This Siemens Integrity Initiative Annual Report 2019 gives an overview of Collective Action activities at Siemens, including the 77 projects supported by the Siemens Integrity Initiative around the world.

It contains details of the Collective Action Initiatives selected in the Siemens Integrity Initiative Third Funding Round.

This Siemens Integrity Initiative Annual Report 2018 gives an overview of Collective Action activities at Siemens in general as well as activities as part of the USD 100 million Siemens Integrity Initiative in particular.

It contains details of the Collective Action Initiatives selected in the Siemens Integrity Initiative Second Funding Round:

This Siemens Integrity Initiative Annual Report 2016 gives an overview of Collective Action activities at Siemens in general as well as activities as part of the USD 100 million Siemens Integrity Initiative in particular.

It contains details of the Collective Action Initiatives selected in the Siemens Integrity Initiative Second Funding Round:

This Siemens Integrity Initiative Annual Report 2016 gives an overview of Collective Action activities at Siemens in general as well as activities as part of the USD 100 million Siemens Integrity Initiative in particular.

It contains highlights of some Collective Action Initiatives selected in the Siemens Integrity Initiative First Funding Round, as well as descriptions of those selected in the Second Funding Round.

This Siemens Integrity Initiative Annual Report 2015 gives an overview of Collective Action activities at Siemens in general as well as activities as part of the USD 100 million Siemens Integrity Initiative in particular.

It contains details of the Collective Action Initiatives selected in the Siemens Integrity Initiative First Funding Round, as well as descriptions of those selected in the Second Funding Round. 

Search for the initiatives on the B20 Collective Action Hub for more information.

This Siemens Integrity Initiative Annual Report 2014 gives an overview of Collective Action activities at Siemens in general as well as activities as part of the USD 100 million Siemens Integrity Initiative in particular.

It contains details of the Collective Action Initiatives selected in the Siemens Integrity Initiative First Funding Round, as well as descriptions of those selected in the Second Funding Round. Search for the initiatives on the B20 Collective Action Hub for more information.

This Siemens Integrity Initiative Annual Report 2013 gives an overview of Collective Action activities at Siemens in general as well as activities as part of the USD 100 million Siemens Integrity Initiative in particular.

It contains details of the Collective Action Initiatives selected in the Siemens Integrity Initiative First Funding Round. 

Search for the initiative on the B20 Collective Action Hub for more information.

This Siemens Integrity Initiative Annual Report 2012 gives an overview of Collective Action activities at Siemens in general as well as activities as part of the USD 100 million Siemens Integrity Initiative in particular.

It contains details of the Collective Action Initiatives selected in the Siemens Integrity Initiative First Funding Round. Search for the initiative on the B20 Collective Action Hub for more information.

This Siemens Integrity Initiative Annual Report gives an overview of Collective Action activities at Siemens in general as well as activities as part of the USD 100 million Siemens Integrity Initiative in particular.

It contains details of the Collective Action Initiatives selected in the Siemens Integrity Initiative First Funding Round. Search for the initiative on the B20 Collective Action Hub for more information.

This Handbook for Curbing Corruption in Public Procurement is meant to be a basic introduction for all stakeholders to the challenge of overcoming corruption in the fi eld of public procurement. Our intention is to provide the readers with real world examples of successful actions that have been taken against corruption in a variety of Asian countries. The hope is that these experiences can be “translated” and “exported” to other situations and countries with similar success.