TRUST andINTEGRITY in the GLOBALECONOMY

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Aims of TIGE ���������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������3

Fifth annual conference on Trust and Integrity in the Global Economy attracts participants of 26 nationalities ������������������������������������������������4

A sense of urgency ������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������6

Restoring trust in banking – two UK financial leaders speak out ����������������������������������������������������������������������������������������������������������������������8

Partnership stressed in bids for trust and integrity �������������������������������������������������������������������������������������������������������������������������������������������11

Business integrity: challenges and solutions ���������������������������������������������������������������������������������������������������������������������������������������������������12

The Transasia story: Business success based on principle �������������������������������������������������������������������������������������������������������������������������������14

World Values Day: putting values into practice ����������������������������������������������������������������������������������������������������������������������������������������������17

Tackling earth’s degraded land: change human behaviour to save lives ����������������������������������������������������������������������������������������������������������18

Business values work stream sees trust, respect and faith in people as keys to sustainable productivity ����������������������������������������������������������20

Adam Smith's moral capitalism ���������������������������������������������������������������������������������������������������������������������������������������������������������������������23

‘Taste the waste’: food and sustainability work stream tackles food wastage ���������������������������������������������������������������������������������������������������25

Italian priest tells how land seized back from the Mafia is being put to social use ������������������������������������������������������������������������������������������28

Weaving threads of change: a meeting of minds and hearts ���������������������������������������������������������������������������������������������������������������������������30

Announcing Caux TIGE 2013 conference ������������������������������������������������������������������������������������������������������������������������������������������������������32

Keynote speakers in previous years ����������������������������������������������������������������������������������������������������������������������������������������������������������������33

About Caux Initiatives for Business ����������������������������������������������������������������������������������������������������������������������������������������������������������������35

Contents

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The international conferences in Caux, Switzerland, known as TIGE, and their associated programmes, engage

business people and decision-influencers in ‘honest conversations’ on the issues of globalization and the human face of economics�

Participants are motivated by a shared commitment to personal integrity, which helps organizations to operate at their peak performance� They aim to address eco-nomic problems of immediate and long-term concern, including environmental imbalances, social exclusion, job creation and poverty reduction�

TIGE encourages ‘conscience-based’ decision-making leading to organizational change in business and economic life, at a time when integrity and trust are more than ever needed following the global banking and economic crises� TIGE further aims to equip people with practical tools, grounded in a moral and ethical frame-work, for use in their places of work�

TIGE’s mission is to ‘strengthen the motivations of care and moral commitment in economic life and thinking, in order to create jobs, correct economic and environmental imbalances and tackle the root causes of poverty�’

Aims of TIGE

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The fifth annual conference on Trust and Integrity in the Global Economy (TIGE) was held at the international

conference centre of Initiatives of Change in Caux, Switzerland, from 15 to 24 July 2012� It attracted participants from 26 countries� They included businessmen and bankers, social entrepreneurs and farmers, academics and consultants, campaigners on the environment and sustainable devel-opment, university students and families�

As well as daily plenary sessions, six work stream discussion groups met over three days to share experiences and in-sights� These were on: reshaping business around core values; food and the new development paradigm; leading change for a sustainable world; authentic self-leadership; integral economy and integral society; and creating a learning society� Each day, a conference ‘Hub’ provided a meeting place where new ideas and

initiatives could be shared with the whole conference� Swedish participants highlighted their annual World Values Day during the conference and British banker Paul Moore launched an online New Wilberforce Alliance which seeks to ‘free the world from the modern-day slavery caused by the culture of greed’. L’Hebdo, the leading French-language weekly magazine of Switzerland, interviewed conference keynote speaker Lady Susan Rice, Managing Director of Lloyds Banking Group in Scotland who is also a member of the governing body of the Bank of England� The following reports give a picture of the whole conference� Reports by: Chris Breitenberg, Yasin Choudhary, Sophie Durut, Dorothea Endres, Louisa Meury, Michael Smith and Andrew Stallybrass.

Photos by: Adriana Borra, Marion Bouvier, Mbindyo Kimanthi and Louisa Meury.

Fifth annual conference on Trust and Integrity in the Global Economy attracts participants of 26 nationalities

Caux conference centreSwitzerland

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As financial scandals continued to make the headlines, Margaret Heffernan, well-known Texan

entrepreneur and author, gave the opening keynote address on 17 July� She expressed ‘a tremendous sense of urgency’ about the need to ‘salvage our institutions from the

infernal combustion of money, power and competition before it’s too late�’

The author of Wilful Blindness, one of the FT/Goldman Sachs six best business books of 2011, urged the need to build ‘a parallel universe whose creativity, honesty, energy and wholesomeness are so compel-ling that it exerts a gravitational pull on everything else’� Heffernan said she used to think that business could be a force for good in the world� ‘At no point in my 30-year career—running businesses in the US and the UK—have I ever been more discouraged� We need to think about how we bring out the best in others –not to fix them, not to make ourselves feel virtuous, but to repair our world�’

‘The problem isn’t ignorance but wilful blindness,’ she continued� She saw herself doomed to writing the same articles and books over and over and over again� ‘For the first time in my life, I passionately wish to make myself redundant,’ she said, not-ing, ‘underneath all of these institutional failures, are the same themes and causes� We are all in this together�’ Money Scientific research had shown that thinking about money appears to reduce the ability

A sense of urgency

Margaret Heffernan (left) talks withbusiness consultant Louie Gardiner

by Andrew Stallybrass

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fraud flourishes and cooperation fails.’ De-moralization among the many and tunnel vision among the few had produced rising rates of fraud and game-fixing everywhere, she said� ‘When we think to motivate our best minds by getting them to compete against one another for money and status, it’s like trying to put out a fire by dousing it with petrol�’

‘Changing individual behaviour takes vast effort and may have negligible impact� But when you expect the best of people, that’s typically what you get� If the bench-mark of a sound institution is the provision for and celebration of truth-tellers, much can and will change� The critical sign of health may be no more than the quality of dissent an organization provokes and sup-ports,’ Heffernan concluded�

Heffernan, a former BBC radio and TV producer, was named as one of the In-ternet’s Top 100 by Silicon Alley Reporter in 1999, one of the top 25 by Stream-ing Media magazine, and one of the top 100 media executives by The Hollywood Reporter� She sits on the Council of the Royal Academy of Dramatic Art in the UK as well as on the boards of several private companies� The author of several books, she blogs for the Huffington Post, Inc�com and for CBS Moneywatch� www�mheffernan�com

to think creatively, she said� ‘Money is dis-tracting—and it changes the choices that we make�’ It interferes with social engage-ment� ‘Enough money and you can break the rules� Or write the rules�’ Money has the potential to sever the social contract, she warned� ‘When we care about people, we care less about money—and when we care about money, we care less about peo-ple� The problem with sky-high compensa-tion and bonuses isn’t just the profound inequality they produce but the moral vacuum they create� This is not about good people or bad people, but about human beings and how our brains work� We have to keep money in its place�’ Power Heffernan then turned to power� Fully 85 per cent of employees say that they have issues or concerns at work that they do not voice� But too much power damages both those who hold it—and those in thrall to it� ‘Structures that concentrate vast amounts of power and wealth at the tops of orga-nizations create the conditions in which everyone looks up—and few look around�’ Competition Finally, she noted, ‘competition interferes with our sense of inter-dependency and connectedness� As the competition heats up, the quality of work suffers� Hyper-com-petition creates the conditions in which

Conference organizer Mohan Bhagwandas

Eugene Sensenig-Dabbous,Notre Dame University,Lebanon

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‘We lost sight of our values—with an “s”—in the rigorous focus on financial value,’

said Lady Susan Rice, Managing Direc-tor of Lloyds Banking Group in Scotland who is also a member of the governing ‘court’ of the Bank of England� Rice is the first woman in Britain to head a national clearing bank, and Lloyds is now the larg-est banking group within the UK� She was speaking on ‘restoring trust in banking and financial services’ on 19 July.

The future of banking lies in recapturing trust, integrity and probity� ‘But they need to be universal and our customers and society as a whole need to see us live by these values day in and day out�’ Bankers had once been seen as trusted profession-als� Now there was a need ‘to reclaim the language of care and trust’�

In the last few years, there had been ‘a substantial focus on structural reform�

But is it enough only to change the nature of institutions, without also changing the behaviour of the individuals within them?’ she asked�

The challenges required a change in be-haviours, mind-set, approach, judgments� ‘I believe that if we operate to high stan-dards, to a set of values – with an “s”—all the time, we’ll be more likely not only to create financial value, but to create sus-tained value—for our customers as well as ourselves�’

‘Banking is about nothing if it’s not about trust,’ she continued, ‘and the in-dustry as a whole needs to work very hard indeed to re-earn the trust that’s funda-mental to its health�’ The Chartered Banker Institute in Scotland, the oldest institute of bankers in the world, had recently conceived and promoted a ‘Professional Standards Board’ initiative (PSB), which Rice chairs� Together, the nine UK banks that have signed up to this PSB initiative employ more than 350,000 people in the UK, and serve more than 70 million customers� In early July, they had launched their ‘Foundation Standard for Professional Bankers’, which sets out ‘basic values, atti-tudes and behaviours, as well as skills and knowledge that we expect anyone working in a bank to embody’�

According to Rice, this was ‘an impor-

tant signal of intent, from the very top, about the changes we know need to take place’ in order to restore confidence, trust and pride in the industry�

She concluded; ‘We believe that trust is best restored through individuals, not sim-ply through structural change� And perhaps that will move the discourse about banks beyond the current four Cs—Capital, Com-petition, Compensation and Controls— to a new, and what I think is a far more hu-

Restoring trust in banking – two UK financial leaders speak out

by Andrew Stallybrass

Lady Susan Rice

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man, set of words altogether: Customer, Colleague, Community, Conscience and Care�’

In response to questions, she stressed the vital importance of longer term strate-gies and thinking, beyond quarterly results, and shareholders also needed to include longer term thinking�

Lady Rice is a founding non-executive director of Big Society Capital, and previ-ously of Charity Bank� She has helped develop numerous social finance mod-els in the US and the UK, and as Senior Independent Director of SSE plc, the UK’s largest producer of power from renewable sources, and through the 2020 Climate Leadership Group, she helps lead cross-sector collaboration on reduction of car-bon emissions�

Richard Sermon MBE, Chairman of The City Values Forum in the City of London, also spoke on ‘Investing in Integrity’� ‘Trust and confidence are hard won and are eas-ily and quickly lost—trust arrives on foot but departs by Ferrari!’ he said, to laugh-ter� He spoke of banks being viewed as too big to fail, to regulate and to manage� It is all about embedding and encourag-ing high ethical values in all businesses, ‘about people and integrity not about rule-making’, he said� Man cannot live by

regulation alone, so ‘our focus must be on attitudinal change as much as behavioural compliance�’

The good news, Sermon claimed, ‘is how much work is go-ing on and the quality of what is being done�’ Regulation and Codes of Conduct will repre-sent hurdles for some people to work-around in the pursuit of per-sonal gain rather than constraints on their behaviour� But he sug-gested that the greater transparency driven by information technology and the social me-dia will prove an increasing deterrent� ‘The strongest public censure may yet be seen to be trial by the “twittering classes” in the court of public opinion rather than the pronouncements of regulators where all too often “naming and shaming” is often viewed by the public as simply technical or ineffective,’ he concluded�

Sermon is a former Sheriff of the City of London and chaired the Lord Mayor’s Initiative, ‘Restoring Trust in the City’� A

Chartered Secretary and Past Master of the Worshipful Company of Chartered Secre-taries and Administrators, he is Chairman of Gryphon Corporate Counsel Limited advising clients on governance, board performance, corporate positioning, values and reputational risk�

Richard Sermon

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In an ever-increasingly interconnected and interdependent world, it seemed fitting that partnership emerged as the

common theme at the ‘Global integrity initiative’ launch during the conference, on 18 July. Seven people, representing five different initiatives, spoke about how their experience at last year’s TIGE conference had inspired action in the past year�

Paul Moore, co-founder of the New Wilberforce Alliance, described TIGE as the real founder and mother of this emerg-ing movement ‘to free the world from the slavery of greed, with its addiction to excessive growth and consumption for the few and the consequential human misery and environmental destruction, which that inequality causes, for the many�’

Focussing on the collective ‘we’, Moore asked the conference a question that was already being answered by those on stage� ‘Do we have the courage and the energy to do what needs to be done? Are we going to stand up and take action? Or are we happy with another comfortable confer-ence?’

Four other initiatives presented included: Sustainable Communities from Initiatives of Change UK, Integral Economy and Society in Slovenia, Diaspora Lanka in Sri Lanka and Australia, and Envirohealth Matters in Sweden�

Sustainable Communities initially came as a response to the UK riots in 2011, which occurred while last year’s TIGE conference was in session� Subsequent action included a forum in London called ‘After the Riots’� The synergy from that forum resulted in a wide-ranging strategy focused on people� ‘People are at the centre of sustainable communities,’ said Anita Amendra, human rights lawyer and programme director� Of the initiative’s four steps, two address the centrality of connec-tivity between people� Amendra outlined the importance of building and restoring relationships between people as well as connecting the dots between all people and groups working towards positive changes in community�

As Moore called for a mass movement to end the modern spiritual slavery of ‘me, more, now’, Amendra called for sustain-able action in which people work together to meet the basic needs of the present population without jeopardizing the op-portunities for future generations�

Regardless of the initiative, partnership will be an essential part of forward action�

Partnership stressed in bids for trust and integrity

by Chris Breitenberg

Anita Amendra

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Peter N Lewis, Founder and Lead Consultant at Principled Consulting, and Tania Ellis, author and business

innovator, gave their views on moral chal-lenges for the economy and their visions for future business principles, addressing the conference on 21 July�

‘What are the top reasons for the lack of trust and integrity in the global economy?’ was the introductory question� In Lewis’ eyes they are lack of care, lack of compe-tence and lack of fairness� In Ellis’ opinion the deficiency is due to the fact that the world has grown smaller and, consequent-ly, our awareness of imbalances in the world, and business’ contribution to those imbalances, has risen. She identified the divide between profit and purpose, where profit is both a means and an end in itself, as a second reason�

In conversations with business-people, Lewis typically asks four questions� Firstly, if they think that they are doing the right thing in the business� Most people will say yes� Secondly, if they do it the right way�

Generally they think they do� Thirdly, if they do it for the right reasons� This seems to them the more difficult question but leads to the point where they find the right reasons� But asking the fourth question changes everything: ‘What are you doing based on the right moral values?’ In fact, if you answer the first three questions with ‘yes’, this basically means that you are heading towards an authoritative regime, Lewis says, since the notion of ‘right’ in the three first answers was not based on moral values�

According to Lewis, recent surveys show that business people measure moral values differently at home than at work� Whereas they value ethics at work, they are assessed much more stringently at home� Thus, he suggests, people know what is right and what is wrong, but they often forget on the way to work�

Ellis stated that the time has come for new business models� This is due to out-side and inside pressure� Outside pressure

comes, for instance, from increasingly conscious consumerism, tightening legis-lation and the changing investment envi-ronment� Inside pressure emanates from employees asking more questions about

Business integrity: challenges and solutions

Peter Lewis

by Dorothea Endres

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People know what is right and what is wrong, but they often forget on the way to work

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the reasons for production, as well as from social media, which increases awareness� Thus, there is a general shift towards social responsibility� Additionally, Ellis sees a growing number of social entrepreneurs as pioneers on the pathway to more sustain-able business models�

The ambiguity of the development becomes clear when Ellis described the example of The Body Shop� Starting off as an idealistic enterprise, it has now been sold to L’Oreal� Does that mean that they stopped being a social enterprise or does that mean that they will be changemakers inside that big company?

During the financial crisis, the crit-ics and promoters of Corporate Social Responsibility were holding their breath� The critics had insisted on CSR as being a philanthropical add-on, which would be the first thing to be cut down in hard times. Promoters believed that, in a tougher cli-mate, the sustainability of those enterprises would be proven� Ellis notes that both were right: the enterprises which had do-nated to random organizations for the sake of ticking the ‘I-am-philanthropical box’ had abandoned those projects, but compa-nies with an integral approach came out of the crisis stronger�

Regarding values in companies Lewis notes that 50 per cent of corporate values

are desired outcomes rather than actual moral values. He finds that workers rarely know the content and significance of the words describing those values� This is the first point where change is needed: in-creased awareness of corporate values�

Ellis provided examples of companies which work with newly defined values. For example, an IT consultancy in Norway which works with zero financial goals and bases all its activities on two core values: competence and empathy� Even during the financial crisis it has grown by 20 per cent each year� At the same time, Lewis noted that it is hard for enterprises born in the old system to shift their focus�

Following the motto of Caux, ‘change yourself to change the world’, Peter Lewis insisted on the necessity of ethics of care: ‘People don’t care how much you know until they know how much you care�’

Ellis concluded with the story of her friend who transformed a Danish island into a carbon neutral community which even exports 20% of its green electric-ity� When he talked to an Arab the latter laughed in astonishment – ‘This is two housing-blocks in Dubai,’ he said, im-plying that this kind of project would be senseless in a highly populated Arabic country� The reply was simple: ‘Well, this is probably where you should start�’

Tania EllisPeter Lewis

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Suresh Vazirani grew up in a refugee camp, as his parents were victims of the conflict between Pakistan and In-

dia at the time of Independence� He is part of the Sindh community which his wife, Mala Vazirani, describes as ‘addicted to working and finding solutions without ex-

pecting too much outside help’� Vazirani, a pioneering entrepreneur, seems to fit this description perfectly� They told their story during their Caux Lecture on 21 July�

Three considerations led Vazirani to set up Transasia, one of India’s leading niche enterprises in manufacturing medi-cal healthcare technology� Firstly, during his work with Moral Re-Armament (MRA), predecessor of Initiatives of Change, he trained businessmen in values of purity and honesty� As a result, he felt challenged to see if he could live what he preached� Secondly, he realised that, for demograph-ic and economic reasons, it was impossi-ble to supply the healthcare needs of India through European-produced machines and that India itself needed to make them� Thirdly, Vazirani decided that ‘by the time I retire, I wanted to look in a mirror, and say, “Well done, I achieved something for my country”�’

The enterprise began with 250 rupees ($4), which was only enough to register the company’s name� A friend offered Vazi-rani a loan. This financed a six-month trip around the world during which he visited over 40 enterprises and learned as much as possible about biomedical techniques� Coming home to India, he became a suc-cessful distributor of Japanese machines�

‘I don’t sell you my product,’ he used to

tell his clients, ‘I sell you myself’—mean-ing his skills and service� ‘If there are any troubles, this is my phone number�’ His approach hasn’t changed� The company, which now employs 1,500 people, exports to 75 countries�

Transasia sets the standard for Indian companies in other areas too� There are no strict recall rules in India, but when one Transasia product seemed not to be working properly, Vazirani felt it was not right� He recalled the product despite the cost� Customers have stayed with Transasia for 20 years, revealing the positive effect of this kind of principle-based decision-making�

The defining attitude of Vazirani’s busi-ness values is revealed in his tax pay-ments� In India, he says, it is easy to pay low taxes. Even the field agent of the tax department tried to advise him to pay less—under the condition that five per cent of the savings would go to the agent� But Vazirani insisted: ‘No, I want to pay my taxes� I should be happy to pay taxes to the state�’

His philosophy is also reflected in the way Transasia treats employees� His com-pany provides healthcare insurance for all family members of the employee, includ-ing parents� They provide interest-free stu-dent loans for employees’ children, to en-

The Transasia story: business success based on principle

by Dorothea Endres

Suresh Vazirani

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courage them to overcome the limitations of the Indian caste-system� All employees participate in an orientation programme, where they are introduced to the values of the company� Compared to other compa-nies, they are considered the most reliable workers, willing to go ‘above and beyond’ to serve customers� In one case, they went into a conflict zone where bullets were flying to explain to doctors how to use Transasia machines�

Vazirani is often asked: your income could be ten times more—are you not tempted to increase your salary? ‘No, earning money was never my goal,’ he answers� According to Mahatma Gandhi, businessmen should not consider them-selves as owners of their properties, but as trustees of the wealth of society� This is

all his efforts into his project�Change is still needed, Vazirani notes:

people becoming honest and the system becoming honest� An American senator had told Vazirani that there is also corrup-tion in America� ‘Last month a consul went to jail for corruption,’ the senator said� ‘Well,’ Vazirani replied, ‘this is exactly the difference: in India those people go court-free� But I have full faith, that one day we will succeed in overcoming corruption� Honest business in India is possible�’

why 95 per cent of Transasia’s profits go back into the business� Vazirani tries to live according to Gandhi’s principle of ‘simple living and high thinking’� He is often ac-cused of working too hard: ‘You have a nice living standard, sit back and relax�’ His reply? ‘My mission is far from being accomplished�’

Vazirani has a mission to provide afford-able healthcare for all Indians� This mission leads his business down many roads� Sev-enty per cent of the population are without health insurance, higher than in Bangla-desh or Sri Lanka� More than 20 per cent of the population earn less than one dollar a day� For them, affording European-pro-duced technology is a fantasy� To meet this need, Transasia first set up a research de-partment, but progress was slow� The next tactic was to buy technologies, which was not easy� So they decided to buy European and American companies close to bank-ruptcy in order to inherit their technology� Their companies in Germany, Italy and the USA have all survived and improved� Transasia can produce technology more cheaply due to lower labour costs, but the main difference comes through product simplification. To improve the healthcare system in India, he still sees a long way to go� ‘This won’t happen in my lifetime,’ he says� Yet this doesn’t deter him from putting

Mala Vazirani

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Sustainable development consultant Jeroen Drijver from the Netherlands

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Dominic von Martens (left) and Stefan Ekwall from Sweden, founders of World Values Day and the Selfleaders work stream

Canadian economist and ecologist Nicole Fosse

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What are my values? What are the changes I want to see? These were the questions that

opened the pre-launch of an international World Values Day, presented during the TIGE conference on 18 July� World Values Day is an annual event aiming to inspire reflection on the core values that lead to behavioural change�

The Selfleaders, a Swedish training organization, comprised of Jan Artem Henricksson, Stefan Ekwall and brothers Dick and Dominic von Martens, presented an hour-long workshop, based on a model presented in Stockholm in 2011� World Values Day was launched on an international scale on 22 September, hosted by the Royal Institute of Technology in Stockholm as well as at other locations around the world�

The World Values Day pre-launch was a three-step exercise including an hour-and-a-half-long values inventory and a full day of discussion� The idea of World Values Day is to pull people together from

different cultures, to help them discover their values, and how to put them into practice at the personal and global levels� ‘We want to make the invisible visible; often times, you need to make a personal change in order to launch your own initiative of change,’ said Juan Carlos Kaiten, of the TIGE organizing team�

Behavioural changeParticipants were asked to choose a minimum of five values with which they identify, and to share their personal stories related to these values with a partner� Both partners listened in silence and shared their own stories� The third step of the workshop is reflection on taking those values forward, attempting to answer the question: how can I live this value for society and the world, in my relationships

and community, and for myself and my well-being?

The Selfleaders believe that examining one’s personal values is a key component to creating behavioural change, which is an integral part of the Initiatives of Change philosophy� Dominic von Martens outlined the three motivating factors of human behaviour: incentives, self-esteem/the avoidance of guilt, and value congruence. According to the Selfleaders, value congruence, acting in line with one’s personal, deeply-held beliefs, is the path for long-term change; the first two factors, on the other hand, are based on external rewards, and typically do not hold the same long-term changing power as internal beliefs�

World Values Day: putting values into practice

by Louisa Meury

Juan Carlos Kaiten from Mexico conducts a workshop

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‘Land is a matter of life and death,’ said Don de Silva, CEO of Change-ways International, UK, speaking

on 19 July� He was introducing IofC’s initiatives on degraded lands and their re-percussions on socio-economic conditions of adjoining areas�

The ‘Restoring Earth’s Degraded Land’ (REDL) programme of IofC (now renamed Restore: Land, Lives, Peace), organized in collaboration with the United Nations Convention to Combat Desertification (UNCCD), ‘exists to inspire, equip and connect people—and their organizations—to achieve sustainable land management on a planetary scale, as a path to peace,’ says the programme’s website�

One of the most notable initiatives of this programme is taking place in Baringo County, Kenya, said de Silva� This pilot project aims at building trust between two

rival tribal communities through the pro-motion of sustainable land management� The programme serves as an ultimate path to peace, since mismanagement of re-sources between the two ethnic communi-ties is a root cause of conflict.

Commenting on the programme, de Silva said that the competition for land is one of the critical issues facing the world today� There are some 18 environmental wars going on, he said, and the numbers of environmental refugees around the world

are increasing at an alarming rate�As programme partner, IofC is working

locally by organizing meetings between the two Kenyan communities� These meet-ings facilitate dialogue and act as a plat-form where these communities can express themselves and are an opportunity for the participants to work together and to reflect on resource-sharing�

Rishab Khanna, co-founder of the Indian Youth Climate Network, gave the Caux audience a deeper insight by showing a couple of documentaries illustrating the REDL initiative. Caux had first recognized in 2006 that climate change, food security, biodiversity loss and poverty were inter-related concerns for human security� By investing in land restoration, one could attempt to address all three challenges and multiply the benefits of such programmes by involving both communities and policy-makers�

‘Why did IofC start to work on degraded land?’ Khanna asked� ‘Even though the 1992 Rio Declaration on Environment and Development laid out specific Conven-tions, 20 years later we have seen little progress on the issue of ratification.

Nations have the capacity to fund the restoration of land� But the reason they do not act is because they do not prioritize this matter� It is about relationships with

Tackling earth’s degraded land: change human behaviour to save lives

by Sophie Durut and Yasin Choudhary

Don de Silva

19

ecology and people,’ he said�Another speaker, Dr Jared Buono of the

Watershed Management Group (WMG) who works for the Grampari rural de-velopment organization at Asia Plateau, Panchgani, India (www�grampari�org), introduced the initiatives WMG has un-dertaken globally� ‘We met some young girls in Burkina Faso� They have to spend all of their time collecting water, so they could not go to school at all,’ he remarked� WMG /Grampari operates on ground proj-ects which involve local populations and empowers them�

Dr Buono illustrated the role people play in restoring land through an example in Afghanistan� He explained how techno-logical solutions, like capturing water and seeds from run-off in rain, were not effec-

tive alone in saving the watershed or in land restoration� They needed to be cou-pled with programmes that involve villag-ers and change unsustainable behaviours, such as stopping the collection of firewood from that land or preventing excessive grazing of animals�

Buono stressed that changing people’s behaviour was one of the largest chal-lenges of the century� ‘Over 50 per cent of all water projects fail,’ he said� ‘This is not surprising because these projects do not put people at the heart of the project� Our attempt in our programmes is exactly the opposite�’

Sowmya Somnath, PE, Water Sanitation and Hygiene Programme Director, WMG/Grampari, is working with health and envi-ronment centres, focussing on water sani-tation and hygiene issues� In India alone, more than 1,000 children die every day from diarrhoea� Almost half of these deaths can be prevented by hand washing with soap� In 2006, the Indian Government lost $53 billion (six per cent of the country’s GDP) to inadequate water and sanitation� She also stressed that health is central for enabling access to the global economy�

‘For every dollar that you put into water sanitation projects, you get an investment of eight dollars in return� That’s pretty big,’ she remarked� She listed some effective

solutions and initiatives to tackle these problems� For instance, simply hand wash-ing with soap reduces diarrheal morbidity by half� Comparing the costs of different interventions, she mentioned that cholera immunizations cost $1,600 to $8,000 per person whilst hygiene promotion with soap costs three dollars per person� ‘So, what’s the problem?’ she wondered� ‘We know the issue, we know the solution� The prob-lem is that hand washing with soap is not a practice. It’s incredibly difficult to change people’s behaviour� Promoting correct behaviour is really key to, and at the heart of, sustainable development�’

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Dr Jared Buono (right) with Rishab Khanna from Delhi

Sowmya Somnath

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People are inherently trustworthy and willing to engage creatively and pro-ductively when given the chance to

grow professionally and personally� These were key findings shared by top executives during a business values work stream, held over three days, 20 to 22 July� The inter-active work stream was on the theme of ‘reshaping business around core values’�

Work stream leader Ana de Montvert, a management consultant from Lausanne and former Profit Centre Manager at AIG, gave an overview of the basic tenants of Adam Smith who advocated social inter-dependence� This was followed by case studies from major global enterprises where trust and respect were the main approaches to unlocking people’s produc-tive capacity and personal engagement� The work stream examined what could be gained by recognizing people’s inherent value and need for personal fulfilment, as well as their interconnectedness�

Among a wide range of presenters was Laurent Ledoux, former Head of the Public Banking Department at BNP Paribas bank in Belgium� He told how, over a period of five years, he transformed a team the company had given up on into one of the bank’s most outperforming departments in terms of both financial and human perfor-mances including staff motivation, attrac-

tion and retention of talents� He had ap-plied a few basic management principles, he said: treating everybody as intrinsically equal, maintaining humility and transpar-ency, upholding fairness and, above all, trusting people’s capacity to develop, excel and thrive with the trust tacit in the act of giving increasing responsibilities� ‘Achiev-ing something doesn’t mean reaching the target that you were allotted from the top but rather it’s about working together to create something,’ he said� ‘It requires a leap of faith�’

Ledoux, who is now a transformational manager, emphasized the need for manag-ers to encourage people in their teams to grow personally� But in doing so, he also laid a challenge to managers� Through what he described as a ‘managers’ libera-tion manual’, he spelt out a ‘get-out-of-the-way’ strategy for senior managers� ‘Achievement is about refusing to solve problems for people that they can solve themselves,’ he said� If one is committed to encouraging growth in those around you, then there comes a point when they are ready to replace you and you have to let go, to ‘get out of the way’, he said� Quot-ing Swiss poet Blaise Cendrars, he said: ‘When you love you have to leave�’

He said that transformation to a demo-cratic and exemplary status took time�

Business values work stream sees trust, respect and faith in people as keys to sustainable productivity

by Yasin Choudhary and Michael Smith

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Ana de Montvert

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Managers were not going to be replaced overnight� But he also emphasized the need to have a clear cognizance and to ‘learn to ride one’s elephant’—the emo-tional part of one’s mind� ‘Listen to your liberating question which gives meaning and direction to everything you do�’

Ledoux observed how difficult adaptive leadership can be and leaders needed to

‘orchestrate the conflict’ in order to make change possible�

An effective leader, he said, unbundles

the issues and then gives the work back to the team whilst ripening issues himself� He quoted an ancient Chinese proverb: ‘The best leader is the one whose existence the group barely knows�’

His presentation led to a lively debate about the difference between egotisti-cal and fear-ridden micro-managing and hands-off leadership styles�

At the same session, Professor Heribert Schmitz, former Vice-President and Chairman of the Management Board of Hewlett-Packard Corporation in Germany, asked the participants what attitudes and capabilities they would like to see amongst their employees� The responses included flexibility, willingness to share, competence, good communications skills, ethics, ambition and preparedness� But he also emphasized two that were overlooked: passion and creativity, as being fundamental to productivity, sustainable growth and, ultimately, the only possible comparative advantage in a globalized economy characterized by increasing commoditization to drive prices down�

Professor Schmitz said that management rather than the workforce were respon-sible for unsatisfactory company perfor-mances� In all industries, 80 per cent of the workforce is highly motivated� ‘Why do Professor Heribert Schmitz addresses participants on ‘Shaping business around core values’

‘The best leader is the one whose existence the group barely knows’

22

managers behave so contra-productively?’ he asked� He gave several answers, from mistrust and negative self-image to lack-ing the necessary skills to motivate others and yielding under pressure to perform to quarterly results� There were also those who were afraid to let go or lose control, or were afraid that they might not be useful any more� Perhaps more fundamentally, management styles and effectiveness for motivating productivity reflect the choice between seeing people as dignified human beings worthy of trust and respect, and ca-pable of unbounded creativity, or as inher-ently immature, lazy and untrustworthy�

Schmitz believed that people even without organizational influence have an intrinsically high level of motivation� He stressed that the key cornerstones of suc-cess are lively values systems and a strong ‘want’ culture, including wanting good outcomes and to be personally engaged in

a worthwhile activity� Highlighting the dif-ference between the classic organization and the ‘servant’ organization, he com-pared the impact of different management styles on levels of motivation, creativity and innovation amongst employees� The ’servant’ organization brings the focus back to real customer service and to those parts of the company that directly provide it� Companies should reimagine their organi-

zational charts according to this priority�Truth and respect form the basis for

good corporate culture, he said� There was a need to create an atmosphere of open-ness and honesty, through the exchange of trust and faith and giving staff increasing responsibilities�

Another aspect of truth and respect was addressed by Mark Vandeneijinde, Direc-tor of Heart in Business based in Geneva� He quoted Steve Jobs as saying that he had been inspired by his ‘inner voice’, or what Vandeneijinde called ‘intuitive intelligence’, which he said was an es-sential tool of good business practice� This also required space for silent reflection and recognizing the need to develop the capacity to actively listen to our true inner voice� Patrick Colquhoun, founder of the aid charity Medical Support in Romania, commented, ‘We need to have change within ourselves in order to start change around us�’

Chinese investment in Africa The Angolan writer Dr Francisco Ngongo spoke about business development chal-lenges in Angola in the face of significant natural resources as well as foreign in-vestment, principally from China� While foreign investment has been beneficial in terms of infrastructure development, there

Management rather than the workforce were responsible for unsatisfactory company performances

Business values work stream participants

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has been little, if any, skill transfer, know-how training or local employment op-portunities� Dr Francisco also explained how corruption in the private and public sectors can influence the development of a developing country with rich natural resources� His presentation highlighted again the importance of developing the skills of the most important resource: people�

tied these notions into modern day impli-cations of Corporate Social Responsibility and new legal business forms, such as B-Corporations that are, by mandate, held to a triple bottom line�

Adam Smith (1723–1790), economist and philosoper, considered the father of the modern liberal economy

Adam Smith's moral capitalism

Ana de Montvert, a management consultant from Lausanne and former Profit Centre Manager at

AIG, overviewed aspects of the moral philosophy underpinning Adam Smith's economic theory� With the premise that Smith's Theory of Moral Sentiments and The Wealth of Nations are part and parcel of the same theory and vision, the group was led to reconsider the meaning and scope of self-interest� The idea that if each person follows their own self-interest the best results for society will be realized is classically interpreted to mean each person should act selfishly with no con-sideration for their community� However, in Smith's moral philosophy, there is the sharply contrasting view that each person is driven by a desire for social approval� Self-interest is morally conditioned through sympathy, prudence and justice� Together with the interdependent social interaction inherent in being part of a community, this establishes a long-term and social per-spective for people's choices and actions� Economic activity is inseparable from community, and self-interest comprises wanting to do right by others� De Montvert

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Dr Francisco Ngongo

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Above left: Interpreters planning a plenary session with corporate lawyer Jean-Pierre Mean

Participants in the workstream

Bottom left: Dr Glenda Eoyang, founding executive director of the Human Systems Dynamics Institute, USA.

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Tackling food wastage was a key theme of a ‘food and sustainability’ work stream, one of six work stream

groups run from 20 to 23 July during the Caux TIGE conference� ‘There’s nothing more personal than eating,’ said Cristina Bignardi, an organic farmer from Bologna, Italy, who was the work stream leader� The food and sustainability work stream, now in its fourth year, emphasized that a paradigm shift concerning eating habits is slowly developing but is far from com-plete�

‘2014 will be the international year against food wastage,’ Bignardi said� ‘There is a huge need to confront the prob-lem with an interdisciplinary and multicul-tural approach�’

Food is crucial to economic develop-ment� Europe, the USA and Canada waste a third of global food production, or 1�3 billion tonnes per year, Bignardi said� With these countries representing one seventh of the world’s population, ‘how many people could we feed with all this waste?’ she asked� She emphasized the extremes in the world with some people suffering famine and others having food abundance� However, she did not mention that famine is often due to a lack of food distribu-tion and availability, rather than a lack of production� As the economist Amartya

Sen has stressed, famine does not occur in a country where there is a free press and democracy�

Bignardi insisted on the responsibility that we all have in tackling wastage� When people throw away an outdated steak, they waste the energy used to feed cows� Farm-ers use fertilizers and forests have been cut down to breed cattle� ‘People must be conscious of the extent of wastage they produce,’ she continued� ‘When we waste food, we are wasting petrol and plastic as well�’

She also raised a social dilemma posed by responsible behaviour towards food wastage� ‘If we want to reduce wastage by 20 per cent,’ she said, ‘there is an impact on people working to make this food avail-able: farmers, supermarkets, employees, people working in fast food chains� Twenty per cent of them could lose their jobs�’

To resolve this predicament, she sug-gested bringing together politicians, economists, and anyone who could find an alternative� Such a network was possible through the work stream, as people from different backgrounds gathered to ponder ideas about this social issue� The work stream promoted actions to increase indi-vidual awareness and to bring new alterna-tives to current consumption� Work stream participants agreed that food wastage was

‘Taste the waste’: food and sustainability work stream tackles food wastage

by Sophie Durut

Cristina Bignardi

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an individual responsibility as well as a collective one�

The tone then turned to academic con-cepts, including those of George Ritzer, author of The globalization of nothing. Globalization, it was claimed, was first conceptualized as a notion based on Karl Marx’s study of the capitalist system� Bignardi defined globalization as ‘the dif-fusion on a world level of practices, the expanding of relations across continents� This globalization has striking consequenc-es, such as a growth in marginalization because of the effects of globalization on influence and profit.’

She linked capitalism with globaliza-tion: ‘Capitalism has contributed to glo-balization� Why? Because capitalist busi-nesses have continued to expand in order to achieve their global ambitions�’ She illustrated this with the notion of ‘McDon-aldization’, whereby efficiency and calcu-lable factors have become global�

Bignardi’s talk provoked reactions from some of the audience� One participant remarked: ‘I liked her explanation about non-places such as McDonalds where there is a total loss of identity in food pro-duction� However, she turned a blind eye to the fact that some people simply do not have enough money to pay for a quality meal or fair trade food�’ Bignardi, how-

ever, emphasized that not all industrially processed food is bad� She also stressed the importance of Farmers’ Markets and the Slow Food movement in Italy, both of which guarantee fair incomes for farmers and good quality food at good prices for consumers�

Six Swiss farmers, members of an inter-national Farmers’ Dialogue, emphasized that direct purchase from farmers, even at an extra cost, encourages the public to understand how much work goes into food processing, and would make them pay more attention to their daily food con-sumption�

The work stream invited the participants to help find solutions, by answering two questions: ‘In what way can I change my attitude towards food wastage?’ and ‘What answers can we give to change the pro-ductive logic that leads to food wastage?’ At the individual level, answers included: Don’t go shopping when you’re hungry; put only food that you need including bal-anced food in your shopping trolley; adapt your lifestyle with the food you buy� At a collective level, some suggested holding village campaigns against food wastage� Consumer choices could change the pack-aging of goods and the law on packaging� Consumers could also influence wasteful production patterns through their buying

habits, and a group proposed that consum-ers be trained to defend themselves against sales techniques� The ubiquity of advertis-ing was seen an important factor in push-ing people into more food consumption, thus more food wastage�

Eugene Sensenig-Dabbous, from Notre Dame University, Lebanon, promoted an ‘interactive learning kitchen’ through-out the Caux conference� This promoted organic and fair trade products, local produce and cultural heritage, recycling, and daily recipes on each table to go with the conference menu� He encouraged the Caux conferences to use fair trade prod-ucts, including tea and coffee� It would be contradictory for Caux not to do so, he said�

Professor Bob Doherty, head of the Department of Business at Liverpool Hope University, who had been the first mar-keting director of the fair trade company Divine Chocolate, addressed the food and sustainability work stream following his plenary talk to the whole conference� (See: http://www�iofc�org/social-entrepreneurship-om-creations-and-divine-chocolate�)

In conclusion, participants agreed that they themselves all had good food saving habits but that it was important to influ-ence wasteful production through their buying patterns�

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from Mexico plays the flute during the opening ceremony

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‘Organized crime is now a glo-balized reality. The Mafia has very much benefitted from this

globalization,’ says Fr Tonio Dell’Olio, the Italian priest who founded the Libera Terra Association in 1995 in order to seize back land illegally held by the Mafia. The financial crisis has favoured the Mafia, he says� Globalization means that the public’s stereotypical image of the Mafia no lon-ger matches the Mafia that now operates around the world�

Fr Dell’Olio addressed the ‘food and sustainability’ work stream on 20 July� ‘Illegal smuggling, or narco-traffic, of drugs and illegal substances has gener-ated so much profit that the Mafia has been able to reaffirm itself as an economic agent,’ he said. ‘The role of the Mafia is badly perceived: its business is less based around fake goods, toxic waste or drugs, but is mainly orientated around money

asked other organizations to come together and work with us against the Mafia. We also wanted to train journalists not to limit themselves to reporting the facts but rather to investigate them�’

Since the law was passed 13 years ago, 4,500 properties—apartments, villas and land—have been confiscated from the Mafia and converted to community use, in Sicily, Calabria, Campania, Puglia and Lazio� The land is used to produce cook-ing oil, wine, pasta, taralli, vegetables, preserves and other organic foods� All the products are marked with the Libera Terra quality and civic responsibility assurance� Some of the land is run by cooperatives and Libera Terra wants this to make a fruit-ful contribution to society� ‘In Italy, 6,000 young people now work in these fields,’ Dell’Olio said� Libera Terra makes sure that the land is registered properly and that organic farming methods are used�

‘Particularly in the south where the Ma-fia originated, when we ask someone how rich he is, we don’t ask about the amount of money that he has but about the amount of land he owns� If people lose their land, they lose face; they lose their power� We wanted to give back this land, which the Mafia had gained illegally, to civil society.’

Libera Terra not only changed the law; it also implemented food cooperatives on

Italian priest tells how land seized back from the Mafia is being put to social use

by Sophie Durut

laundering� It operates in the blurred lines between what is considered legal and il-legal. The word Mafia was created in Italy but now there are foreign groups of Mafia on our soil, such as Chinese, Bulgarian, Japanese and Russian Mafia. There are no conflicts between these different groups. They share out territories so their main in-terests are in the region where they work� The Mafia is not just a criminal organiza-tion but a whole system� They produce their own mentality; they find that there is a fertile ground around them�’

Referring to the Argentine footballer Maradona’s ‘Hand of God’, Dell’Olio said: ‘Maradona breached the rules, and this was made possible thanks to the complic-ity of the referee. The Mafia breaks the rules as well� They do this because there is no efficient repressive system against them. The Hand of God becomes normal�’

Now Libera Terra is fighting back. ‘One of the main aims of the Mafia is to control land and territory,’ Dell’Olio explained� ‘So we proposed a law approved by the Italian Parliament� We demanded that the Mafia’s goods be sanctioned and that these properties—companies, buildings and land—should be used for social good� Our association was created in March 1995� We went to schools and taught children that the Mafia could be controlled. We

29

the confiscated land. As a work stream par-ticipant noted: ‘Not only did you track the Mafia but you also did it for a social pur-pose and to foster a sustainable economy�’

Dell’Olio also specified Libera Terra’s new activities towards responsible tour-ism� For instance, the organization recently confiscated land from Giovanni Brusca (a Mafia boss) to host tourists. The local mayor was part of this programme to show his determination in the struggle against ‘pork-barrel’ spending�

Libera Terra now wants to invest in other countries affected by crime, such as in Latin America� The recycling of illegal land is made sustainable as the next generations are encouraged to follow these initiatives� During the interrogation of a member of Cosa Nostra (the Mafia in Sicily), a judge insisted that an educational programme for children be implemented to spare them from the Mafia.

Asked why he was doing all this and how he has never succumbed to the Mafia, Dell’Olio said he firmly believed in the im-portance of non-violence to make society sustainable and always working in a group, never alone� He assessed his organization’s success by insisting that the Mafia tried to strike back against the confiscations but were not able to stop them� Libera Terra is careful about the security of its members

and volunteers, but the movement is also conscious that the Mafia does not want to kill people engaged in social activity, be-cause they fear attracting the attention and hate of the population against them�

The Mafia breaks rules but multinational corporations do not even need to break rules, the Italian priest continued� As long as big companies create capital, they can lay down their own rules� Everything in the system favours big companies breaching the rules� He suggested that multinationals be controlled the same way as illegal lands are now controlled by the law� Dell’Olio gave the example of certain pineapple land owners in Honduras, who launch pesti-

cides directly onto fields where farm work-ers are exposed to the illicit substances� There is no law to control such abuses�

Dell’Olio stressed that what is most challenging for their organization is to first recognize the Mafia, as it is really hard for people to accept that the Mafia exists and operates in their country� A German participant commented: ‘This should be taught to the public� We need to publish your intervention in national newspapers� There are so many people who don’t know that the Mafia is in their country.’ In Ger-many, even today, a pizza chain launders money and few are aware of this� http://www�liberaterra�it

Sicily vineyard

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‘Who is leading in Caux?’ asked Louie Gardiner, management consultant from Scotland, at

the concluding plenary session on 23 July� ‘We all are� We all are leading the spirit of Caux,’ she answered� She presented conference results alongside Dr Glenda Eoyang, founding executive director of the Human Systems Dynamics Institute, from the USA� They encouraged the conference participants to share what the conference had meant to them and what they were taking from it�

The pair identified a set of ‘seed behaviours’—shared characteristics amongst the audience which emerged as a result of the various conference interactions� For instance, one of the core values that many realized, individually and collectively, was to ‘give and receive, serve and be served’, they said�

After a short exercise of personal

Weaving threads of change: a meeting of minds and hearts

reflection, participants were invited to share comments on how the conference had impacted them personally� One participant said: ’I have been enlightened and encouraged by the spirit of Caux� I realised that I can make a change and that it has to start with me�’ Another said: ‘One thing I have learned through this week is that the uncommon ground between all of us is the mind and the common ground is the heart�’

These semantics were further explored through group discussions during which a common statement stood out: ‘Caux is a place to let go your identity�’ Explaining this, Gardiner said that constructive discussions are hatched in places where the ego is put aside to make place for equality� ‘By letting go of their identities during their interactions, where professional positions did not matter anymore, participants have managed to consider each person as an actor of change� For some, the Caux conference has been an opportunity to work on certain values such as forgiveness or solidarity� By focussing on the spirit of Caux, each participant could find what seed behaviour he or she could relate to the most,’ she remarked� Other ‘seed behaviours’ which the duo identified included: taking responsibility; taking

time for quiet reflection; drawing on resources; sharing and learning from every interaction; and turning judgement into curiosity, considered by the participants as the hardest challenge to overcome� This was followed by a presentation about the Caux Hub, a meeting place where participants could share decisions for further actions, and a brief summary of the results achieved in the conference’s six work streams�

Glenda Eoyang said that the Caux conferences are a chance to go beyond a ‘global mind’, where everyone connects their ideas, in order to reach a ‘global heart’� One important point raised by the audience was how to feed into and expand the Caux network� As Mike Smith, head of business programmes at IofC, UK, put it: ‘We have to favour a continuation of TIGE and the values it stands for� We need to keep connecting the dots and bring people together� Let us connect the saints and correct the sinners, bearing in mind that there is an element of both in each of us�’

Encouraging the participants to take this newfound network to a new level, the two speakers invited them to share ideas of projects that they are currently engaged in or are planning to start; and what they could offer to, and what they needed from, other participants� Numerous projects and

by Yasin Choudhary and Sophie Durut

31

ideas were presented and a host of new collaborations were founded�

For instance, Jeremy Liyanage from Melbourne described his efforts to reconcile warring communities in the town of Mannar in northern Sri Lanka through his organization Diaspora Lanka� He said: ‘We are currently working upon the peaceful repatriation of Muslim refugees to Mannar who were displaced as a result of communal strife during the last decade and who are now returning with deep anger and resentment� We are desperately trying to change the relationship between the Muslims and Tamils here and establish long-lasting trust� It is a very challenging project and requires work on a lot of different aspects� What I can give is a network and knowledge, and youth mentoring for young people, and what I need is financial resources for training programmes, planning and management support�’

In the end, everyone concurred that the challenge ahead will be to conceive how Caux-inspired projects can hand over to the next generations� TIGE 2012 ended with many participants finding a new resolve in their hearts�

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Announcing Caux TIGE 2013 conference

‘Let’s today step out of the normal boundaries of analysis of our economic crisis and ask a radical question: What if the crisis of 2008 represents something much more fundamental than a deep recession? What if it’s telling us that the whole growth model we created over the last 50 years is simply unsustainable economically and ecologically and that 2008 was when we hit the wall – when Mother Nature and the market both said: “No more”.’ –Thomas Friedman, 7 March 2009

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Thomas Friedman’s challenging state-ment still sits with us even more starkly than in 2008� At TIGE 2013,

the broad focus will be on bringing trust and integrity into the global economy and work for environmental sustainability� TIGE inspires transformation in people’s motives and behaviours. It provides a reflective space for honest conversations about our globalized economy, in order to facilitate change� The focus will be on the core values needed to underpin human dignity and a sustainable world, including practi-cal solutions for action at both corporate and grassroots levels. Specific themes will be on:

a) Business, banking and finance b) Food and sustainability c) Leadership and civil society d) Initiatives for a new economy

The Financial Times ran a recent series on ‘Capitalism in Crisis’� What values are still needed now to help get capitalism out of crisis? These are the issues we want to explore at TIGE 2013�

The dates are: 13 to 19 July 2013�

Among those who have given keynote public Caux Lectures to previous conferences on Trust and Integrity in the Global Economy are:

Göran Carstedt, Chairman of The Natural Step International and former board member of IKEA and Volvo, Sweden, who spoke on 'Creating a sustainable future: the leadership challenge of our time', August 2011.

Paul Moore, former Head of Group Regulatory Risk at Halifax Bank of Scot-land (HBOS), who called for reforms in financial services backed by an ‘Arab Spring’ of public opinion, August 2011.

Amira Elmissiry, Assistant to the Secretary General of the African Development Bank Group, from Tunisia/Zimbabwe, who spoke on ‘Solving Complex Prob-lems – An African Perspective’, August 2010.

R Gopalakrishnan, Executive Director of Tata Sons and a member of the execu-tive board of the Tata Group, India, who spoke on ‘Beyond consumer capital-ism--towards sustainability and free trade’, August 2010.

Maria Voce, President of the Focolare Movement, who spoke on ‘Economy of Communion: an instrument at the service of humanity’, August 2010.

Rajeev Dubey, member of the Group Management Board of the Mahindra & Mahindra automotive and tractor company, India, who spoke on 'Transforming capitalism with trust and integrity – what corporates and companies can do’, July 2009.

Mohamed Sahnoun, then President of Initiatives of Change-International, and former United Nations/Organization of African Unity (OAU) Special Repre-sentative for the Great Lakes region of Africa, who spoke on'Tackling the root causes of human insecurity', July 2007.

Dr J J Irani, Director on the board of Tata Sons, India, and former Managing Director of Tata Steel, who spoke on ‘The importance of trust and integrity in corporate leadership in an emerging market’, August 2006.

Keynote speakers in previous years

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www.cauxbusiness.org

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Conference participants help cook and serve in

the Caux ethos of service

Published by Initiatives of Change UK, 2012www�cauxbusiness�orgwww�caux�chwww�iofc�org

Edited by Michael SmithDesigned by Amira Mitchell-Karam

Caux Initiatives for Business (CIB) aims to engage business-people and decision-influencers in honest

conversations with other stakeholders in the global economy� Participants are motivated by a shared commitment to building trust and integrity in the global economy� They aim to address problems of immediate or long-term concern, including environmental imbalance, social exclusion, food security, job creation and poverty reduction� CIB is one of the programmes of Initiatives of Change, which aims to build relationships of trust across the world’s divides� CIB carries forward its aims through annual conferences at Caux, Switzerland, and at Asia Plateau, Panchgani, India�

About Caux Initiatives for Business

Conference organizing team:Mohan Bhagwandas, DirectorDaya BhagwandasRanjit BhagwandasCristina Bignardi Stephen EkwallGlenda EoyangSoshana FaireLouie GardinerJan HenrikssonJuan Carlos KaitenRishab KhannaMytra Kobel-VoegeliArtjoms KonohovsDick von MartensDominic von MartensAna de MontvertZhanna PetrukovichDarja PicigaAlexander SchiefferEugene Sensenig-DabbousMichael SmithDon de SilvaTatiana SokolovaMasaaki TanakaDocumenting team:Yasin ChoudharySophie DurutDorothea EndresOscar GonzalesSaalik HaleemJeremy LiyanageLuisa Meury

Report of the fifth annual conference on Trust and Integrity in the Global Economy (TIGE) held at

the international conference centre of Initiatives of Change in Caux, Switzerland, from 15 to 24 July 2012�