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.

For our second 'Tomorrow's Adaptive Organisation' roundtable, Ian Powell, senior partner and chairman of PwC UK, shared his vision of leadership and culture with us.  Ian Powell told his story of being a leader in a professional services firm – how he is a ‘lifer’ at PwC, and gradually moved up through the organisation until he became chairman of the UK firm in 2008. Through his different experiences in varying roles, he developed his leadership approach based on authenticity and integrity.  The first part of the report develops his vision and culture of PwC, aiming to be iconic – ‘the number one in professional services, always front of mind’. The second part  focuses on the alignment between behaviours and values.

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.

This paper introduces the Trust Enablement™ approach to corporate governance, as a natural and harmonizing counterbalance to prevailing risk management practices.Recent attempts to restore confidence in capital markets have been based largely on risk management practices that place greater emphasis on protecting organizations from further erosion of trust than on establishing higher levels of trust and confidence. Efforts focused on proactively building trust yield better results than recent risk management reactions to mistrust.  A complementary, offensive trust and confidence-building strategy is therefore proposed as more effective for reducing director and officer liability exposures and enhancing business value than a prevailing defensive, risk management strategy.Comparative examples of current governance practices and proposed initiatives when mapped to the Trust Enablement™ model reveal a deficiency in trust and confidence-building governance mechanisms.  Trust Enablement™,...