficiently and Minimize our Impacts, Manage Our Business Responsibly, and Enhance Our Oper

Environment. I think these principles are helpful for committee members to better understand that Sustainability is not somet

independent but is by definition embedded in our organization.

I was appointed as lead for the Sustainability Working Group Operate Safely and Efficiently and Min imize our Impacts, which alperfectly fit with my daily jobHealth & Safety and in my spare time Environment! but also included other areas in which I expre

my interest. I appreciated that my interest in training had been taken into account for my role in this committee: to be involved in t

you have expertise in or you are interested in increases motivation!

The goals of the group were defined in advance and I must confess that I found them very challenging, especially the deadlines. At

beginning, I also had difficulty understanding exactly what was expected from that group, in terms of deliverables or outcomes. I

group, we did our best to achieve those objectives but, all along the year, we regularly had to revise or simplify them as we realiz

would require more efforts or resources that we could practically provide. In some ways this was frustrating as there were many

which we couldnt implement. From a practical standpoint, I also had to manage a group with different languages (some members d

speak or understand English well) and different levels of commitment (different job constraints), which brought additional complexity

Nevertheless, I think that the work we have done, even if incomplete, helped to clarify what we really want to do, what is essential to

business and what we are missing to achieve our targets as a first step to turn our strategy into realistic objectives. At the Comm

level, I provided regular feedback on the progress made by the working group and we often spent a lot of time, especially starting

second quarter, reviewing the Social Responsibility projects submitted by the sites. In that role, the committee is now fully experie

and proficient but throughout the year this limited the time we spent on discussing strategy and objectives. This is an are

improvement for the Committee in 2014.

I personally think we are making progress every year in the way Sustainability is addressed and managed, and even if this year may no

considered as successful because we didnt deliver as much as expected, this is still a step forward to a better consideration

implementation of our Sustainability strategy I would also like to say that, by definition, Sustainability means to last over time

we will last even longer if we take the time to have the right bases.

2013: Reflections from the Sustainability Committee


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2013: Reflections from the Sustainability Committee

Michael Kuperman, IT SAP/PMO Governance

Manager, New York

I joined the Sustainability Committee in December 2012, shortly

after joining the company. I very quickly learned how sustainability

touches on every aspect of our companyfrom development, to

construction, to operations (and so for me membership in the

Committee carried a fringe benefit of helping me learn about many

areas I would not have otherwise been exposed to). Reflecting this,

our working groups (Grow Well, Operate Safely and Efficiently to

Minimize Impacts, Manage Our Business Responsibly, Enhance Our

Operating Environment) run the gamut to ensure focus in every

area. However, if I were to highlight just one impression from my

participation in the committee in 2013, it would have to be the

number and quality of grass-roots projects raised to the committee

by our plants. It was really fantastic to see how in so many parts of

the globe ContourGlobal staff was proposing and delivering on

impactful projects to help local communities, improve the

environment, and make a difference. The passion for the projects

was very apparent as representatives from the local plants or

offices joined our monthly meetings to present the projects and

push for their approval. Through these projects I could see that the

spirit of sustainability is alive and well at ContourGlobal and, even

more importantly, that this spirit translates into practice with verytangible and meaningful results.

I also had the privilege to lead one of the working groupsGrow

Well. In 2013, the group focused on three key areas of focus. First,

we did a lot of work on integrating sustainability objectives more

tightly into the development process, to ensure that we take our

environmental, social and other sustainability concerns into

account from the onset as we contemplate new projects. As a

result, we will soon be piloting a SharePoint-based sustainability

checklist to be used during the development process. As a logical

next step, we are working on a standard project plan template for

use during the construction phase of projects. This will bind

sustainability tasks with other construction tasks in a single project

plan for when we build plants and wind farms. Last but not least,

we are coming up with ideas for new and innovative applications of

renewable technologies which can be used for sustainability

purposes. For example, Massimo Maroni took the lead on exploring

butterfly solar technologies which turned out to be quite

promising and can be considered for some communities where the

conditions are right. There is much more work to do on this in 2014

as we plan to pilot and then fully implement these initiatives.

As busy and fruitful as 2013 has been, our expectations are much

Sarah Flanigan, Executive Vice-PresideCorporate Sustainability, New York

In 2013 I had the privilege of leading the Sustainabili

Committee and working with some of the most creative an

committed individuals in our organization. Unlike m

Committee members, I am 100% dedicated to developin

our sustainability strategy and implementing initiatives. Th

is truly an extraordinary opportunity as it is rare to find

company of our size and age that is willing to prioritiz

sustainability the way we have. I am very grateful to Jo

Brandt, our visionary CEO, and the executive leadership tea

for their belief that sustainability is not only a good thing t

do but will bring value to the organization for years to come

Some of the highlights for me this year included our work o

developing materials to train our supply chain on the UNG

principles, establishing relationships with NGOs in Lat

America, and meeting the UNGC advanced level of reportin

using the GRI G4 metrics for sustainability reporting. In 201

I am looking forward to integrating our sustainable busine

objectives and actionable items throughout the organizatio

enhancing our human rights initiatives, developing mo

robust environmental reporting, and fostering partnershipwith external stakeholders.

Although we have a Sustainability Committee, building

sustainable organization is the responsibility of everyone

ContourGlobal. I encourage every CG person to read abo

our activities and find ways to get involved in either

structured or unstructured way. Whether you suggest idea

participate in a working group, or just do your day to day jo

with the hightest standards of performance, you will b

contributing to the sustainability of ContourGlobal.

higher for 2014. We are refocusing and refreshing our

objectives to add structure by creating project plans with

clear milestones and impactful deliverables, and we arecoming up with actionable plans to improve internal

processes, transparency, level of engagement with the rest

of the company, and external reporting. For me, as a

member of a group of volunteers who share a world view,

being a part of the Sustainability Committee has been both

challenging and continuously rewarding experience, and so

am approaching next year with high expectations, a healthy

dose of optimism, and with my sleeves rolled-up.

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