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Apart from money, what is it that motivates people at work? There is plenty of rhetoric about ethics and social responsibility, but does it really make a difference to people's performance at work, or their their loyalty? In 2001 the Ci Group (www.careerinnovation.com) conducted a large-scale global survey to answer these questions. This previously unpublished research illustrates the business benefits from being a force for good company, including: Motivational benefits of employee volunteering; Statistical evidence that ‘Ethical Reputation’ is a top driver of staff retention; The ethical motivation profile of industry sectors;  Links between career discussions and retention.

A UNDP document published in May 2004 that includes as one of its examples the case study of what Statoil did to train Venezuelan judges in human rights. That story is also summarised on the forceforgood website, here.

Later this year, the Government will launch a package to help SMEs better understand and respond to the opportunities and risks posed by the move to the low carbon economy as part of their UK Low Carbon Industrial Strategy. The package will consist of four key elements. One of which will be a guide for business, by business, on the uptake, development and marketing of low carbon solutions, to be produced this autumn, by Tomorrow’s Company, in partnership with businesses, Government and other organisations.  The guide is being supported by Halcrow, HSBC, Ogilvy & Mather, Marks & Spencer and the Carbon Trust, among others. This is laid out on page 74 of the document.

The paper proposes a framework to help organizations monitor levels of trust for different stakeholder groups.  Part I, contained in a separate document, examined various trust indicators to measure the relative presence or absence of trust, and the nature of that trust, in typical commercial relationships.  It also introduced new trust concepts and proposed a novel framework for classifying conditions that indicate trust.  Part II builds on these foundations and examines trust indicators for investors.  Examples are used to demonstrate various ways the framework can be applied to measure trust indicators for investors with distinct needs.

Higher levels of trust in business are known to reduce costs and improve business performance. This paper proposes a framework to help organizations monitor the efficiency of their business practices for indicating trustworthiness to stakeholder groups.  In Part I various trust indicators for customers are examined. Part II, contained in a separate document, examines trust indicators for investors.  New trust concepts are introduced and a novel framework is proposed for classifying conditions that indicate trust (such as the presence of name-brand products, organizational transparency, and warranties).  Examples are used to demonstrate various ways in which the framework can be applied to measure trust indicators for customers.