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Energy 2.0 Morning Keynote

03/10/2007 8:00 AM Kendall Marriott
Jeffrey Immelt, Chairman and CEO, GE

Description: Forget Energy 2.0, counsels Jeffrey Immelt-- -We never had Energy 1.0." Unlike the health care business, he says, -we still sell some products in the energy sector that sold 25 years ago." This relative torpor, Immelt explains, results from a lag between -market signals and time horizons," as well as the -societal expectation that energy is a God-given right" _which makes reasonable pricing difficult _ and the absence of rational energy policies worldwide. But with global warming upon us, the dynamics of the energy market are rapidly shifting, and GE, one of the globe's biggest players, hopes to take advantage of new opportunities. Immelt says that increasing demand among both developing and developed nations, geopolitical concerns, and a recent focus on environmental considerations in international policy dictate GE's vast investment in new energy ventures, and its expectation of handsome returns for many decades. -For GE, we view energy as a green light special," says Immelt, and -our strategy is to be big in big markets." To carve out a leadership role, GE will bet broadly on different fuels rather than -worry about which will be the predominant fuel" of the future. Hydrocarbon resources are still plentiful but harder to get, so GE is developing better extractive tools, especially for deep sea exploration. Immelt also hopes to make the technology around hydrocarbons more efficient, and so is working on better large turbines. GE is building a $7 billion portfolio of renewables in wind, solar and biomass. Immelt will also try to take two big technologies to the market place: coal gasification, and nuclear power. Having established a broad technical base, Immelt imagines a -footprint that goes everyplace in the world," so GE can achieve scale and commercialize quickly. This means partnering with companies big and small for R&D, manufacturing and distribution. Immelt is convinced, as are GE's shareholders, that there's money to be made from investing directly in environmentally helpful technologies, including those that save fuel and conserve water. GE has lowered its own greenhouse gas emissions by 1% for the last three years, and saved $100 million a year. If Immelt were king for a day, he'd try to enact -progressive policies" to make his corporate work easier. These include achieving energy security by pursuing a mix of fuels, and creating jobs in this sector along the way. The government must also back risky commercial ventures (such as new nuclear plants) in case -society changes its mind." Ultimately, says Immelt, the country needs diversity in energy, and such a cluster of efforts will create innovation, technology and growth. He ends with two -Immeltisms" for the road: -If you want to do something, you actually have to do something; and if you want it bad, you get it bad."

About the Speaker(s): Jeffrey R. Immelt is the ninth chairman of GE, a post he has held since September 7, 2001.

Immelt has served in several global leadership positions since coming to GE in 1982, including roles in GE's Plastics, Appliance, and Medical businesses. In 1989 he became an officer of GE and joined the GE Capital Board in 1997. A couple years later, in 2000, he was appointed president and chief executive officer. Barron's twice named Immelt one of the "World's Best CEOs" and since he began serving as chief executive officer, GE was named "America's Most Admired Company" in a poll conducted by FORTUNE magazine and one of "The World's Most Respected Companies" in polls by Barron's and the Financial Times.

Immelt earned a B.A. in Applied Mathematics from Dartmouth College in 1978 and an M.B.A. from Harvard University in 1982.

Host(s): Vice President Resource Development, The MIT Energy Conference

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MIT World — special events and lectures

MIT World — special events and lectures

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