The purpose of this document is to present the concept of Collective Action applicable in the context of enhancing integrity and combating corruption in Customs.
The document introduces the theme and outlines what Collective Action is, the context in which it may take place, the practicalities involved, the barriers to be faced and the issues to be considered when such initiatives are launched.
This report provides a succinct, practical guide to what anti-corruption aspects companies should report on.
It equips business with a practical means to report on anti-corruption policies and actions comprehensively and effectively. Public reporting sends a strong signal to employees, investors and consumers that a company is serious about clean business.
This guide helps businesses to learn more about the UN Global Compact Collection Action Project in partnership with five Global Compact Local Networks in Brazil, Japan, Kenya, Nigeria and Egypt.
It also aims to help improve anti-corruption practices within their individual organizations and to engage other businesses, governments and civil society in anti-corruption Collective Action.
Integrity Pacts have been used in more than 18 countries worldwide, among others in Argentina, Bulgaria, China, Colombia, Ecuador, Germany, Hungary, India, Indonesia, Italy, Latvia, Mexico, Pakistan, Panama, Paraguay, Peru, Rwanda, South Korea and Zambia. They have been implemented at various levels and across numerous sectors.
This paper includes an overview of how an Integrity Pact can be initiated and their benefits.
This report lays out five defining features of corporate sustainability, which the Global Compact asks businesses to strive towards. It looks at why each element is essential, how business can move forward and what the Global Compact is doing to help.
The five elements are:
Together against Corruption provides the strategic framework for Transparency International’s (TI) collective ambition and actions for the years 2016-2020. The movement’s fourth strategy, it builds on the rich diversity of the TI movement, with its unique governance structure that includes independent national chapters, individual members and an international secretariat.
Recognising the local realities in which TI operates, this strategy does not intend to cover everything we do. Rather, it focuses on the key areas in which TI seeks to move forward collectively.
This article illustrates an early example of corporate Collective Action, the Wolfsberg Group, and charts its development from its inception, in 1999, up to 2012. The Wolfsberg Group is an association of eleven banks that took its name from the Château Wolfsberg where the banks held their first meetings and where they continue to hold their annual forum.
The purpose of this guidebook is to educate business people and compliance officers on the high cost of small bribes and to provide guidance on how to eliminate these payments from business practices.
This case focuses on a private sector initiative to fight deep-seated corruption in Thailand.
The Collective Action Coalition Against Corruption (CAC) was founded by a charismatic business scion in late 2010, but an untimely heart attack a few months later left CAC reeling. A new leader named Bandid Nijathaworn was suddenly responsible for delivering the rapid growth and good-faith commitments that his predecessor had envisioned.
This document compiles participating countries’ own listings of the steps they have taken and plan to take to ratify and implement the OECD Anti-Bribery Convention, as of the December 2012 Working Group on Bribery meeting.