Anticipated change in business indicators next 12 Months (Total revenue, Total profits, Imports, Number of employees, Skills training/staff development budget, Input prices, Prices organization charges, Average basic salary, Advertising sales and marketing, Research & new product development, IT budget, Total funding from debt, from equity, from bank borrowing)

Applications for their incentives program spend - % report marketing programs, sales programs, employee programs, consumer, rebate, and channel programs.

When asked why they implemented incentives programs - % reported increase sales, motivate employees, increase customer loyalty, increase brand awareness, support a product launch or promotion, retain employees

When asked to rank the specific incentives they believe to be valued most by recipients % reported: prepaid credit cards, retail gift certificates, individual travel, experiential events such concerts and special events, catalogue and company selected merchandise

% expect their companies' spending on climate change initiatives to increase over the next two years, % planning to spend between 0.5% to more than 5% of their revenue on climate change initiatives, % said they are working directly with their suppliers to help them reduce their carbon footprint, % say they have begun such discussions

Should business or government have primary responsibility to drive change? What is the most effective tool for creating change? (Regulation, Tax incentives, Tax changes, Market trading schemes, Voluntary agreements)

% of companies do not see regulation threatening competitiveness, % see environmental taxes as potentially damaging to their competitiveness

% say they justify entertaining clients as acceptable business expenses, % feel that misstating financial performance can be justified, % say cash payments can be justified, % are unsure if facilitation payments are permitted

% believe in the effectiveness of internal controls to detect fraud, bribery or corruption, % have never assessed their fraud risk, For effective fraud prevention % put the most confidence in strong internal controls, rigorous internal audit, regular management reviews, % feel that regular rotation of personnel is more likely to prevent fraud

Manufacturing: Aerospace, Agri-food, Automotive, Chemicals, Electronics, Medical Devices, Metal Components, Pharmaceuticals, Plastics, Precision Manufacturing, Telecommunications.

Research and Development: Biotechnology, Clinical Trials, Product Testing

Software: Software Design, Web & Multimedia

Corporate Services: Back Office/Call Centers

% quantified the value of their business during the last year, % had never conducted a valuation

% indicated that the decisions made during the economic downturn have actually improved their companies' long-term prospects for success [Financial Crisis 2008], % implemented new metrics: employee productivity measurement, supply chain management measurement.

% say they plan to invest in improving production process efficiency, % say they plan to improve administrative process efficiency, % plan to invest in the development of new products and services, % plan to invest in expanding market access.

% expect their companies' current cash and working capital discipline to remain intact over the next two years, % say their companies intend to keep tightly focused on their core businesses over this period of time

% plan to increase headcount this year, % are "very likely" to restore lost capabilities in the coming year, expanding work capacity, acquiring new expertise or experience, % expect to pay less for talent than in the previous economic expansion

% expect business travel to stay the same over the next year, expect their companies will increase business travel spending over the next year, % say their companies will further restrict discretionary forms of travel: trips to attend conferences and retreats