Ethical performance

Making a Date For Behaviour Change


Every year the National Health Service loses a staggering £950m because of missed appointments, or DNAs (did not attends) – no-shows who fail to cancel their appointments. Twelve million GP appointments are missed at a cost of £162m and 7.1m hospital appointments at a cost of £788m.

Spending Valuable Time on Financial Education


Research by the Money Advice Service maintains that adult habits around money can be formed as early as the age of seven. And in this fast evolving technical age, where the whole, traditional transaction of purchase is often unseen (just look at iTunes and Uber), Visa Europe believes that teaching young people money management is more essential than ever.

For the international payments giant, the focus is very much on digital money skills.

Best Practice - Autumn 2015 Issue

A collection of exemplary CR and sustainability case studies

The Autumn 2015 issue of Best Practice features a collection of CSR and sustainability case studies from groups across the globe. Read more about these innovative initiatives. 

Ethical Performance Launches CSR Services Directory to Aid Corporations Tackling New U.N. SDGs

Press Release

NEW YORK, November 19, 2015 /3BL Media/ - With the U.N.’s Sustainable Development Goals now formally adopted, Ethical Performance is updating and expanding its international CSR Services Directory to showcase the work and services of social impact organizations worldwide.

Nonprofits, NGOs and service providers seeking to connect with corporations executing on the SDGs are invited to submit listings by Dec. 11.  The updated directory will go live in January.

City Developments Limited: A New Lease of Life for Sustainability


Singapore-based property and hotel conglomerate, City Developments Ltd (CDL), has been leading the way in environmentally-responsible real estate since the mid-1990s when it adopted its ‘Conserve as we Construct’ ethos.

Jones Lang LaSalle: Cracking the Secret to an Effective Code of Conduct


Chicago-based Jones Lang LaSalle, the leading financial and professional services firm specialising in real estate, operates in 80 countries across the Americas, Europe, the Middle East , Africa and Asia Pacific managing some three billion square feet, $56bn of assets and nearly 60,000 employees.

The company has won a clutch of sustainability, energy efficiency and corporate responsibility awards including being named one of America’s 100 Most Trustworthy Companies by Fortune Magazine, one of the 100 Best Corporate Ci

ISO 9001:2015 & ISO 14004:2015 Update: Final Versions Issued


SGS, the world’s leading inspection, verification, testing and certification company, is recognized as the global benchmark for quality and integrity. With more than 80,000 employees, SGS operates a network of over 1,650 offices and laboratories around the world.

HP: Upgrading Citizenship to a Whole New Level


In order to build a truly sustainable organisation, global companies these days acknowledge that the umbrella of their stakeholders extends further than ever before.

Chris Librie, senior director, strategy & communications, HP Living Progress, says that global citizenship has been part of HP’s DNA from the outset. “It was part of our foundational values,” he says. “However, it wasn’t totally embedded in the corporate strategy. In true Silicon Valley fashion, we were very decentralized.

Barilla's onto a Good Thing with Sustainability Strategy


Right from the start, the Italian food company Barilla has combined the achievement of economic goals with social commitments to the areas in which it operates. Knowledge of social and economic contexts together with integrity, transparency and innovation, enabled the founders to identify their own entrepreneurial style, and hand it down from generation to generation.

In Barilla the words “sustainability” calls for a unique and distinctive way of doing business: “Good for you, Good for the Planet”.

Old Mutual: Taking a Responsible Approach to Change


The origins of financial services were good. Banks, insurance companies and investment houses used the power of the collective to pool and manage money, offering the customer a better deal than had they been acting alone.

The sector, back then, was on our side. Then along came what Bank of England Governor Mark Carney recently referred to as “ethical drifting”. The original banking ethos was replaced by a commitment to shareholders exclusively – and ensuring executive enrichment along the way


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