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RELATIONSHIPSRELEVANCERESULTS

GNO, INC.

RELATIONSHIPSRELEVANCE

RESULTS

2012 – 2016 INVESTMENT CAMPAIGN

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Thank you for your interest in Greater New Orleans, Inc.

The progress of greater New Orleans over the past five years has been rapid and dramatic; the publisher of Forbes called it “one of the great turnarounds in American history.” And, indeed, there is a preponderance of evidence that the metro area has not only come back from Katrina, but has come back better than ever.

In economic development, we are at the highest point, in every economic ranking, in our history. And there’s a lot more to look forward to -- we live in the No. 1 state for economic growth potential [Business Facilities].

In recent years, greater New Orleans has rediscovered both its imagination and will - and the result has been truly remarkable progress.

But progress is not yet success. Our gains are fragile.

Over the next three years, post-Katina funding will wind down; the rest of the country will emerge from the Great Recession, and the energy of rebuilding could begin to attenuate. We have hit the inflection point. The question now is, will we stay aloft?

Part of the answer lies in critical mass: developing enough companies and a trained workforce so that our economy becomes self-sustaining.

Part of the answer lies in institutionalization - of policies, programs and organizations - to ensure that our progress will continue even as people change.

Finally, the answer lies in making permanent our newfound culture of excellence, whereby Louisiana no longer competes against Mississippi, but against the world - as we did successfully for GE Capital, beating locations from around the world.

The progress we’ve made so far was made possible only because of the generous intellectual and financial support of our investors. So as we look to the next three years and to the challenge of sustaining our progress, your support is absolutely vital.

With this in mind, we invite you to read and discuss with us the information in the following pages, and to please consider supporting GNO, Inc. and the region for 2014-2016. The bottom line is that GNO, Inc. has demonstrated the ability to be efficient and effective – and we will translate your dollars and ideas into real results.

Thank you,

Michael Hecht Greg Rusovich President & CEO Chairman

LETTER FROM THE PRESIDENT & CHAIRMAN

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RELATIONSHIPSRELEVANCERESULTS

Statistics, Testimonials, Awards, and Rankings

STARsGNO, Inc. has helped to drive and promote broad third-party recognition over the past two years, repositioning the Greater New Orleans region and Louisiana as outstanding places to live and work, now at the highest ranking in history in every poll:

★ GNO, Inc. was ranked as #2 Economic Development Organization in the U.S. (tied) [Business Facilities]

★ Louisiana was named the #2 State for Incentive Programs in the USA [Area Development]

★ Louisiana was named #1 state for Economic Growth Potential, Workforce Training, and Digital Media [Business Facilities]

★ Greater New Orleans was named the #3 City for IT Job Growth in the USA [Forbes]

★ New Orleans was ranked #1 on the list of “America’s Biggest Brain Magnets” for attracting people under 25 with college degrees [Forbes]

★ Greater New Orleans was named the #1 Growing Metro for Employment [Brookings Institution]

★ Louisiana was rated a Top Ten State in the USA for Overall Tax Competitiveness [Tax Foundation + KPMG]

★ Louisiana was voted Most Improved State in the U.S. by national CEOs [Chief Executive]

★ New Orleans MSA was named the #2 “Aspirational” City in USA [Daily Beast]

★ New Orleans was named “America’s Best City for School Reform” [Thomas B. Fordham Institute]

★ Greater New Orleans is the #2 Boomtown in America, due to population and GDP growth [Bloomberg Rankings]

★ New Orleans MSA was ranked Top 5 in the USA for “Logistics/Distribution/Shipping Hubs” (highest ranking ever) [Business Facilities]

★ Louisiana placed #2 in the USA in Post-recession Performance [Brookings Institution]

★ New Orleans Leads the USA by 56% in number of startups-per-capita [GNO Community Data Center]

★ New Orleans was named the #2 U.S. City for Working Mothers [Forbes]

★ New Orleans was voted America’s Favorite CIty [Travel + Leisure]

“One of the great turnarounds in American history.”— Forbes

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MODEL

The mission of GNO, Inc. is to create jobs and wealth in the Greater New Orleans community.

GNO, INC.

Vision Key Drivers Strategy Plan & Resources

Greater New Orleans is a thriving region.

Economy

Quality of life Other Organizations

• K-12 Education• Crime• Good Government• Etc.

• Business Attraction• Business Growth• Business Retention

• 21 staff *• $4.2 M budget *• Key partners

* 2013 figures

• Policy• Workforce• Brand Management• Capital

• Job Creation• Wealth Creation

GNO Inc. Work PlanProduct Development

Business Development

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RELATIONSHIPSRELEVANCERESULTS

* 2013 figures

GNO, Inc. is the regional economic development hub, serving to coordinate, consolidate, and catalyze economic development activity.

Jefferson

Orleans

Plaquemines

St. Bernard

St. Charles

St. James

St. John the Baptist

St. Tammany

Tangipahoa

Washington

Investors

Parish Governments

Legislators

Business Councils

Business Chambers

Business Associations

Colleges / Universities

Nonprofits

bus. dev.

policy

workforce

research

bus. dev.

policy

workforce

research

initial direction of communication

bu

s. d

ev.

po

licy

wo

rkfo

rce

rese

arc

h

Parish EDOs

Stakeholders

LA State

Government

Louisiana Economic

Development

Federal Government

PublicMediaSite

Selectors

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FOCUSINDUSTRIESFoundational Sectors

GNO, INC.

International Trade

Port, shipping, transportation, and logistics

• Leveraging nation’s most integrated infrastructure

• Developing post- Panamax strategy, including incentives

• Supporting legislation for a long-term dredging fix

• Increasing flights and other connections to the Americas

• Executing trade missions to Brazil and Columbia

Advanced Manufacturing

Manufacturing aircraft, naval vessels, and space vehicles

• Building on the region’s history of expertise

• Ensuring Michoud Assembly Facility’s revitalization

• Retaining jobs at Avondale Shipyard

• Expanding opportunities through supply chain development

• Attracting foreign direct investment

Energy

Exploration and production, refining and petrochemicals

• Defending and building America’s Energy Coast

• Pursuing full return to activity in Gulf of Mexico

• Ensuring lowered royalties for deep gas exploration in Louisiana

• Support existing E&P companies, especially with workforce solutions

• Maximizing the value of the Tuscaloosa Marine Shale

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RELATIONSHIPSRELEVANCERESULTS

Diversifying Sectors

Digital Media

Software and digital media development

• Creating a global hub for digital media

• Promoting best-in-class software credit (35% rebate)

• Recruiting foundational companies like Gameloft and GE Capital

• Travelling to key markets like California to market GNO region

• Growing local workforce with regional education partners

BioSciences

Commercialization of medical research

• Recognizing unparalleled opportunity of nascent BioDistrict

• Supporting economic strategy for UMC

• Collaborating with universities via dedicated staff

• Developing strategic incentive and marketing packages

• Driving new company formation via Startup Fund

Making GNO the “Dutch of North America”

• Promoting companies that profitably solve environmental issues

• Exploring opportunities in Energy, Waste, and Water

• Driving collaboration with universities

• Branding region via media and events

• Transforming challenges into jobs and wealth

Emerging Environmental

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GNO, INC.BUSINESS DEVELOPMENT

1 Material assistance includes: identifying an original lead, or assisting with at least one of the following areas: (1) business incentives, (2) site search & location, (3) market research, (4) key business introductions, (5) personnel recruitment, (6) public services or regulatory requirements, (7) PR, or (8) any other assistance that materially and positively impacts a business’ ability and decision to locate, expand, or grow in Greater New Orleans.

During the past three years, GNO, Inc. has materially assisted 1 with growing over 3,500 jobs — worth nearly $180M in new tax revenues — for the Greater New Orleans region.

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RELATIONSHIPSRELEVANCERESULTS

Wear Plate & Block

Our Innovation. Your Advantage.

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INITIATIVES

GNO, INC.GNO, INC. INITIATIVES

Greater New Orleans, Inc. leads a range of other initiatives focused on creating jobs and wealth in Greater New Orleans.

The Real Super Bowl Winner

Why New Orleans has come back better after Katrina.

The Super Bowl makes its tenth

stop in New Orleans on Sunday,

but only the first since Hurricane

Katrina in 2005. For once the Big

Easy has earned this excuse to

party, coming back to life better

than ever.

New Orleans has patented no mag-

ic sauce. Katrina created the open-

ing for different policies to turn

around what was one of the worst-

run and most politically calcified

places in America. Other troubled

cities and Washington, take note.

When the levees broke and flood

waters sent half the town fleeing,

the Crescent City was a study in

urban dysfunction. Obvious to

everyone was the incompetence

and rot at City Hall, in the police

department, on the levee board and

in the schools. There were doubts

about the wisdom, much less the

cost, of rebuilding.

Entergy, the city’s lone Fortune

500 firm, considered moving its

headquarters to Little Rock. Many

Katrina evacuees stayed away, and

the city’s population—somewhere

above the 360,740 counted as of

2011—isn’t back to its pre-storm

level of 455,000.

Yet Katrina offered the people who

wanted to save New Orleans some-

thing rare—a do-over. Consensus

over the necessary fixes quickly

gelled in a city long polarized by

race and class.

The schools, a national embarrass-

ment, were closed for six months

and restarted from scratch. The

system was turned over to charter

operators, who got the leeway to

hire new teachers and have been

held accountable by strong schools

commissioners. Before the storm,

three in five students attended a

failing school; now fewer than a

fifth do.

This education experiment gave

people the confidence to push an

overhaul of policing, city procure-

ment and other public services.

The business community, which

had holed up in the city’s higher-

ground residential areas or across

Lake Pontchartrain, re-engaged in

civic life.

Political change has followed.

Mayor Ray Nagin—who blamed

the feds for the city’s catastrophic

response to Katrina—was replaced

three years ago by another Demo-

crat, Mitch Landrieu. Mr. Nagin

was indicted last month on 21 cor-

ruption counts. Mr. Landrieu en-

joys approval ratings in the seven-

ties. The budget was balanced. He

upgraded the airport and opened a

new street car line along Loyola Av-

enue in time for the Super Bowl.

Relatively low state and local taxes

and cost of living are helping to

make New Orleans a magnet for

business start-ups and young col-

lege graduates—what Seattle or

Austin were in other recent de-

cades. Energy and hospitality are

doing well. The jobless rate of 4.7%

is lower even than in that other

American boomtown, Washington,

D.C., but for reasons other than a

growing government.

Such progress is not guaranteed

and problems remain. School test

scores and graduation rates are

improving but still aren’t great.

New Orleans remains the nation’s

murder capital, with three times

Chicago’s homicide rate, and the

police have to earn public trust.

The relative racial comity of the

city’s politics is recent and perhaps

not enduring.

Yet—whether during Super Bowl

week, Mardi Gras or any other

party time—the city’s energy and

optimism are unmistakable. Amer-

icans are in a self-doubting mood

these days, and not without cause.

But the revival of New Orleans

shows what self-government can

accomplish when enough citizens

choose to break up the corrupt

status quo.

February 1, 2013

Media & PR

NextGen Council

GPI+

Business Retentionand Expansion

Workforce Development

New OrleansStartup Fund

GNOi

DestinationGNO

Greater New OrleansUrban Water Plan

Southeast Super-RegionCommittee

WorkNOLA

CSFI

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RELATIONSHIPSRELEVANCERESULTS

As GNO, Inc. looks to the future, our strategy is driving toward success in a number of areas that will enhance the business environment in Southeast Louisiana. The Board of Directos has determined six “big issues” upon which GNO, Inc. will focus over the coming years. These are gating issues, critical to successful translating our recent progress into long-term success. These issues include:

FUTURE PLANS

Flood ProtectionEnsuring that Southeast Louisiana remains viable forfuture generations of businesses and families.

Leadership DevelopmentMaintain momentum and continuity by developing the next generation of civic leaders.

State Fiscal ReformEvolve a tax and exemption system that best supports the long-term economic development of the region and state.

Workforce DevelopmentEnsure adequate quantity, quality and diversity of workforce to meet increased industry demands.

Airport (Int’l Flights)Ensure region has connectivity to be a top location for international business and other economic development opportunities.

The New Orleans BrandContinue to close the perception gap between current views and the “new” New Orleans.

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GNO, INC. HISTORY

GNO, INC.

2010

1900

2000

1902GNO, Inc. “founded” as Progressive

Union of New Orleans1911Becomes the Regional Chamber of Commerce

2004Regional Chamber ends;

MetroVision becomes GNO, Inc.

2009• Southeast Super-Region Committee formed

• I.P. Building founded

• BILD Coalition for higher education reform

formed

2011• Gameloft announces expansion into region

• Bradken announces gloabal expansion into GNO

• NASA announces Heavy-Lift Rocket for Michoud

2008• Michael Hecht joins

• Current GNO, Inc. model developed

• 3-prong energy and international trade strategy

developed

• First post-Katrina workforce supply/demand

analysis conducted

2010• New Orleans Startup Fund founded

• GNO, Inc NextGen Council formed

• Folgers and Globalstar announce consolidations

into GNO region

• Nucor announces multi-billion dollar steel mill

2012• GE Capital announces IT Center of Excellence

• Smoothie Kind announces global expansion from

GNO region

• Destination GNO created, WorkNOLA.com

re-launched

1991MetroVision formed as partner of Regional Chamber

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RELATIONSHIPSRELEVANCERESULTS

Public Policy

SUPPORT OF LEGISLATIONRESTORE Act: GNO, Inc. led organization of over 100 business organizations across the Gulf Coast to support the RESTORE Act, which was signed into law and dedicates 80% of BP Clean Water Act fines back to the Gulf Coast for restoration.

MediFund: Spearheaded by GNO, Inc., this initiative provided support for legisliative effort to establish the MediFund for statewide advancement of biosciences and medical centers of excellence. Based on the concept of “MegaFund” used by LED for highest-potential projects, the MediFund will distribute grants of $500k, followed by competitive awards $5-15M. Public and private not-for-profit entities are eligible, with collaboration encouraged.

Digital Media Tax Credit: GNO, Inc. led effort to improve the Digital Media Tax Credit Program by expanding the program to all types of technology applications and allowing the 35% benefit to be issued as a simple rebate.

Louisiana International Trade Initiative: GNO, Inc. organized discussions with partners to create a new statewide trade authority that will create a master plan and oversee implementation of a state strategy to enhance Louisiana’s position in the global marketplace by increasing imports and exports, value-added manufacturing, and foreign direct investment.

GNO, Inc. has led the way in major legislative reforms, helping to create one of the best business climates in the nation (currently ranked #7, the highest ever). With a successful passage rate of 75% – 85%, highlights of GNO, Inc.’s Public Policy efforts include:

INCENTIVES

¨ Angel Investor Tax Credit

¨ Corporate Tax Apportionment Headquarters Relocation

¨ Digital Media Tax Credit Renewal

¨ Headquarters Relocation

¨ Hornets Quality Jobs Incentive Extension

¨ Payroll Incentive for Competitive Projects

¨ Port Investor Tax Credit

¨ Property Tax Exemption for Non-Manufacturing

¨ Quality Jobs Incentives Renewal

¨ Research and Development Tax Credit Renewal

¨ Tech Commercialization Credit Extension

HIGHER EDUCATION

¨ LCTCS: Facilities with a Purpose

¨ GRAD Act

¨ GRAD Act 2.0

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GNO, INC.LEADERSHIP

Executive Committee

Board of Directors

Greg Rusovich, Chairman Transoceanic Trading and Development

Patricia LeBlanc, Vice Chairman LeBlanc Butler

Steve Hemperley, Secretary and Secretary and Treasurer Capital One Bank

Dale Benoit, Immediate Past Chairman Print All

Tommy Faucheux Dow Chemical

Melissa Gibbs Gibbs Construction

Tara Carter Hernandez JCH Development

Bill Hoffman Woodward Design+Build

Leslie Jacobs* Strategic Comp

John Little International Matex Tank Terminals

Marty Mayer* Stirling Properties

Gary Silbert Entergy

Ronnie Slone The Slone Group

Mark Spansel Adams and Reese

Brent Wood Chevron Corporation

Bill Aaron Aaron, PLC

Laura Ambrose Dow Chemical

Danica Ansardi Ansardi Financial

Michele Avery LaPorte

Pat Bernard Superior Energy

Susan Bonnett Northshore Community Foundation

Robert Bruno Bruno & Bruno

Torri Buckles St. John the Baptist Parish

Henry Coaxum Coaxum Enterprises

Scott Cowen† Tulane University

John Crain† Southeastern Louisiana University

Howard Daigle Daigle Fisse & Kessenich

David Darragh Reily Foods Company

Mike DeBoer GE Capital

Maura Donahue DonahueFavret

Joel Dupre Southern Recycling

David Fennelly Associated Terminals

Peter Fos† University of New Orleans

Norman Francis† Xavier University

Lee Giorgio Select Properties

David Hague Gameloft

Bill Hines* Jones Walker

Karl Hoefer IBERIA

John Hollowell Shell

Scott Howard Regions Bank

Jim Hudson* IBERIA

Jay Lapeyre Laitram

Rita Benson LeBlanc New Orleans Saints

Mark Leto IPSC - Inner Parish Security Corp.

Bob Lynch HCA MidAmerica Division

Ti Martin Commander’s Palace

Carlo Mulvenna Pan-American Life

Warren Murrell Peoples Health

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RELATIONSHIPSRELEVANCERESULTS

Suzanne Mestayer * ThirtyNorth Investments

Roger Ogden Ogden Development and Investments

Bill Oliver* Retired

George Pivach Venice Port Complex

Cindy Poskey† South Central LA Technical College

Patrick Quinlan* Ochsner Health System

Stephen Reuther St. Bernard Chamber of Commerce

Natalie Robottom St. John the Baptist Parish

Albert Ruesga Greater New Orleans Foundation

Ashton Ryan First NBC Bank

Stan Salathe Salathe Oil Company

Bobbie Savoie Geocent

Ryan Seal Washington EDF

Jay Seale Seale & Ross

Henry Shane* Favrot & Shane Companies

Monty Sullivan† Delgado Community College

Lizette Terral JPMorgan Chase Bank

Doug Thornton Louisiana Superdome & N.O. Arena

Victor Ukpolo† Southern University

Don Vinci Entergy Louisiana

Jacqueline Denise Vines Cox Louisiana

Dan Wagner Blue Cross and Blue Shield of LA

Thomas Warner† Nunez Community College

William Wainwright† Northshore Technical Community College

Kevin Wildes† Loyola University

Joe Ben Welch† River Parishes Community College

Matt Wisdom Turbosquid

*Chairman Emeritus **Advisor †University Ex-Officio

Michael Hecht President and CEO

Robin A. Barnes Executive Vice President and COO

Dino Paternostro Senior Vice President, Policy

Matt Rookard Senior Vice President, Business Development

Rachel Shields Chief of Staff

Jeff Teague Senior Vice President of Finance and Administration

Van Barbeau Jr. Research Associate

Caitlin Berni Director, External Affairs

Sayde Finkel Research Manager

Grady Fitzpatrick VP, Business Development

Tommy Fonseca VP, Investor Relations

Haley Hebert Communications Assistant

James L. Moffett, III Business Retention, Expansion, and Business Development

Ginger Powers Lead Development

Alex Skaggs Water Management Fellow

Jana Sikdar Educational Liason

Lacy Strohschein Business Development Associate

Brandon J. Williams Sr. Program Associate

Matt Wolfe Senior Associate, Communications & Marketing

Dawn Greatrex Executive Assistant

Nicole Palmer Human Resources & Office Manager

Carolyn Shields Receptionist

Denise Washington Executive Assistant

Staff

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INVESTMENT

* Committees include:

- Airport - Development - Emerging Environmental Task Force

- Finance - GNODF - MediFund

- NextGen Council - Nominating - Public Policy

• Support in area of specialty

• Committees *

• On-going feedback on issues and opportunities

• Fund staff

• Ensure organizational stability

• Provide flexibility to respond to opportunities

Types ofInvestment

Financial

Intellectual

Greater New Orleans, Inc. seeks two kinds of critical investment:

Type of Investment Benefits

Source of Funds

Corporate

Government

Foundation

75%

81%

2012 2016

22%

14%3%

5%

Uses of Funds

Mill

ion

s

Mill

ion

s

4.504.50

4.004.00

3.503.50

3.003.00

2.502.50

2.002.00

1.501.50

1.001.00

0.500.50

Overhead

Rapid Response Fund

Marketing

Staff69%55%

2012 2016

12%

16%19%

18%

11%

- Southeast Super-Region Committee

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RELATIONSHIPSRELEVANCERESULTS

Overhead

Rapid Response Fund

Marketing

Staff

GNO, INC.REASONS TO INVEST

❑ “Grow the Pie”

❑ Get Early Information

❑ Improve Your Bottom-Line

❑ Enhance Business Conditions

❑ “Have a Seat at the Table”

❑ Obtain Access to Key Leaders

❑ Receive Assistance

❑ Benefit from Referrals

❑ Engage Your Employees

❑ Make a Difference in Greater New Orleans

Ultimately the question is:

“If I had my last dollar, whywould I invest it in GNO, Inc.?”

If you can check off two or more of the below reasons, GNO, Inc. could be a great partner for your organization:

$Efficient

GNO, Inc. is coordinating nexus for the region – and beyond. Through GNO, inc. you will

touch thousands.

EffectiveFrom historic project wins, to transformational

policy, GNO, Inc. has a proven record of impactful results - we deliver ROI.

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TESTIMONIALS

“GNO, Inc. is easy to work with because they understand each company’s challenges and work tirelessly to resolve them. They helped us address all the potential issues we faced from recruitment to incentives packages and helped us build a solid business case for launching a new venture here in the Silicon Bayou.”

–Dave Hague, Gameloft

“Louisiana rose to the top of our list because of the advantages it offers in terms of talent, infrastructure, location, and environment.”

“The New Orleans region is remarkably fertile ground for companies. Investing in GNO, Inc. is investing in the health of our entire business ecosystem.”

“St. John the Baptist Parish continues to invest in GNO, Inc. because of its commitment to promoting economic development throughout the 10-parish region of Southeast Louisiana. GNO, Inc. and its members are changing the business climate in the metropolitan area and I am proud to be part of that regional effort.”

- Brackett Denniston,GE Senior Vice President and General Counsel

- Tommy Faucheux, Dow Chemical

- Matt Wisdom, Turbosquid

- Natalie Robottom,St. John the Baptist Parish President

“GNO, Inc. inspires growth in south Louisiana. They are growing business, talent and ideas. Dow is proud to be an investor of GNO, Inc., because it allows us to collaborate with some of the best companies and thought leaders on the Gulf Coast to build a stronger, more vibrant community.”

GNO, INC.

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RELATIONSHIPSRELEVANCERESULTS

–Dave Hague, Gameloft

HOW TO INVEST

Determine your desired level of financial and intellectual support.

Fill out the enclosed pledge form with your business information and commitment level.

Return completed form via emailto Tommy Fonseca at tfonseca@gnoinc.org, fax to (504) 527-6943, or mail to:

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For additional information or questions, visit gnoinc.org/support-gno-inc or contact Tommy Fonseca at (504) 527-6943 or tfonseca@gnoinc.org.

365 Canal Street, Ste. 2300 New Orleans, LA 70130

GNO, INC.

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THANK YOU

GNO, INC. REGION

TANGIPAHOA

JEFFERSON

ST. CHARLES

ST. JAMES

ST. JOHN THE BAPTIST

WASHINGTON

ST. TAMMANY

ST. BERNARD

PLAQUEMINES

ORLEANS