Set Up Guide for Community Complementary Currency

Recent months have shown that hundreds of billions from emergency state-funded plans have been swallowed up in the bottomless pit of an obsolete and immoral financial system.  Nor have they helped the real economy or succeeded in avoiding recession.  Despite these billions, banks remain unwilling to lend, and businesses are facing serious funding crises.  It is true that some large conglomerates are also benefiting from public funding, but who is bothering about small and medium-sized businesses ?  Thousands of them are at risk of failure, depriving the country of their production and making their workforce redundant.

While not wishing to be the bearer of bad tidings, we fear that the crisis may lead to a complete breakdown in the system and that we may face a completely chaotic situation.  But even if we can avoid such an outcome, let us not forget the ecological crisis hiding behind the economic one, the impact of which will be even more dramatic. 

The tool which we advocate adopting IMMEDIATELY, aims to avoid such chaos, by helping businesses and private citizens to get through the economic crisis with minimal damage, at the same time starting a process to respond appropriately to ecological demands.

Let's start with what we have :  « barter » or swop ….
 Many businesses over the globe are members of networks using a barter system or exchange of goods.  Such a system is promoted by service companies (eg like those selling luncheon vouchers).  The aim is to have within the network the biggest possible range of businesses and activities to allow exchange of goods and services produced, with the help of a means of payment expressed as unit of account unique to the network.  So, instead of just using euros, they use a unit of account which we shall call a UNA ( a Unit of Network Account).  If you are already familiar with this, let's take the example of the WIR in Switzerland or the RES in Belgium …   Participating members of such schemes see two main advantages :

1) A business does not have to deplete its national currency resources on purchases among members, as it can settle using UNA's.   So the national currency resources are unaffected.

2) It benefits from the network supporting its activity.  If a member business invites a client to dinner, for example, it is likely to choose a restaurant within the group where it can pay in UNA's.

Why is such a system called « barter » since a means of payment comparable to bank money is being used ?

In traditional barter there is an exchange of real wealth (goods or services) for another form of real wealth.  Given the variety of goods and services on offer today, barter doesn't work as it's nigh impossible to find someone offering what you want in the quantity and at the time you want it.  Hence the use of a symbolic unit to account for goods and services: the UNA.  In fact, this is the essence of money, which should never have become anything other than a unit of measure for exchanges and a means of facilitating them among individuals.
Such networks, however, categorically refuse to consider UNA's as money because they don't have all the features. They are a unit of account and exchange, but not a store of value: when a member buys goods or services using UNA's, he is making a commitment towards members of the network to create and hold at their disposal the equivalent value of goods or services within his area of competence.   The aim is not to accumulate UNA's, but to facilitate exchanges necessary to the well being of network members.  Therefore accounts are rarely in credit or in debit for long.   A limit each way is generally fixed for each member according to his profile.  No interest is paid on deposits.  On the contrary, certain networks even apply a negative rate of interest  (Gesellian principle of taxing money not circulating) in order to encourage exchanges and discourage hoarding.  It is also possible  to borrow UNA's and, in this case, networks will charge little or no interest.  When there is a charge, it is only to cover management costs of the network.

Such systems are completely official and legal.  The turnover in UNA's is accounted for in a similar way to payments in foreign exchange.  The tax rules of the country then function in the normal way.  A company can only derive a small part of its turnover from UNA's, otherwise it would not be able to pay taxes, salaries, social contributions, and overheads.

So the above is a summary of the barter principle, which has largely proven its worth in practice (untested in France, unfortunately).  It is subject to two limitations :
–             exchanges are made only between participating members,
–             with the sole aim of encouraging trade, devoid of ethical considerations.

… and make it better :
The idea, in response to the huge economic and ecological challenges facing us, is to take the existing well-known barter principle and open it up to:
–             individuals (employees of affiliated companies, and anyone who wants to try it) and local communities;
–             taking ethical considerations into account, so as to give priority to service to humanity and to the environment.
It should be stressed that this is not a new idea in itself, since many communities over the world today are experimenting with complementary currencies for businesses and individuals, with the aim of building and « humanising » the local economy.  Examples are the « Chiemgauer » in Germany, the « Ithaca Hour » in the US, the « Calgary Dollar » in Canada, or the SOL in France, and are specifically designed for a supportive local economy. Hundreds are now flourishing over the globe.
But perhaps you are wondering how a complementary currency can help to resolve the crises with which we are presently confronted ?
What's the point of complementary currency ?
In the past, there was a problem of production.  Labour resources, even putting children to work, were unable to produce in sufficient quantity.  Nowadays, however, not only are production levels unable to offer everyone a job, but are such that natural resources are being exhausted, as well as endangering the equilibrium of the ecosystem.  So the question is to find a new means of production, since empty pockets in front of full shops will satisfy neither the shopkeeper nor the citizen, and to adapt production to what the ecosystem can sustain.  The present economic crisis will further empty citizens' pockets, and deprive numerous businesses of the funding which is essential for day to day operations. No help can be expected from the current monetary system, which provides less and less funding; one appropriate response is the use of complementary currencies.   Just imagine that we found ourselves in the same situation as the Argentinians in 2001, with all bank accounts frozen...  Therefore it seems essential to us for the whole population to act together in their own locality, and organise in advance of a potentially chaotic situation (if no action is taken),  so as to open the way to an economic system respectful of the human being and the ecosystem.


A) Immediate priority – tackle the economic crisis

1) Intentions and the snowball effect
Begin with one or more persons, one or more businesses. Whatever your situation, you can invite contacts or friends with a shop, business, farm, etc. to start a network.  Each committed member in their turn invites clients and suppliers to join.   Ask for a meeting with the local council to get their support and involvement, go and see your chamber of commerce, trade association …. as soon as things start happening, organise public meetings to present the ideas to local people and solicit their support.

2)  Formalise the network :
- By establishing an association.  Make sure its objectives are non profit-making and in the public interest, so that tax deductible donations can be received in exchange for a receipt from the association.  Note that the mission can be social, ecological, educational ... or wider, the currency being only a tool.

- By producing a charter laying out the aims and intentions of the network.  Individuals or businesses subscribing to this association become members.   (Annex 1 gives an example, but you can set up your own.)  Membership cards with photo and reference number will simplify identification and administration.

- By giving the UNA a distinctive name associated with the network, as in systems of Local Exchange Trading or LETS  ( only members can exchange in UNA's).

- By defining its value.  We suggest 1 UNA = 1 euro, to keep things simple.   Bear in mind at this stage that it is not a case of setting up a new system, but compensating for its deficiencies.
Business administration is based on the euro. Accounting, catalogues, prices, and so on are expressed in euros. If you opt for another unit of account, you will create problems which could put off and exclude from the network businesses which would otherwise have joined. The same goes for individuals. Remember how difficult was the change from the franc to the euro, and avoid starting a new currency. So everything can be based in euros, it's only at the point of settlement that either euros or UNA's will be used.

- By locating or setting up an administration unit for accounts in UNA's : it could be a local bank which is willing to help, a solicitor, a service company, or the network itself.

3) Extend the network
Businesses are supplied nowadays from all over the world.  Global exchanges contradict sound and respectful management of natural resources and wage competition through low salaries damages social cohesion.  If we cannot see that, nature will compel us to move back to locally based economies.  At present, however, returning to a locally based economy is probably neither desirable nor possible.  Rather, we should be careful to support them and extend them, at least across the euro zone. Many businesses have European suppliers.  This is a good time to encourage them to join a network and to promote it in their local community, with their customers and suppliers, local and European. The point is not to create a social club, but a vast network of diversified production to  facilitate exchanges as much as possible, while keeping the focus on production for prime needs, respectful of man and his environment.
4) How will it work ?   General principle
Let's take a common example: A has a need which B can fulfill.  If A can pay B, whether directly or via financing, fine. But if A has inadequate finances, the transaction cannot take place; so A has to do without, and B has unsold goods or services.     How would this work in a network of which both are members ?  They can conduct the transaction using UNA's, even if A happens to have none on his account.  Willingness to transact and agreeing a price are all that is needed; this will then be debited to A and credited to B.  Under this scenario, the transaction creates the UNA's, which are    equivalent to money.   The real wealth is in the goods or services and the relationship between the parties.    The money is created from equality between buyer and seller, there is no incentive to hoard, while cooperation is encouraged.   Wealth is shared whether accounts are in debit or credit; they do not measure the extent of personal fortune, but rather the flow and dynamics of exchange.  The UNA just makes trading easy while avoiding restrictions which occur with swops – it has no trading or speculative value in itself.

5) How will it work before computerisation ?
a) If managed by a national banking system :    each account starts with a zero balance and trading will differ depending on whether it is between businesses or between businesses and private citizens.

Between businesses : buyer settles with seller with an exchange cheque, debited and credited respectively by the management entity or 'bank' (see example of cheque in annex 2).  Note that     payment in UNA's between member businesses does not result from an obligation, but an agreement for a fixed quantity or for a fixed period, or a one off.

Between businesses and private citizens : former are a hub centre with frequent exchanges. As such, they risk finding themselves with more UNA's than they can pass on.  While money has no value in itself, and we accept it because we know that everyone else does, it is not the case in this situation, since only network member use UNA's.  So a business member can only accept UNA's to the extent that he can use them up himself.   Each business must draw up its own forecast.    However, to avoid such risks and to encourage exchanges at local level, we suggest using the following method :

- non business members should settle purchases with « UNA vouchers » (equivalent to banknotes) which they obtain using euros from the management entity or its local office, at a fixed rate of 90 euros for 100 UNA's.
 We recommend that those with good finances buy at parity, so that a network can improve the spending power of those in greatest need, by allowing rates like 75 or 80 euros for 100 UNA's.

- Each business is free to set its own commercial policy and to decide how much to make available in exchange for vouchers expressed in UNA's: what range of products or services ? Payable wholly or partly in UNA's ?

- Vouchers are made out to bearer, they can circulate within a network as needed for exchanges.  We suggest issuing them in denominations of 1, 2, 5, 10 and 20 UNA's.  If the purchase price is not a whole number, the next higher UNA price can be paid, with change in Euro cents.

-  Amounts collected in euros constitute a reserve fund for businesses. If the business finds itself with more vouchers than it can exchange, it can convert them to euros at a fixed rate of 100 UNA's to 85 euros, for example.  This facility is reserved for businesses only, and is not available to private citizens.  Even before exchanging, a business can try to expand its network, by inviting some of its suppliers to join, which will then extend its own options.   It can also use them to pay bonuses or partial remuneration to staff who explicitly agree to accept them.  It should be noted that the conversion of UNA's into euros is only valid for vouchers, and not for UNA's arising from accounting since the latter were « created » and not swapped for euros at the start.  (Unless it is decided that businesses can make purchases on the same basis as individuals.)

- Euros collected at the management entity or its representatives are deposited in an ethical manner (for example, credit cooperatives) in interest bearing accounts, with immediate access.  The initial discount (100 UNA's for 90 euros) represents a UNA issue without euro backing.  This justifies exchanging a business's vouchers at 85 euros for 100 UNA's, the additional 5 percentage points being allocated to administration expenses.
The initial discount has two purposes:
a) to encourage members to use UNA's rather than euros, because of the former's greater purchasing power.
b) to help those persons in difficult or dire financial circumstances, by leaving the discount with the association, which can then be passed on to those most in need.

Two suggestions :
- Monitor the level of use of UNA's.  After a period, if it is observed that the rate of reconversion from UNA's to euros is not using up the reserve fund, the discount can be progressively increased.  Make sure everyone buys into this, ensuring that the reserve fund is always adequate, as businesses must have faith in the system.

- Gradually, instead of giving a discount, steps can be taken towards a “minimum income”.  All discounts are accumulated for members, and at the start of each month, an equal amount is paid to all members of the association in UNA's.   Those who wish to can donate their share, in order to increase that of those in greater need.

A note of caution:
As soon as possible, be sure to use special inks or paper which cannot be counterfeited, to avoid temptation.  Even in an ethical group, one bad apple can upset everything.  Take advice from your printer or from existing networks.

Will basing the UNA on the euro not just be self defeating ?
- Without a reserve fund, it will be difficult to encourage retailers and producers to sign up, because there will be too great a risk of ending up with an excess of UNA's, or too heavy an admin burden to avoid getting into that situation. Once the reserve fund is adequate, it's much simpler to set up and admin is easier because there's no need to keep a close eye on the amount of UNA's cashed in.
- Bear in mind that the reserve fund corresponds to euros which would not have been withdrawn from use without the issue of UNA's.  It's an additional resource used to support ethical community projects, etc.
- It's a powerful indicator of humanitarian and environmental involvement. Lots of people want to contribute to improving the world, but don't know how.  When someone is seen paying with UNA's, it arouses curiosity and questions.  Then it's easy to inform and demonstrate how such actions help. Moreover, it promotes a sort of brand image for members ;  they can publicise their commitment, in turn making it easier for thoughtful customers to avoid buying any old goods in any old outlet.

Donations :
It's advisable to ensure the articles of association clearly state that the aim is for the public good, in order to encourage tax deductible donations.   They can originate from anyone who wants to support this kind of initiative.  This can increase the reserve fund, and an equivalent amount plus discount can be allocated to funds supporting local community projects.   We are specifically referring to non profit making initiatives, designed to improve quality of life. Once the fund is set up, it can be publicised, and anyone with an idea for such a project can ask for support, once it has been agreed by ordinary resolution.

 6) How will it work once it is computerised?

a) If managed by a national banking system
 We recommend computerising the recording and management of exchanges as soon as possible. In fact, retailers and businesses need quick and reliable tools. Moreover, the probable extent of networks (euro zone or wider) will require powerful means. Paper-based systems are still important and can be used at any time to sustain activity and exchanges, even at times of crisis and major disruption. Each network should develop the system best suited to its needs. In any case, to avoid having to reinvent the wheel, we recommend contacting networks which are already computerised, such as the SOL  network ( http://www.sol-reseau.coop/)  or, in Germany, the Chiemgauer network (http://www.chiemgauer.info    info@schuernbrand.de ). In the case of SOL, all development and account management has been subcontracted to the Chèques-Déjeuner company.
They will certainly be willing to help in one way or another. These two networks make use of terminals which accept payments by smart card. So, without changing the basis of operation as described above, procedures can be simplified or automated. They can also allow information exchange between members, except for account and payment management. Also noteworthy is the site  http://project.cyclos.org/   which offers free software for networks using complementary currencies.
The computerisation of exchanges of goods or services, account management, and data exchange are not just restricted to businesses, but are available to all members, and therefore allow private citizens to make exchanges, either by using accounts as between businesses, or by using vouchers.

7) How will it work if the national banking system is no longer functioning ?
In exactly the same way, except that, in this situation, the UNA replaces the euro.  No need for recourse to « the reserve fund » as the euro no longer operates.  It is replaced by the UNA, allowing exchanges and business operations to continue.  We can see the great value of putting a complementary system in place now, so that complete failure of the system and its institutions would not result in total chaos.


B) By emphasising respect for humanity and the natural environment

Of course, each network can devise and implement its own strategy in this area.  If you are short of ideas, here are some suggestions.
Network members have 2 practical considerations :
- Become much more aware of how they produce and consume.
- Build cooperation and cohesion.

To aim towards the first objective : each individual is invited to « search within his soul », as the saying goes, to see what he actions he can take, on both the personal and the professional level, to feel more at ease with himself, other people and the natural environment.  These reflections are conducive to initiating a course of action of an  nature.

To aim towards the second objective :  on a voluntary basis, members are organised into local groups ( 10 to 30 people maximum) and support groups of 4 to 8.

Local groups
Several groups can co-exist in the same area, in fact good relations emerge more easily in modestly sized groups.  The main point is to avoid any competition between groups, while striving for cooperation.  The simplicity and warmth of smaller structures can be enjoyed, without losing the benefits of greater numbers.  Everyone has a free choice in deciding what group to be part of, and each group establishes its own mission.
Local groups meet regularly( say once a month) to debate and initiate action for change. Such meetings will decide specific actions to be taken and provide feedback on the progress of actions already underway. The latter are centred mainly on collective projects for the common good, or on helping to develop good citizen behaviour within member businesses, at their request ( see annex 3 ).    In the second example, a support group will also be formed.

Support groups
An individual or a business can ask for a support group to be set up from voluntary members, including the applicant. The purpose of such a group is :
- to provide assistance. Simple gestures of support between members, when one is faced with a difficulty, of whatever nature. On request by a member in difficulty, the group will look for any  way of resolving a problem.
The approach can also be much more creative; for example, if a member has an idea for an ethical, humanistic or ecological project, the group can provide support for his undertaking.  Help can start, if necessary, right at the design stage of the project (which can be the essence of the project itself); it begins with a detailed design,  proceeds through phases of implementation, and ends on completion or when the project is dropped by common accord.
- to be an ethical stakeholder: the support group provides input from its own knowledge base and technological expertise and ensures that the project, as presented, is in line with the humanistic and ecological objectives of the network.
How to reach decisions:   as often as possible, try to get a consensus of all voting members present. The project initiator's vote is on a par with any other.  A decision reached by consensus implies the adoption of a dialectical method based on oppositional debate (the Socratic method   :   http://fr.wikipedia.org/wiki/Sociocratie ), until agreement is reached, and not by defending various points of view and positions. The objective is to reach a solution accepted by all, where everyone feels respected. If this point has not yet been reached, it is a sign that members of the group are sticking to views and beliefs which prevent them from seeing the issue from a different standpoint. Each person then must be prepared to modify his stance to reach such a consensus. Bear in mind that « Best » is the enemy of « Good » and that the undertaking remains in control of policy.  The group is there only to assist, and it is preferable to adopt an « imperfect » project which everyone can adhere to, rather than a « perfect » project which arouses lively opposition from various people.

The benefits
In addition to providing measures to counter the impact of an economic crisis, setting up networks ( or interlinked networks of this type ) will further provide the following benefits :

At community level
Encourage and inspire community debate deriving from :-
- thoughts and actions emerging from local groups and support groups, in a spirit of cooperation and cohesion.
- the use of UNA's, which will help to develop a new view of money, whereby it is no longer chasing wealth, but a tool for exchanging true wealth, ie our natural resources, enhanced by human activity.
Encourage people to get involved, tending towards a more participative democratic system.
Private individuals, by taking part, show that they are concerned about the issues and want to contribute.
Businesses using complementary currency show social responsibility going beyond their immediate self interest.
Improve relations between private individuals and businesses.   Existing relationships are often
skewed and polarised, arising from consumer society.  Working in support groups allows a private individual to « join a business » giving hope ultimately for fundamental change, leading to a sustainable economic system, working in everyone's interest.

At individual level
Improve spending power for those most in need
Improve quality of life
Involvement in the local community, debate and actions taken for the common good promote warmth, meaning and new experiences, enhancing personal development.

At business level
Encourage human interaction within networks and the thinking behind them.

Inspire and build strong bonds among work colleagues.
Motivation at work is always a tricky area. Remuneration will always be a factor, but never enough to compensate for a lack of meaning. Businesses which provide this and, further, are in touch with
an individual's deepest aspirations, will provide a very strong sense of belonging.

Strengthen the business's reputation.
Price wars have become the « third world war », disguised behind the need to be « competitive ».
Belonging to networks like these, shows a business's desire to be part of a responsible economic system, founded on improving quality of life for everyone.   Of course, this does not eliminate the need to be competitive, but allows a more truthful, more social dialogue and develops relations with suppliers and customers on a « win/win » basis, rather than winners and losers.






First step: organise ourselves so businesses and individuals can counter the economic and social collapse engendered by the crisis ;
Second step: promote economic change to respond to needs of all of humanity, in harmony with the natural environment; to put it another way, drop the mindset of scarcity « not enough for everyone » prior to 20th century, moving from mere survival to a celebration of Life, based on the certainty that the knowledge and technological know-how we possess will provide a happy sufficiency for everyone (awareness of Abundance).   In the former case, human beings are condemned to fight against one another to survive; in the latter, they learn to cooperate so that Life can be fully expressed.

To achieve this, we are careful to :
make use of the UNA
- to remedy the deficiencies of the existing monetary system, with a view to helping businesses and individuals continue their activities and exchanges, even in situations where the current systems and institutions can no longer fulfil their role.
- to provide, not a means of enrichment, but rather a way of measuring economic exchanges, to « lubricate» the process in a fair minded and supportive way.

encourage community debate and actions tending to:
- promote more consistent behaviour in production and consumption, to maintain and enhance the natural equilibrium of the ecosystem and protect future evolution of Life.
- acknowledge that the only true wealth is freely offered by planet Earth, fostering of which should be the aim of all human activity.  Money is just a community tool to ensure a fair distribution of such wealth to every human being.
- be aware that individual well-being is inseparable from the well-being of the community.
- contribute individually and collectively to the creation of a new paradigm through debate and actions within networks, in which everyone strives for a new spirit of openness and cooperation.

Each entity, physical or legal, within such networks, tries their best to meet this goal.  The idea is to display a more humane and responsible attitude, going beyond old fears and beliefs which condemn us to struggle against one another and to saw off the branch we are sitting on.







In today's world, where respect for ecological equilibrium and human evolution must become the priority, the prime business motive is to contribute to satisfying real human needs, achieved by emphasising their independence and dignity, respectful of all essential balances to allow Life in all its forms to evolve on planet Earth.    This implies :

- Civic partnership based on real value

Businesses should strive to provide goods and services, which have real use for humanity.  Needs are not created, but responded to with the greatest possible degree of satisfaction.   The planet imposes natural limits on the production and distribution of its wealth; this is the key criterion for debate, research, development, and production.

- Production designed to perpetuate the planet

a) Non renewable natural resources

A business goal is set within a certain time frame to stop using non-renewable natural resources, whether directly or indirectly.  They are substituted with renewable or inexhaustible energies or resources.

b) Renewable resources

A business goal is set for a minimum level of compensation, quantitatively and qualitatively (water, biodiversity, etc.) for using necessary renewable resources in the production cycle.

c) Pollution

A business goal of « zero pollution » is set : that is, pollution arising not only from direct manufacturing processes, but also from upstream or downstream processes from raw materials right through to the end of the product or service's life.

d) Waste

A business goal of « zero waste » is set.  The whole production process from raw material input to the end of product life is revised so as to produce only biodegradable waste or waste which can be completely recycled, as in nature where waste from one species becomes food for another.  This leads the business to be concerned with what happens before manufacture and after the product has left the premises until expiry.  Any product not completely biodegradable will be recovered by the manufacturer, seller or specialised concern, the cost of which is included in the price.  This covers 100% recycling or a new usage or a new category of user or retiral for harm free reassimilation within nature.

e) The integration of a business within the ecosystem

Architecture, aesthetics, landscaping, lighting, comfort, noise, insulation, parking, personnel facilities, visitors, suppliers, energy use, etc.
A business will strive to blend as naturally as possible into the natural environment, respecting local and regional characteristics and the wishes of all stakeholders.  It adopts best practice to improve aesthetics, save energy, manage water resources, and improve working conditions.

f) Consistency in the siting of a business and its purpose

A business decides on its site and its activity in relation to identified needs and the optimum balance between ecology and supply and demand.
Siting criteria will respect concerns for natural resources, energy savings, food safety, and local autonomy.
Businesses will decentralise, and wherever justified, split into smaller units close to local markets to respond to the needs and aspirations of the local population.
Some production will stay centralised whenever justified by a uniform general need, using mass production techniques in industries like cars, machine tools, information technology, etc.
Global exchanges are only used in occasional shortages of base products or to exchange specific regional products, which can only be produced locally with difficulty, and which are useful and sought after by the local population.

Activity wholly dedicated to serving humanity
a) Relationships with work colleagues

1.  Professional activity is one of the components in a person's life, forming a continuity with personal and family.  It provides the best setting for creative effort and the most active contribution  to work of general interest.
2.  Work colleagues are given responsibility from the simplest levels up, recognized, supported, informed, listened to, and respected.
3.  A colleague is treated in the same way irrespective of sex, race, function, or the temporary nature of the job.
4.  Everything is done to fit the work to his aspirations and knowledge.
5.  He understands the big picture; his work has a meaning and is in accordance with his values.
6.  Outside of his particular function, he is invited to take part in debates or projects designed for continuous quality improvement in the various parts of the business. Individual creativity is encouraged and rewarded whenever it lives quality improvements inside and outside the business.
7.  The management structure is flat and authority for decision-making and execution are separated. Currently, decision-making and execution are kept within the same hierarchy; thus a great deal of energy is used up in battles to overcome opposition. Flat management allows collective decision-making where everyone's view has the same weight, tending to consensus by progressive removal of opposition. The decision-making process can be longer, but execution is much more efficient because there is far less opposition.
8.   If there are difficulties or conflict, mutual respect must always predominate  and the relevant parties must seek a win-win type of solution.
9.   Remuneration policy is reviewed :  salary differentials are kept to a minimum. Remuneration is proportional to the level of responsibility, discomfort in terms of quality of life, harshness, hygiene, risk, and repetition. Remuneration guidelines are clear and precise. When hiring, the company checks that candidates are aware of and agree with this policy. Remuneration policy reflects a shared desire for equity, justice, transparency, integrity, and highest possible participation in business outcomes.                         
 10.  The business takes account of everyone’s natural desire to develop their potential on all levels (material, emotional, intellectual and spiritual), while fully respecting individual freedoms .  It helps to improve communication between work colleagues.   It always seeks to promote mutual respect, mutual support, and tolerance.   It is aware of individual life goals and gives as much assistance as possible in such activities.

b) Relationships with other businesses

They no longer operate in competition, but in synergy. They no longer try to grab markets but to make available their know-how, to respond to the needs which they have opted to satisfy in their location. Businesses operating in the same sector of activity work as partners in a joint desire to serve humanity and improve quality of life. Support and mutual aid develop among them : they work together and each can benefit benefit from their partners' knowledge, research, and  discoveries.

c)  Relationships with local, regional, national, and international communities

- A business is very close to and serves its community. Depending on its activity, it may be local, regional, national or international.
- It continually strives for the best integration in its area while respecting specific traditions, cultures, and religious backgrounds.
- It strives to improve living conditions in its area.
- The more globally it operates because of the natural extent of its markets, the products used in   manufacture, etc., the more aware it is of the likely consequences of its activity on populations directly or indirectly affected. This is particularly important in North/South relations. As a general rule, a business with influence over poorer countries works to help their people attain self-sufficiency and economic autonomy as quickly as possible, in ways appropriate to the regions and populations concerned.
- It leads by example in questions of democracy and human rights, without interference or adopting superior airs.