[{"data":1,"prerenderedAt":322},["ShallowReactive",2],{"news-stakeholder-trust-a-business-case-272":3,"news-stakeholder-trust-a-business-case-272-similar":68,"i-heroicons:arrow-left-20-solid":317},[4],{"id":5,"status":6,"date_created":7,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":13,"slug":16,"activity":17,"nid":20,"topics":21,"activities":22,"programme":23,"area":23,"websites":24,"language":23,"image":23,"translation_of":23,"countries":26,"tags":27,"authors":28,"images":65,"translations":66,"content":67},10146,"published","2022-05-26T22:59:10.000Z","2025-08-31T23:14:59.000Z","Stakeholder trust: a business case","Blog","_\"The advantage to mankind of being able to trust one another penetrates into every crevice and cranny of human life: the economical is perhaps the smallest part of it, yet even this is incalculable.\" John Stuart Mill (1848) \\[[ref](http:\u002F\u002Fwww.econlib.org\u002Flibrary\u002FMill\u002FmlPCover.html)\\]_\n\nIn our [first post](http:\u002F\u002Frussiancouncil.ru\u002Fen\u002Fblogs\u002Fpatricia-dowden-philip-nichols\u002F?id_4=1599) we proposed a universal business ethics principle:_“A basic duty of every organization is to earn stakeholder trust.”_ \n\nOur hypotheses are that 1) while cultures and levels of economic development may vary widely, trust is defined by universally shared attributes, sometimes summarized as “character” and “competence”; 2) ethical values are aligned with these attributes; and 3) therefore trust is a reliable proxy for evaluating ethical behavior.\n\nBusiness leaders intuitively understand that trust is important. Nearly 70% of respondents to the PwC 17th Annual Global CEO Survey (2014) agreed that the purpose of the business is to balance the interests of all stakeholders. \\[iii\\] This survey showed that more than 50% of CEOs surveyed regard trust as a major concern and that the absence of trust constitutes a real threat for growth, a sharp rise from 37% who cited concerns last year.\\[iv\\] \n\nTheir concern, however, has not lead to concerted efforts to generate trust. The World Economic Forum frames today’s trust agenda: “What is required is a common understanding that aligns expectations \\[between business and society\\], and clarifies business’s wider role and purpose beyond the creation of financial value. It is this understanding that will foster and rebuild trust.  Efforts to close the trust gap . . . face two key challenges: 1. The absence of a clear business case . . . \\[and\\] 2. . . . a fundamental disconnect between how the public and business understand ‘trust.’”\\[v\\]     \n\nIn this post we propose to address the first challenge identified by the World Economic Forum. An individual business may or may not care about the benefits that flow from trustworthy systems and a strong ethical climate (which we will address in another post) but it must care about its own bottom line. A strong business case does exist, at the firm level, for generating stakeholder trust. In particular:\n\n*   A buyer’s\u002Finvestor’s economic decisions are not solely based on financial considerations; trust also plays a significant role.\\[vi\\]\n*   Businesses do not have to choose between financial value and stakeholder trust.  Companies that earn trust also have better financial results.  This means that rather than creating costs and interfering with business, as some believe, business ethics and trust are in fact a profitable strategy.\n*   Stakeholder voices, thanks to the internet and social media, are an increasingly influential source of information for the public.  An organization’s future success will depend more than ever on understanding and responding to these voices.\n\nOur primary focus is on business and its stakeholders, defined as small and large groups affected by the business – groups such as customers, employees, creditors, suppliers, investors, community, and even government. Research described below is primarily based on the experience of large Western business organizations. However, while this paper will concentrate on business, the stakeholder trust principle applies to any culture and any organization, including government, academia, NGOs.\n\nTrust and reputation\n--------------------\n\nReputation Institute’s 2015 Global RepTrak®100 describes reputation as a function of trust and reports that “\\[r\\]eputation predicts all forms of \\[public\\] support”, including “would buy the product, would say something positive, would recommend the products, would trust to do the right thing, would work for, would invest in.”\\[vii\\] \n\nA purchase price acquisition study suggests that about 1\u002F3 of the average price is goodwill.\\[viii\\] Two firms have recently undertaken the challenge of quantifying the impact of reputation on share price; their independent analyses produced very similar results. One concludes that for firms in the Standard & Poor's 500 Index, reputation currently accounts for an average of 31% of share price.\\[ix\\] Another organization reports that “as of 1 January 2012 \\[corporate reputations\\] accounted for close to 26% of the total market capitalization of the S&P500” and concludes that “reputation therefore is a useful leading indicator of investment risk. In most cases, 91% of companies, reputation is having a positive impact and creating shareholder value. In the remaining 9% it is destroying value . . . a notional 5% improvement in the strength of an extant reputation would yield a market capitalization growth of 2.5% in a company in the S&P500 and 2.2% in one in the FTSE100.”\\[x\\]\n\nFirms should not assume that strong financial performance alone generates a strong reputation. The World Economic Forum 2015 research ranked financial returns last of ten factors critical to reputation (39%), while trust is one of the top four factors (65%).\\[xi\\] By 2013, trust was the primary driver of corporate reputation, replacing “operational excellence” (“admired top leadership, globally ranked as a top company, consistent financial returns”), which dropped from 76% in 2008 to 39% in 2013. These operational qualities are still important but are considered fundamental competencies rather than distinguishing characteristics.\\[xii\\]\n\nStakeholder prioritization of behavior over product is illustrated by the fact that an operational crisis, such as a product recall, will result in a share price drop of an average of 37% on day one, while a behavioural crises, such as bribery and corruption issues, produces much sharper declines: initial share price falls averaging 50%-plus, and many companies will still suffer declines more than a year after the event. “The study also found that behavioural crises also accounted for 40% of incidents where leaders resigned.”\\[xiii\\] \n\nA business’s reputation is particularly important as a bulwark against the risk of contagion due to a decline in trust in its industry.  The 2015 World Economic Forum study reports that “those with stronger trust appear to have weathered recent challenges \\[for example, the 2008 financial crisis\\] better than those who lacked it.”\\[xiv\\]  Evidence of the firewall benefits of trust are reported by the Edelman Trust Barometer: when a company is trusted, negative information reported 1-2 times will be believed by only 25%, while for a distrusted company, the information will be accepted by 57%.\\[xv\\]\n\nTwo stakeholder groups and value creation\n-----------------------------------------\n\nWe recognize that the research discussed above does not specifically explore stakeholder trust. We suggest, however, that the bulk of a firm’s reputation is based on its interactions with stakeholders. This is increasingly true given the technological platform that stakeholders now have to make public their interactions. Before the internet provided such platforms, a company’s communication with the public was mostly initiated by the company itself. In the “internet-and social-media-enabled goldfish bowl where companies now operate,”\\[xvi\\] stakeholder voices are increasingly available, through customer product ratings, comments on various websites, etc.\n\nEach organization has its own unique sets of stakeholders. Most, however, have at least two stakeholder groups in common: “customers” (recipients of organization’s activity) and employees. Research on trust within each of these stakeholder groups supports the business case for generating stakeholder trust. Trust by employees may create the greatest value, partly because it influences the level of trust held by other stakeholder groups\\[xvii\\]; but creating trust in customers is also valuable and will likely contribute to a firm’s bottom line. We will first discuss customers and then turn to employees.\n\n(NOTE: This analysis will focus on commercial business, where value is easily measured in financial terms.  We believe, however, that the principles apply to all organizations.)\n\nCustomer Purchase Behaviour\\[xviii\\] \n-------------------------------------\n\nCustomer purchase decisions will often include judgments based on a combination of instincts and trustworthy data, including experience with a company’s employees, its reputation, expert reports on product\u002Fservice quality, marketing materials, and, increasingly, ratings provided by other customers.  In other words, stakeholders are both the judge of an organization’s trustworthiness and, potentially, providers of information that will influence the trust of other stakeholders.\n\n### For trusted companies:\n\n### For distrusted companies:\n\n_Customer loyalty_\n------------------\n\nBy nearly all measures, it is more profitable to keep customers happy than to attract new customers; and trust drives 22% to 44% of overall customer loyalty.\\[xix\\] Examples include:\\[xx\\]\n\n_Employee engagement_\n---------------------\n\nEmployee engagement is defined as the emotional commitment the employee has to the organization and its goals.\\[xxv\\]  The Edelman Trust Barometer reports that “\\[e\\]mployees are considered the most trusted source across most clusters of trust attributes . . . The public wants to hear directly from employees as ambassadors for the company who can attest to its integrity, the quality and relevance of products and services offered and the operational strength of the company, including its leadership.”\\[xxvi\\]\n\nResearch provides much evidence of the economic value of employee engagement.\n\nDespite all this evidence of benefits, there is much unrealized potential in most organizations. One study of American workers suggests that three-quarters of employees today would consider taking a new job and one-third are actively looking.\\[xxxiv\\] Gallup’s research finds that 18% of workers are not only not engaged but _actively disengaged_.\\[xxxv\\]  This lack of employee engagement also contributes to legal risk;\\[xxxvi\\] project implementation risk;\\[xxxvii\\] funding costs;\\[xxxviii\\] and security costs.\\[xxxix\\] \n\nAn understanding of broad levels of social trust can be extended to stakeholder trust. Current research described above suggests an impressive business case at the level of the individual firm: creating stakeholder trust improves the bottom line.\n\nWhy, then, do so many individual businesses fail to articulate the creation of stakeholder trust as a goal, and why does the World Economic Forum claim that the business case has not been made?  The World Economic Forum itself might provide an answer. It suggests that “Trust as an asset appears inherently intangible and difficult to measure.”\\[xl\\] \n\nWe respectfully disagree. Measurement is critical to the operationalization of this principle, and measurement is possible. In a post soon to come we will discuss some of the factors that might be used in creating trust metrics.\n\nReferences\n----------\n\n*   80% of customers chose to buy product\u002Fservices\n*   68% recommended to friends\u002Fcolleagues\n*   54% paid more for products and services\n*   48% shared positive opinions online\n*   40% defended company\n*   28% bought shares\n*   63% refused to buy products\u002Fservices\n*   58% criticized to friends\u002Fcolleagues\n*   37% shared negative opinions online\n*   18% sold shares\n*   A 5% increase in customer retention can increase a company’s profitability by 75%. \n*   80% of a company’s future revenue will come from just 20% of existing customers.\n*   Attracting new customers will cost a company 5 times more (some estimates are as high as 9 times more) than keeping an existing customer.  \n*   A customer that uses multiple products is less likely to change providers; this also creates efficiencies in product servicing.\n*   “An average business loses 10 percent of its customers each year, while cutting customer losses by 5 percent can boost profits by 25 to 125 percent.”\\[xxi\\]\n*   Loyal customers are an engine of profitability, according to a Bain study.  An evaluation of customers who were classified as “promoters” showed that, on average, an industry’s “promoter” group grew more than twice as fast as its competitors.\\[xxii\\]  For companies whose customers are other businesses (B2B), “promoters” have an average lifetime value typically three to eight times that of \"detractors,\" depending on segment and industry. Promoters stay longer with the company, buy more products, usually cost less to serve and are more likely to refer the supplier to colleagues and friends.  As a result, B2B loyalty leaders tend to grow four to eight percentage points above their market's annual growth.\\[xxiii\\]\n*   Organizations with loyal customers are twice as likely to exceed the forecasts of financial analysts.\\[xxiv\\]\n*   A Russell Investment Group study reports that the 1998-2008 stock performance of publicly traded companies on Fortune’s annual list of the “100 Best Companies to Work For” returned five times as much to investors as the market in general.\\[xxvii\\]\n*   A 50% increase in the Trust Index Employee Survey score correlates with a 12-fold increase in profits\n*   Trust Index Employee Survey top-ranked companies produce three times the cumulative market return as others in the Russell 3000 or Standard and Poor 500 companies\\[xxviii\\]\n*   Gallup’s Q12 Survey 2012 Reports\\[xxix\\] show that “companies scoring in the top half on employee engagement nearly doubled their odds of success compared with those in the bottom half.” \n*   PwC reports that the innovative companies are most clearly differentiated by a higher degree of trust in management.  (Entrepreneurship is also highly correlated with trust.\\[xxx\\])  Innovation is also increasingly tied to collaboration: their research finds that the most innovative companies collaborate over three times more often (34%) than the least innovative ones (10%).  According to the GE Innovation barometer, lack of trust in a partner company is one of the key barriers for not collaborating with other companies.\\[xxxi\\]\n*   Trust Index Employee Survey shows that top-ranked companies have up to 50% less staff turnover than competitors.\\[xxxii\\]\n*   Employees who rank life satisfaction on a 10-point scale indicate that 1 point increase in trust in management has the same impact as a 36% increase in income.\\[xxxiii\\]\n\nLinks\n-----\n\n*   \\[iii\\] [http:\u002F\u002Fwww.pwc.com\u002Fgx\u002Fen\u002Fceo-survey\u002F2014\u002Fkey-findings\u002Fbuilding-trust.jh…](http:\u002F\u002Fwww.pwc.com\u002Fgx\u002Fen\u002Fceo-survey\u002F2014\u002Fkey-findings\u002Fbuilding-trust.jhtml)\n*   \\[iv\\] [http:\u002F\u002Fwww.pwc.com\u002Fgx\u002Fen\u002Fceo-survey\u002F2014\u002Fkey-findings\u002Fbuilding-trust.jh…](http:\u002F\u002Fwww.pwc.com\u002Fgx\u002Fen\u002Fceo-survey\u002F2014\u002Fkey-findings\u002Fbuilding-trust.jhtml)\n*   \\[v\\] [http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF\\_EvolutionTrustBusinessDeliveryValues\\_r…](http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF_EvolutionTrustBusinessDeliveryValues_report_2015.pdf)\n*   \\[vi\\] Francis Fukuyama describes the role of trust in economic decisions as the “missing twenty percent of human behavior about which neoclassical economics can give only a poor account.” (Fukuyama, Francis (1996-06-18). Trust: Human Nature and the Reconstitution of Social Order (p. 13). Free Press. Kindle Edition.). Several Nobel laureates have, however, addressed the importance of this question, including: Kenneth Arrow ([http:\u002F\u002Fwww.acton.org\u002Fpub\u002Freligion-liberty\u002Fvolume-16-number-3\u002Feconomy-tr…](http:\u002F\u002Fwww.acton.org\u002Fpub\u002Freligion-liberty\u002Fvolume-16-number-3\u002Feconomy-trust); [https:\u002F\u002Fhec.unil.ch\u002Fdocs\u002Ffiles\u002F21\u002F280\u002Fknack\\_keefer\\_1997.pdf](https:\u002F\u002Fhec.unil.ch\u002Fdocs\u002Ffiles\u002F21\u002F280\u002Fknack_keefer_1997.pdf)); Friedrich Hayek ([http:\u002F\u002Fen.wikipedia.org\u002Fwiki\u002FExtended\\_order](http:\u002F\u002Fen.wikipedia.org\u002Fwiki\u002FExtended_order)); Daniel Kahneman (Fairness as a Constraint on Profit Seeking: Entitlements in the Market”, by Daniel Kahneman, Jack L. Knetsch, Richard H. Thaler  The American Economic Review, 76(4), pp. 728 – 741, September 1986; [https:\u002F\u002Fwww.imf.org\u002Fexternal\u002Fpubs\u002Fft\u002Ffandd\u002F2009\u002F09\u002Fpdf\u002Fpeople.pdf](https:\u002F\u002Fwww.imf.org\u002Fexternal\u002Fpubs\u002Fft\u002Ffandd\u002F2009\u002F09\u002Fpdf\u002Fpeople.pdf)); Amartya Sen (Rational Fools: A Critique of the Behavioral Foundations of Economic Theory, Philosophy and Public Affairs, Vol. 6, No. 4 (Summer 1977), pp. 317 – 344 [http:\u002F\u002Fwww.nybooks.com\u002Farticles\u002Farchives\u002F2009\u002Fmar\u002F26\u002Fcapitalism-beyond-…](http:\u002F\u002Fwww.nybooks.com\u002Farticles\u002Farchives\u002F2009\u002Fmar\u002F26\u002Fcapitalism-beyond-the-crisis\u002F)); John Nash ([http:\u002F\u002Fwww.ewp.rpi.edu\u002Fhartford\u002F~stoddj\u002FBE\u002FIntroGameT.htm](http:\u002F\u002Fwww.ewp.rpi.edu\u002Fhartford\u002F~stoddj\u002FBE\u002FIntroGameT.htm)).\n*   \\[vii\\] [http:\u002F\u002Fwww.rankingthebrands.com\u002FPDF\u002FRepTrak%20UK%202015,%20Reputation%2…](http:\u002F\u002Fwww.rankingthebrands.com\u002FPDF\u002FRepTrak%20UK%202015,%20Reputation%20Institute.pdf)\n*   \\[viii\\]Price Allocation Study by Houlihan Lokey  [http:\u002F\u002Fwww.hl.com\u002Fus\u002Fpress\u002Finsightsandideas\u002F4862.aspx](http:\u002F\u002Fwww.hl.com\u002Fus\u002Fpress\u002Finsightsandideas\u002F4862.aspx)\n*   \\[ix\\] [http:\u002F\u002Fwww.mediapost.com\u002Fpublications\u002Farticle\u002F170349\u002Fcompany-reputation…](http:\u002F\u002Fwww.mediapost.com\u002Fpublications\u002Farticle\u002F170349\u002Fcompany-reputation-translates-into-stock-value.html?edition=)\n*   \\[x\\] The Impact of Reputation on Market Value, Simon Cole  WORLD ECONOMICS• Vol. 13 • No. 3 •\n*   July–September 2012\n*   \\[xi\\] [http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF\\_EvolutionTrustBusinessDeliveryValues\\_r…](http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF_EvolutionTrustBusinessDeliveryValues_report_2015.pdf)\n*   \\[xii\\] [http:\u002F\u002Fwww.scribd.com\u002Fdoc\u002F121501475\u002FExecutive-Summary-2013-Edelman-Trus…](http:\u002F\u002Fwww.scribd.com\u002Fdoc\u002F121501475\u002FExecutive-Summary-2013-Edelman-Trust-Barometer)\n*   \\[xiii\\] [http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF\\_EvolutionTrustBusinessDeliveryValues\\_r…](http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF_EvolutionTrustBusinessDeliveryValues_report_2015.pdf)\n*   \\[xiv\\] [http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF\\_EvolutionTrustBusinessDeliveryValues\\_r…](http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF_EvolutionTrustBusinessDeliveryValues_report_2015.pdf)\n*   \\[xv\\] [http:\u002F\u002Fwww.slideshare.net\u002FEdelmanInsights\u002F2011-edelman-trust-barometer?…](http:\u002F\u002Fwww.slideshare.net\u002FEdelmanInsights\u002F2011-edelman-trust-barometer?related=1)  p 35\n*   \\[xvi\\] [http:\u002F\u002Fwww.pwc.com\u002Fgx\u002Fen\u002Fceo-survey\u002F2014\u002Fkey-findings\u002Fbuilding-trust.jh…](http:\u002F\u002Fwww.pwc.com\u002Fgx\u002Fen\u002Fceo-survey\u002F2014\u002Fkey-findings\u002Fbuilding-trust.jhtml)\n*   \\[xvii\\] [http:\u002F\u002Fwww.edelman.com\u002F2015-edelman-trust-barometer-2\u002Ftrust-and-innovat…](http:\u002F\u002Fwww.edelman.com\u002F2015-edelman-trust-barometer-2\u002Ftrust-and-innovation-edelman-trust-barometer\u002Fglobal-results\u002F)\n*   \\[xviii\\] [http:\u002F\u002Fwww.edelman.com\u002F2015-edelman-trust-barometer-2\u002Ftrust-and-innovat…](http:\u002F\u002Fwww.edelman.com\u002F2015-edelman-trust-barometer-2\u002Ftrust-and-innovation-edelman-trust-barometer\u002Fglobal-results\u002F)\n*   \\[xix\\] “Connecting Customer Experience to Revenue: A Sellers’ Compass™”. New Business Strategies, NBS Consulting Group, Inc., 2013, [http:\u002F\u002Fwww.newbizs.com\u002Fwp-content\u002Fuploads\u002F2013\u002F02\u002FNBSTSellersCompassWhi…](http:\u002F\u002Fwww.newbizs.com\u002Fwp-content\u002Fuploads\u002F2013\u002F02\u002FNBSTSellersCompassWhitePaper2013.pdf).\n*   \\[xx\\] [http:\u002F\u002Fwww.forbes.com\u002Fsites\u002Falexlawrence\u002F2012\u002F11\u002F01\u002Ffive-customer-reten…](http:\u002F\u002Fwww.forbes.com\u002Fsites\u002Falexlawrence\u002F2012\u002F11\u002F01\u002Ffive-customer-retention-tips-for-entrepreneurs\u002F)\n*   \\[xxi\\] [http:\u002F\u002Fsmallbusiness.chron.com\u002Fmaximizing-customer-satisfaction-maximiz…](http:\u002F\u002Fsmallbusiness.chron.com\u002Fmaximizing-customer-satisfaction-maximize-profitability-35724.html)\n*   \\[xxii\\] [http:\u002F\u002Fwww.netpromotersystem.com\u002Fabout\u002Fhow-is-nps-related-to-growth.aspx](http:\u002F\u002Fwww.netpromotersystem.com\u002Fabout\u002Fhow-is-nps-related-to-growth.aspx)\n*   \\[xxiii\\] [http:\u002F\u002Fwww.netpromotersystem.com\u002Fabout\u002Fbuilding-loyalty-at-b2b-companie…](http:\u002F\u002Fwww.netpromotersystem.com\u002Fabout\u002Fbuilding-loyalty-at-b2b-companies.aspx)\n*   \\[xxiv\\] “Connecting Customer Experience to Revenue: A Sellers’ Compass™”. New Business Strategies, NBS Consulting Group, Inc., 2013, [http:\u002F\u002Fwww.newbizs.com\u002Fwp-content\u002Fuploads\u002F2013\u002F02\u002FNBSTSellersCompassWhi…](http:\u002F\u002Fwww.newbizs.com\u002Fwp-content\u002Fuploads\u002F2013\u002F02\u002FNBSTSellersCompassWhitePaper2013.pdf).\n*   \\[xxv\\] [http:\u002F\u002Fwww.forbes.com\u002Fsites\u002Fkevinkruse\u002F2012\u002F06\u002F22\u002Femployee-engagement-w…](http:\u002F\u002Fwww.forbes.com\u002Fsites\u002Fkevinkruse\u002F2012\u002F06\u002F22\u002Femployee-engagement-what-and-why\u002F)\n*   \\[xxvi\\] [http:\u002F\u002Fwww.edelman.com\u002Finsights\u002Fintellectual-property\u002F2014-edelman-trus…](http:\u002F\u002Fwww.edelman.com\u002Finsights\u002Fintellectual-property\u002F2014-edelman-trust-barometer\u002Fabout-trust\u002Fglobal-results\u002F) p.36\n*   \\[xxvii\\] [http:\u002F\u002Fwww.incentivecentral.org\u002Fbusiness\\_motivation\u002Fwhitepapers\u002Fthe\\_eco…](http:\u002F\u002Fwww.incentivecentral.org\u002Fbusiness_motivation\u002Fwhitepapers\u002Fthe_economic_case_for_ppmm.2038.html)\n*   \\[xxviii\\] [http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF\\_EvolutionTrustBusinessDeliveryValues\\_r…](http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF_EvolutionTrustBusinessDeliveryValues_report_2015.pdf)\n*   \\[xxix\\] [http:\u002F\u002Fwww.gallup.com\u002Fbusinessjournal\u002F166667\u002Ffive-ways-improve-employee…](http:\u002F\u002Fwww.gallup.com\u002Fbusinessjournal\u002F166667\u002Ffive-ways-improve-employee-engagement.aspx)\n*   \\[xxx\\] Kodila-Tedika, Oasis, and Julius Agbor Agbor. “Does Trust Matter For Entrepreuneurship: Evidence From A Cross- Section Of Countries”. Munich Personal RePEc Archive, University of Kinshasa, Brookings Institution, Stellenbosch University, 29 October 2012, [http:\u002F\u002Fmpra.ub.uni-muenchen](http:\u002F\u002Fmpra.ub.uni-muenchen). de\u002F46306\u002F8\u002FMPRA\\_paper\\_46306.pdf.\n*   \\[xxxi\\] “GE Global Innovation Barometer”. Global Research Findings & Insights. GE, January 2013, [http:\u002F\u002Fwww.ge.com\u002Fsites\u002F](http:\u002F\u002Fwww.ge.com\u002Fsites\u002F) default\u002Ffiles\u002FInnovation\\_Overview.pdf.\n*   \\[xxxii\\] [http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF\\_EvolutionTrustBusinessDeliveryValues\\_r…](http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF_EvolutionTrustBusinessDeliveryValues_report_2015.pdf)\n*   \\[xxxiii\\] Helliwell, Huang and Putnam 2009  [http:\u002F\u002Ffaculty.arts.ubc.ca\u002Fjhelliwell\u002Fpapers\u002Fw14589.pdf](http:\u002F\u002Ffaculty.arts.ubc.ca\u002Fjhelliwell\u002Fpapers\u002Fw14589.pdf)\n*   \\[xxxiv\\] Hall, Alan. “I’m Outta Here! Why 2 Million Americans Quit Every Month (And 5 Steps to Turn the Epidemic Around)”. Forbes Magazine, 11 March 2013, [http:\u002F\u002Fwww.forbes.com\u002Fsites\u002Falanhall\u002F2013\u002F03\u002F11\u002Fim-outta-here-why-2-mil…](http:\u002F\u002Fwww.forbes.com\u002Fsites\u002Falanhall\u002F2013\u002F03\u002F11\u002Fim-outta-here-why-2-million-americans-quit-every-month-and-5-steps-to-turn-the-epidemic-around).\n*   \\[xxxv\\] Edmund, Larry. “A State of the Workplace from Gallup: What The Greatest Managers Do Differently.” 2014 HCI Employee Engagement Conference, July 2014.\n*   \\[xxxvi\\] While business ethics compliance is often regarded by businesses as a troublesome imposition of costly processes, a major incentive to incur these costs is the risk of legal action, for example, for violation of the American Foreign Corrupt Practices Act or the UK Bribery Act.  Prosecution can be enormously expensive, both financially and reputationally.  It should be noted, though, that compliance is “necessary but not sufficient”.  A World Economic Forum study describes the “compliance equals gaining trust” strategy as a common fallacy ([http:\u002F\u002Fwww.weforum.org\u002Freports\u002Fwhite-paper-decoding-complexity-trust-in…](http:\u002F\u002Fwww.weforum.org\u002Freports\u002Fwhite-paper-decoding-complexity-trust-industry-perspectives)).\n*   \\[xxxvii\\] A KPMG study finds that 83% of all mergers and acquisitions don’t meet their goals, and on average 50% of top executives leave the acquired company within the first year after the deal; 45% of Fortune 500 CFOs blamed post-M&A failure on “unexpected people problems” (Agenda. KPMG, April-May 2011, [http:\u002F\u002Fwww.kpmg.no\u002Farch\u002F\\_](http:\u002F\u002Fwww.kpmg.no\u002Farch\u002F_) img\u002F9808354.pdf).  Similar problems can damage a company’s ability to undertake major projects requiring cross-organizational cooperation.\n*   \\[xxxviii\\] A bank or investor will consider “character” as an important component of their funding and pricing decision.  An organization’s culture will heavily influence this evaluation.\n*   \\[xxxix\\] A low trust culture can often require expensive procedures to protect the company against perceived risk of loss from employees and customers.  A visitor to Kyrgyzstan describes buying a Snickers bar: guards stood by the shop door; the Snickers bar was protected behind a glass wall; a revolving tray under the glass wall ensured that candy and exact cash can be simultaneously exchanged – all creating costs that far exceeded the profit on a Snickers bar!  Costs incurred to protect against employee theft or to control employee time usage can also be quite high, in addition to discouraging employee engagement.\n*   \\[xl\\] [http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF\\_White\\_Paper\\_Decoding\\_Complexity\\_Trust\\_…](http:\u002F\u002Fwww3.weforum.org\u002Fdocs\u002FWEF_White_Paper_Decoding_Complexity_Trust_Industry_Perspectives.pdf)","2015-08-10",[14,15],"Collective Action","Private Sector","stakeholder-trust-a-business-case-272",[18,19],"Research","Insights",272,[14,15],[18,19],null,[25,14],"Main page",[],[],[29,49],{"id":30,"news_id":31,"authors_id":46},1316,{"id":5,"status":6,"user_created":32,"date_created":7,"user_updated":33,"date_updated":8,"title":9,"type":10,"body":11,"image":23,"date":12,"topic":34,"slug":16,"activity":35,"nid":20,"topics":36,"activities":37,"programme":23,"area":23,"websites":38,"translation_of":23,"language":23,"countries":39,"tags":40,"authors":41,"images":43,"translations":44,"content":45},"03bebfd8-0b40-4a2a-820d-b9d9c13b9de6","b0662e2a-864d-4888-a1b7-4342b7570b30",[14,15],[18,19],[14,15],[18,19],[25,14],[],[],[30,42],1317,[],[],[],{"id":47,"name":48,"position":23,"image":23},340,"Philip Nichols",{"id":42,"news_id":50,"authors_id":62},{"id":5,"status":6,"user_created":32,"date_created":7,"user_updated":33,"date_updated":8,"title":9,"type":10,"body":11,"image":23,"date":12,"topic":51,"slug":16,"activity":52,"nid":20,"topics":53,"activities":54,"programme":23,"area":23,"websites":55,"translation_of":23,"language":23,"countries":56,"tags":57,"authors":58,"images":59,"translations":60,"content":61},[14,15],[18,19],[14,15],[18,19],[25,14],[],[],[30,42],[],[],[],{"id":63,"name":64,"position":23,"image":23},341,"Patricia Dowden",[],[],[],[69,92,124,145,168,191,211,236,260,290],{"id":70,"body":71,"status":6,"type":72,"date":73,"slug":74,"title":75,"image":76,"countries":77,"topic":78,"activity":79,"tags":81,"nid":82,"topics":83,"activities":84,"authors":85,"images":86,"websites":23,"area":23,"programme":23,"language":87,"translations":88,"translation_of":23,"user_created":32,"date_created":89,"user_updated":23,"date_updated":23,"content":90,"link":91},10616,"From grassroots transparency tools to global business integrity networks, this year’s finalists for the [International Collective Action Awards](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fawards) show the breadth, creativity and growing impact of Collective Action around the world.\n\nPublic voting is now open and everyone is invited to help choose the winners.\n\nThe Awards recognise organisations advancing business integrity through Collective Action – bringing together businesses, governments, civil society and other stakeholders to tackle corruption and strengthen fairer, more transparent markets. The winners will be announced during the [6th International Collective Action Conference](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fevents\u002Ficac-2026) in Basel, Switzerland, on 9–10 June 2026.\n\nPresented by the Basel Institute on Governance since 2022, the Awards celebrate initiatives that demonstrate how Collective Action can deliver practical solutions to shared integrity challenges across sectors and regions.\n\n### A diverse field of finalists\n\nThis year’s finalists reflect the growing diversity of Collective Action initiatives worldwide. They range from long-running international integrity networks supporting small businesses, to innovative digital tools improving transparency in public infrastructure, to emerging platforms creating new opportunities for business engagement in global anti-corruption policymaking.\n\nThe shortlisted initiatives also highlight the geographical reach of Collective Action efforts today, with finalists working across Africa, Latin America, Europe and global multilateral platforms.\n\nAn international jury selected the finalists from a strong field of nominations representing a wide variety of sectors, approaches and partnerships.\n\n### Gretta Fenner Outstanding Achievement in Collective Action\n\nThis category is named in honour of the Basel Institute’s late Managing Director, [Gretta Fenner](https:\u002F\u002Fgretta.baselgovernance.org\u002F). It recognises organisations that have made a sustained and significant contribution to advancing Collective Action and promoting business integrity over time.\n\nThe 2026 finalists are:\n\n*   Alliance for Integrity – a global multi-stakeholder initiative that has built integrity networks across 16 countries and supported hundreds of trainers and companies in strengthening compliance and anti-corruption practices, particularly among SMEs.\n*   Anti-Corruption Collective Action Impact Centre – hosted by the International Anti-Corruption Academy (IACA), the Centre supports locally led anti-corruption initiatives worldwide through mentorship, training and practical implementation support.\n*   Integridad Corporativa 500 (IC500) – a Mexican transparency benchmark initiative that evaluates the anti-corruption policies and governance practices of the country’s 500 largest companies, helping drive measurable improvements in corporate transparency.\n\n### Collective Action Inspirational Newcomer\n\nThe Inspirational Newcomer category recognises initiatives active for fewer than two years that have already shown strong promise and early impact.\n\nThis year’s finalists are:\n\n*   COSP Private Sector Platform – launched by the United Nations Global Compact and UNODC to create new opportunities for private sector participation in global anti-corruption policymaking linked to the UN Convention against Corruption.\n*   CoST Malawi Infrastructure Transparency Initiative: Red Flags Algorithm – an innovative digital tool that uses data analysis to identify potential corruption and procurement risks in public infrastructure projects in Malawi.\n*   TRIPODE: Collective Action for Business Integrity and SME Inclusion in Mexico – a joint initiative helping companies, especially SMEs, navigate integrity expectations through practical guidance, peer learning and public-private dialogue.\n\nAlthough very different in focus, the finalists all demonstrate the value of collaborative approaches in addressing complex integrity challenges – whether through technology, policy engagement or hands-on support for businesses.\n\n### An international jury with deep expertise\n\nThe finalists were pre-selected by an international jury bringing together expertise from governance, anti-corruption, journalism, international law and public policy.\n\nThe jury included Nathalie Delapalme, CEO of the Mo Ibrahim Foundation, Nicola Bonucci, former OECD Director of Legal Affairs and Basel Institute Board member, Rhoda Weeks-Brown, former General Counsel of the IMF, and award-winning investigative journalist Sheila S. Coronel of Columbia Journalism School.\n\nTheir collective experience spans anti-corruption policy, rule of law, investigative journalism, international governance and responsible business conduct, reflecting the multidisciplinary nature of Collective Action itself.\n\n### Cast your vote\n\nPublic voting is open until 2 June 2026.\n\nVisit the [Awards page on the B20 Collective Action Hub](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fawards) to learn more about the finalists and cast your vote in each category.\n\nThe Collective Action Awards are supported by the Siemens Integrity Initiative.","News","2026-05-20","cast-your-vote-in-the-2026-collective-action-awards-2969","Cast your vote in the 2026 Collective Action Awards","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002Fa69747f0-c2e6-48f5-8e19-4e059e545b2f?width=1000&height=650&format=webp&quality=80",[],[14,15],[80],"",[],2969,[14,15],[],[],[],"English",[],"2026-06-04T21:13:46.000Z",[],"\u002Fresources\u002Fnews\u002Fcast-your-vote-in-the-2026-collective-action-awards-2969",{"id":93,"body":94,"status":6,"type":10,"date":95,"slug":96,"title":97,"image":98,"countries":99,"topic":100,"activity":101,"tags":102,"nid":114,"topics":115,"activities":116,"authors":117,"images":118,"websites":23,"area":23,"programme":23,"language":87,"translations":119,"translation_of":23,"user_created":32,"date_created":120,"user_updated":33,"date_updated":121,"content":122,"link":123},10621,"In this article, Celia Lourens examines the role of cross-sectoral trust for a functional business environment. Collective Action, she argues, can be an approach to overcoming trust deficits between relevant stakeholders. Celia Lourens supports the organisation of our 6th International Collective Action Conference.\n\nAt its core, anti-corruption Collective Action is about tackling corruption challenges together, rather than alone. Collective Action is primarily driven by businesses, often in collaboration with government representatives and civil society, to address a shared challenge and attain a common objective.\n\nBuilding trust is one critical element of Collective Action efforts, as it requires a genuine and sustained willingness from all involved stakeholders to collaborate.\n\n### Trust across sectors: the foundation of effective markets\n\nMarkets depend on trust – not only between businesses and their customers or employees and their organisational leadership, but between the institutions that shape the business environment:\n\n*   Business relies on regulatory bodies to create fair and predictable markets.\n*   Governments depend on businesses to act with integrity, beyond merely meeting compliance requirements.\n*   Civil society holds both public and private sectors accountable whilst advancing transparency and public confidence.\n\nWhere these relationships are founded in trust, business ecosystems function more effectively and markets remain stable.\n\nYet, cross-sector trust is increasingly under strain. Geopolitical volatility, tightening regulations and elevated complexity within supply chains are creating distance between the very actors who need to collaborate.\n\n### The cost of low-trust systems\n\nWhen trust between the private sector, government and civil society breaks down, the consequences are immediate: slower transactions, higher compliance costs and due diligence burdens, duplicated oversight and heightened reputational risk. Oversight becomes adversarial, compliance turns reactive and businesses invest more time managing risks than creating value.\n\nIn an era of heightened competitiveness, trust across sectors becomes the most valuable currency. Where it is systemically weak, a vicious cycle takes hold: low trust demands heightened scrutiny and more controls, which in turn erode trust further. Government enforcement of standards becomes inconsistent and civil society turns sceptical rather than being a partner.\n\nBreaking this cycle requires a different approach – one built on shared commitment, sustained engagement and coordinated action. This is where Collective Action comes into play.\n\n### Collective Action as a trust-building mechanism\n\nIn practice, Collective Action enables organisations to jointly raise integrity standards across industries, develop sector-specific norms and tackle systemic risks such as bribery and unethical conduct. Its ultimate objective – and the key incentive to participate in Collective Action initiatives – is to create fairer, more transparent markets where companies can compete on equal terms.\n\nBut beyond its role as an anti-corruption approach, Collective Action also serves as a powerful trust-building mechanism. In a low-trust environment, individual organisations acting ethically on their own can find themselves at a disadvantage. Collective Action changes this dynamic. Shared commitments level the playing field, the involvement of multiple stakeholders builds credibility and joint accountability mechanisms increase transparency.\n\nOver time, this collaborative approach fosters trust where it is hardest to achieve – between actors with different roles, responsibilities and pressures. The result is a shift in systemic behaviour that lowers the cost of doing business and drives a more predictable business environment.\n\n### From compliance to competitive advantage\n\nToo often, doing business with integrity is treated as a compliance obligation rather than a source of competitive advantage. Yet, in high-trust business environments, stronger partnerships and faster decision-making enable organisations to withstand disruptions. Organisations invested in building trust across their business ecosystem are better positioned to navigate complexity and sustain long-term value.\n\nCollective Action supports this shift by helping to shape markets that reward integrity, moving beyond a risk mitigation exercise.\n\n### Building trust in practice\n\nThis is exactly the focus of the [6th International Collective Action Conference](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fevents\u002Ficac-2026), taking place on 9–10 June 2026 in Basel, Switzerland.\n\nBringing together leaders from business, government and civil society, the conference is designed as a space not just for dialogue, but for practical exchange. It showcases how Collective Action initiatives are being implemented across sectors, what makes them effective and how they can be adapted to different contexts.\n\nThe conference reflects a core conviction: trust across sectors does not happen by default but must be actively built. Organisations that commit to building trust together, as a collective, will not only manage risks more effectively, but help shape a new competitive advantage rooted in integrity.\n\n### Learn more\n\n*   [6th International Collective Action Conference 2026](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fevents\u002Ficac-2026)\n*   [B20 Collective Action Hub](https:\u002F\u002Fcollective-action.com)\n*   Working Paper 56: [Anti-corruption Collective Action: A typology for a new era](https:\u002F\u002Fcollective-action.com\u002Fexplore\u002Fpublications\u002F2397)\n*   Book: [Collective Action in practice: a game-changer for business integrity](https:\u002F\u002Fcollective-action.com\u002Fexplore\u002Fpublications\u002F2407)","2026-04-20","building-trust-how-collective-action-strengthens-business-ecosystems-2959","Building trust: how Collective Action strengthens business ecosystems","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002Fc470512d-6eaf-404e-86ec-545ebd052655?width=1000&height=650&format=webp&quality=80",[],[14,15],[19],[103,106,110],{"tags_id":104},{"id":105,"name":14},909,{"tags_id":107},{"id":108,"name":109},830,"Business integrity",{"tags_id":111},{"id":112,"name":113},982,"Anti-corruption",2959,[14,15],[19],[],[],[],"2026-06-04T21:13:50.000Z","2026-06-05T10:40:20.000Z",[],"\u002Fresources\u002Fnews\u002Fbuilding-trust-how-collective-action-strengthens-business-ecosystems-2959",{"id":125,"body":126,"status":6,"type":72,"date":127,"slug":128,"title":129,"image":130,"countries":131,"topic":132,"activity":133,"tags":135,"nid":136,"topics":137,"activities":138,"authors":139,"images":140,"websites":23,"area":23,"programme":23,"language":87,"translations":141,"translation_of":23,"user_created":32,"date_created":142,"user_updated":23,"date_updated":23,"content":143,"link":144},10610,"Nominations are now open for the [International Anti-Corruption Collective Action Awards 2026](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fawards\u002F), recognising organisations and initiatives that demonstrate leadership, impact and innovation in advancing Collective Action to prevent corruption and strengthen business integrity.\n\nThe awards will be presented at the [International Collective Action Conference 2026](https:\u002F\u002Fbaselgovernance.org\u002Fnews\u002Fregistration-open-6th-international-collective-action-conference), taking place on 9–10 June 2026 in Basel, Switzerland.\n\nOrganisations and initiatives can submit their nomination for two award categories:\n\n*   Gretta Fenner Outstanding Achievement in Collective Action 2026 – acknowledging significant contributions towards fairer market conditions and the prevention of corruption through engagement in Collective Action.\n*   Collective Action Inspirational Newcomer 2026 – showcase accomplishments of initiatives that have been active in the field of anti-corruption Collective Action for less than two years.\n\nNomination are open until 27 March 2026.\n\nThe anti-corruption Collective Action Awards are non-monetary and will only be granted to organisations, not individuals. \n\n### Selection process\n\nEligible nominations will be reviewed by an international jury of experts. The three highest-scoring initiatives in each category will be shortlisted as finalists. Winners will then be determined through a combined vote of the jury and the public, with each jury member and the public vote carrying equal weight.\n\nPublic voting will take place online and will be anonymous. \n\n#### Jury members\n\nThe 2026 jury includes:\n\n*   Nathalie Delapalme, Chief Executive Officer of the Mo Ibrahim Foundation\n*   Nicola Bonucci, Board Member of the Basel Institute on Governance and former Director for Legal Affairs at the OECD\n*   Rhoda Weeks-Brown, Founder and CEO of Cape Palmas Global Advisors LLC and former General Counsel of the IMF\n\nThe awards are presented with the support of the [Siemens Integrity Initiative](https:\u002F\u002Fbaselgovernance.org\u002Fnews\u002Fbasel-institute-awarded-new-siemens-integrity-initiative-evolve-funding-advance-global).\n\n### Learn more\n\n*   For more information on the eligibility criteria, the selection process and the public vote, see our [award methodology](https:\u002F\u002Fb20-dev.baselgovernance.org\u002Fapi\u002Fassets\u002Fa54d560f-0d11-439a-ac88-8bf89a6a2120).\n*   Learn more on the [B20 Collective Action Hub](https:\u002F\u002Fcollective-action.com\u002F), the Basel Institute's platform for knowledge and engagement on anti-corruption Collective Action.","2026-03-04","international-collective-action-awards-2026-nominations-open-2941","International Collective Action Awards 2026: nominations open","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002F7d9267b4-5c9c-4c0d-81a2-a1ca5c34eaa9?width=1000&height=650&format=webp&quality=80",[],[14,15],[134],"Events",[],2941,[14,15],[134],[],[],[],"2026-04-15T22:45:21.000Z",[],"\u002Fresources\u002Fnews\u002Finternational-collective-action-awards-2026-nominations-open-2941",{"id":146,"body":147,"status":6,"type":10,"date":148,"slug":149,"title":150,"image":151,"countries":152,"topic":154,"activity":155,"tags":156,"nid":157,"topics":158,"activities":159,"authors":160,"images":161,"websites":23,"area":23,"programme":23,"language":87,"translations":162,"translation_of":23,"user_created":32,"date_created":163,"user_updated":164,"date_updated":165,"content":166,"link":167},10599,"Women can play a crucial role in the fight against corruption. This is the conviction that underpins the work of [SPAK Indonesia](http:\u002F\u002Fwww.spakindonesia.org\u002F), the organisation awarded Outstanding Achievement in Collective Action at the [International Collective Action Awards 2025](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fevents\u002Fawards-2025\u002Fawards).\n\nBut why women, specifically? Because of their central role in transmitting moral and ethical values within their families and communities, shaping society from the inside.\n\nOriginated from the SPAK movement (\"I am a Woman Against Corruption\"), SPAK Indonesia has, for over a decade, systematised and built anti-corruption ecosystems through a network of “agents”: women from diverse backgrounds who promote integrity values across different private and public contexts.\n\nThe Outstanding Achievement in Collective Action award they received is a well-deserved recognition of their leadership, impact and innovation in corruption.\n\nIn this interview, Maria Kresentia, Director of SPAK Indonesia, reflects on how the organisation operates, the challenges it has encountered and the strategies that have enabled it to sustain this work. \n\n### SPAK is known for empowering women and communities to fight corruption through education and everyday actions. Can you briefly explain how your approach works in practice and what makes it effective?\n\nCorruption is often viewed as something distant from oneself, as many people still believe that corruption is committed only by government officials. Addressing corruption is also often considered solely the responsibility of law enforcement authorities. SPAK takes a different approach by demonstrating that violations of moral and ethical values that become habitual are the starting point of larger corrupt practices.\n\nTherefore, corruption becomes everyone’s concern, and its prevention can begin with each individual through the implementation of anti-corruption values in everyday life.\n\nWomen play a strategic role in promoting integrity and ethical behaviour. As primary caregivers, they are often the first to introduce moral and ethical values to the next generation. \n\nIn the Indonesian context, women also benefit from strong social participation and community access. These factors enable women to serve as effective agents in disseminating anti-corruption values at both household and community levels.\n\nTo facilitate this role, SPAK has developed anti-corruption learning tools in the form of board games designed for different age groups. This approach has proven effective in fostering behavioural change through women-led corruption prevention initiatives.\n\n### Your work relies strongly on collaboration between citizens, schools, civil society and public institutions. Why is Collective Action so important for fighting corruption in Indonesia?\n\nAll Indonesian citizens have a responsibility to combat corruption. Under the SPAK approach, awareness of moral and ethical values as the foundation of anti-corruption principles must be instilled in everyone, regardless of rank or authority.\n\nWhile law enforcement remains important, building a society that is committed to anti-corruption values is equally critical to prevention efforts. This can only be achieved through coordinated actions among institutions and communities.\n\n### Looking back over the past years, what has been one of the biggest challenges SPAK has faced in building and maintaining this movement, and how did you overcome it?\n\nOne of the challenges is that prevention-oriented anti-corruption initiatives that centre on moral and ethical values are often underestimated and considered insufficiently newsworthy, causing stories of positive behavioural change to be overlooked by the media.\n\nOn the other hand, coverage of corrupt officials being arrested is generally viewed as more compelling than stories of teachers in remote elementary schools who refuse gifts from students in order to uphold the principle of fairness.\n\nTo address this challenge, SPAK consistently involves the media in its programmes, encouraging coverage that highlights how the application of anti-corruption values leads to meaningful change.\n\nSecuring funding support also remains challenging, as many institutions seek quick and measurable results. In response, SPAK proactively fosters collaboration with ministries, government bodies, local governments, the private sector and educational institutions to advance integrity-building efforts that are vital to strengthening Indonesia’s human capital.\n\nFinally, mobilising young people to take part in corruption prevention efforts, starting with the cultivation of anti-corruption values, is challenging, as youth are often more interested in dramatic and confrontational actions such as demonstrations that may lead to violence.\n\nTo channel this energy constructively, SPAK facilitates online, inter-campus discussions on up-to-date issues, inviting respected and influential speakers.\n\nBy embedding anti-corruption values within these discussions, SPAK successfully engages students in meaningful dialogue while strengthening their understanding of integrity as a key solution to corruption.\n\n### What does winning the Outstanding Achievement in Collective Action Award mean for SPAK Indonesia and the women in your network who have been working on anti-corruption for over a decade?\n\nReceiving this award is evidence that Indonesian women – regardless of their educational background or profession – are capable of building networks to drive change in the context of combating corruption.\n\nAfter receiving this international recognition, what are SPAK’s main priorities for the next phase of your work, and how do you hope the award will support your future plans?\n\nSPAK will remain committed to promoting anti-corruption values, which we consider essential in the fight against corruption in Indonesia. We seek to inspire more role models across government, private and educational institutions who are willing to lead change.\n\nThe awards we have received have strengthened our confidence that collaboration is the best way to build and expand an anti-corruption movement in society.\n\nThank you, Maria Kresentia for this enlightening conversation!\n\n### About the International Collective Action Awards\n\nThe International Collective Action Awards are awarded every year and acknowledge initiatives that showcase outstanding results, emerging best practices and innovation in the field of Collective Action to tackle corruption and raise standards of business integrity.\n\nThe Basel Institute on Governance, supported by an international jury of experts and a public vote, will present two Collective Action Awards at [6th International Collective Action Conference 2026](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fevents\u002Ficac-2026).\n\n*   Outstanding Achievement in Collective Action: This award recognises organisations or initiatives that have made a significant contribution to fairer market conditions and the prevention of corruption through sustained and effective engagement in Collective Action.\n*   Collective Action Inspirational Newcomer: This award recognises organisations or initiatives that have been active in the field of Collective Action for less than two years and have shown strong potential to inspire others through their approach and early impact.\n\nNominations for the 2026 Awards are opened. For more information on the eligibility criteria, the selection process and the public vote, read the [award methodology](https:\u002F\u002Fb20-dev.baselgovernance.org\u002Fapi\u002Fassets\u002Fa54d560f-0d11-439a-ac88-8bf89a6a2120) or visit the [Collective Action website](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fawards). The awards are presented with the support of the [Siemens Integrity Initiative](https:\u002F\u002Fwww.siemens.com\u002Fglobal\u002Fen\u002Fcompany\u002Fabout\u002Fcompliance\u002Fcollective-action.html#SiemensIntegrityInitiativePuttingCollectiveActionintopractice).","2026-02-27","the-power-of-women-as-agents-of-anti-corruption-qampa-with-spak-indonesia-2928","The power of women as agents of anti-corruption: Q&A with SPAK Indonesia","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002F34519ca2-407d-4b49-90a0-88970e8636d7?width=1000&height=650&format=webp&quality=80",[153],7803,[14],[80],[],2928,[14],[],[],[],[],"2026-02-27T15:07:16.000Z","3d9ff205-1640-4f34-b5b6-86977f51bbd6","2026-04-15T22:28:53.000Z",[],"\u002Fresources\u002Fnews\u002Fthe-power-of-women-as-agents-of-anti-corruption-qampa-with-spak-indonesia-2928",{"id":169,"body":170,"status":6,"type":72,"date":171,"slug":172,"title":173,"image":174,"countries":175,"topic":177,"activity":178,"tags":180,"nid":181,"topics":182,"activities":183,"authors":184,"images":185,"websites":23,"area":23,"programme":23,"language":87,"translations":186,"translation_of":23,"user_created":32,"date_created":187,"user_updated":32,"date_updated":188,"content":189,"link":190},10601,"The only international anti-corruption Collective Action Conference is back!\n\nAre you working on corruption prevention in the private sector, government, civil society or academia?\n\nThen join us for the sixth edition of this biannual landmark event on 9–10 June in Basel, Switzerland.\n\nOver one and a half days of expert sessions, fireside chats and networking, we’ll bring together practitioners from around the world to build and strengthen communities of practice in Collective Action.\n\nThis edition will focus on concrete measures to make markets fairer and more transparent – with a strong hands-on approach:\n\n*   What does Collective Action look like in practice, and what makes it work?\n*   How can a multi-stakeholder approach help organisations respond more effectively to global business challenges?\n\nThe 6th International Collective Action Conference is supported by the Siemens Integrity Initiative. Participation is free of charge, but places are limited and subject to approval. \n\nLearn more on the [official event page on the B20 Collective Action Hub](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fevents\u002Ficac-2026) and [submit your registration request here](https:\u002F\u002Fdocs.google.com\u002Fforms\u002Fd\u002Fe\u002F1FAIpQLSeoO9mw-xZxNATMMIIr7vPqUqBPEWuOXW-AT2t3WXiYYMysaw\u002Fviewform).\n\n### Sponsorship opportunities\n\nWe are seeking a limited number of sponsors to support the conference and help advance practical, multi-stakeholder approaches to business integrity and anti-corruption. [See more information on sponsorship options and benefits](https:\u002F\u002Fb20-dev.baselgovernance.org\u002Fapi\u002Fassets\u002Fb9939e69-4813-4b44-903e-2ab705068d45) and don't hesitate to get in touch.","2026-02-16","registration-open-6th-international-collective-action-conference-2933","Registration open: 6th International Collective Action Conference","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002F40e65081-b8a4-44f9-b6d1-b16f6a5083be?width=1000&height=650&format=webp&quality=80",[176],7804,[14,15],[134,179],"Partnerships",[],2933,[14,15],[134,179],[],[],[],"2026-02-27T15:07:17.000Z","2026-02-27T15:07:18.000Z",[],"\u002Fresources\u002Fnews\u002Fregistration-open-6th-international-collective-action-conference-2933",{"id":192,"body":193,"status":6,"type":72,"date":194,"slug":195,"title":196,"image":197,"countries":198,"topic":199,"activity":200,"tags":201,"nid":202,"topics":203,"activities":204,"authors":205,"images":206,"websites":23,"area":23,"programme":23,"language":87,"translations":207,"translation_of":23,"user_created":32,"date_created":208,"user_updated":23,"date_updated":23,"content":209,"link":210},10593,"We are pleased to announce that the Basel Institute on Governance has received funding through the [Siemens Integrity Initiative](https:\u002F\u002Fwww.siemens.com\u002Fintegrity-initiative)’s Evolve Funding Round. This fresh support will help launch the new global project \"Unlocking the Potential of Collective Action\".\n\nThis new funding marks the next chapter in a partnership that began in 2009 and has played a decisive role in shaping today’s global Collective Action landscape for more than 15 years.\n\n### Unlocking the potential of Collective Action\n\nThrough this three-year initiative, the Basel Institute will work with partners across ASEAN (Association of Southeast Asian Nations) and South Africa to strengthen [Collective Action](https:\u002F\u002Fcollective-action.com\u002F) as a practical tool to prevent corruption.\n\nThe project combines tailored mentoring, technical assistance and peer learning with an embedded train-the-trainer approach. By empowering local champions to design and drive initiatives that respond to evolving risks and sector-specific challenges, the project aims to ensure that Collective Action remains resilient over time.\n\nBeyond capacity building, the initiative seeks to further embed Collective Action as a recognised global norm. By engaging a critical mass of public- and private-sector stakeholders, it will help transform high-level commitments into meaningful collaboration that strengthens integrity and levels the playing field.\n\nWe are deeply grateful to Siemens for their continued partnership and support through the Evolve round. Together, we look forward to reinforcing Collective Action as an impactful, long-term approach to creating fairer markets.\n\n### About the Siemens Integrity Initiative\n\nThe Siemens Integrity Initiative is a global programme that promotes fair competition and fights corruption by supporting Collective Action and education & training projects worldwide. Since 2009, it has funded 85 projects in more than 50 countries, helping strengthen legal and policy frameworks, build trust among stakeholders, and create level playing fields in high-risk markets.\n\nThrough its new Evolve Funding Round, the Initiative continues to expand this impact by investing in long-term, collaborative efforts that equip leaders and institutions to prevent corruption and drive sustainable ethical change.\n\n### Learn more\n\n*   Discover more about the Siemens Integrity Initiative, its global portfolio and the new Evolve funding round on their [official website](https:\u002F\u002Fwww.siemens.com\u002Fintegrity-initiative).\n*   To explore tools, case studies and resources on Collective Action, visit the Basel Institute’s dedicated global platform, the [Collective Action Hub](https:\u002F\u002Fcollective-action.com\u002F).","2025-12-11","basel-institute-awarded-new-siemens-integrity-initiative-evolve-funding-to-advance-global-collective-action-2884","Basel Institute awarded new Siemens Integrity Initiative Evolve funding to advance global Collective Action","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002F0307e41d-b638-4c77-84f1-c7abcd462d72?width=1000&height=650&format=webp&quality=80",[],[14,15],[179],[],2884,[14,15],[179],[],[],[],"2025-12-11T11:01:41.000Z",[],"\u002Fresources\u002Fnews\u002Fbasel-institute-awarded-new-siemens-integrity-initiative-evolve-funding-to-advance-global-collective-action-2884",{"id":212,"body":213,"status":6,"type":72,"date":214,"slug":215,"title":216,"image":217,"countries":218,"topic":221,"activity":223,"tags":224,"nid":225,"topics":226,"activities":227,"authors":228,"images":229,"websites":23,"area":23,"programme":23,"language":87,"translations":230,"translation_of":23,"user_created":32,"date_created":231,"user_updated":232,"date_updated":233,"content":234,"link":235},10574,"We are delighted to announce a new grant that will enable the Basel Institute on Governance to continue and expand its support to Ukraine on integrity and accountability.\n\nThrough the Government of Norway's [Nansen Support Programme for Ukraine](https:\u002F\u002Fwww.norad.no\u002Fen\u002Fthematic-areas\u002Fhumanitarian-assistance-and-comprehensive-response-and-the-nansen-programme-for-ukraine\u002Fthe-nansen-support-programme-for-ukraine\u002Fthe-nansen-support-programme-for-ukraine\u002Fhow-norad-fights-corruption-in-ukraine\u002F), the Basel Institute will work from 2025 to 2028 to promote transparency and accountability in three strategically vital sectors:\n\n*   Natural resources: Tackling corruption risks in forestry and the critical minerals sector, building on our long-standing work to combat [corruption in Ukraine’s forestry industry](https:\u002F\u002Fbaselgovernance.org\u002Fpublications\u002Fdeepdive1-ukraine) and the expertise of our wider [Green Corruption programme](https:\u002F\u002Fbaselgovernance.org\u002Fgreen-corruption).\n*   Energy: Supporting transparency and accountability in energy-related enterprises. In the first year, this will begin with our collaboration with the Gas Transmission System Operator of Ukraine (Gas TSO), a vital state-owned enterprise with which we recently [signed a Memorandum of Understanding](https:\u002F\u002Fwww.facebook.com\u002Fgas.tso.ua\u002Fphotos\u002F%D0%BE%D0%BF%D0%B5%D1%80%D0%B0%D1%82%D0%BE%D1%80-%D0%B3%D1%82%D1%81-%D1%83%D0%BA%D1%80%D0%B0%D1%97%D0%BD%D0%B8-%D1%80%D0%BE%D0%B7%D0%BF%D0%BE%D1%87%D0%B0%D0%B2-%D1%81%D0%BF%D1%96%D0%B2%D0%BF%D1%80%D0%B0%D1%86%D1%8E-%D0%B7-%D0%B1%D0%B0%D0%B7%D0%B5%D0%BB%D1%8C%D1%81%D1%8C%D0%BA%D0%B8%D0%BC-%D1%96%D0%BD%D1%81%D1%82%D0%B8%D1%82%D1%83%D1%82%D0%BE%D0%BC-%D1%83%D0%BF%D1%80%D0%B0%D0%B2%D0%BB%D1%96%D0%BD%D0%BD%D1%8F-%D0%BE%D0%BF%D0%B5%D1%80\u002F1414177947376981\u002F) to establish a comprehensive anti-corruption compliance system.\n*   Defence industries: Strengthening compliance and integrity systems in defence manufacturers as they produce vital materiel for Ukraine’s defence and integrate with Europe’s broader security architecture. This builds on our ongoing partnership with [Ukraine Defense Industries](https:\u002F\u002Fukroboronprom.com.ua\u002Fen\u002Fupravlinnya-ta-komplajens\u002Fat-uop-i-bazelskii-institut-upravlinnya-proveli-persu-zustric-v-ramkax-spivpraci-shhodo-posilennya-vnutrisnix-komplajens-spromoznosteiopk) (UkrOboronProm or UOP).\n\n### Strengthening integrity where it matters most\n\nThis programme is significant because natural resources, energy and defence are at the heart of Ukraine’s resilience and recovery. They are essential for the country’s security, economic stability and EU integration – yet also among the most vulnerable to corruption.\n\nWeak governance in these sectors risks undermining resilience, slowing reconstruction and eroding donor confidence.\n\nThe Government of Norway [recognises](https:\u002F\u002Fwww.norad.no\u002Fen\u002Fthematic-areas\u002Fhumanitarian-assistance-and-comprehensive-response-and-the-nansen-programme-for-ukraine\u002Fthe-nansen-support-programme-for-ukraine\u002Fthe-nansen-support-programme-for-ukraine\u002Fhow-norad-fights-corruption-in-ukraine\u002F) that “combating corruption and building strong institutions are central” to achieving the goals of its comprehensive Nansen Support Programme, which aims to “help secure a safe, free and independent Ukraine, strengthen vital state functions and reduce human suffering”. Like the Basel Institute, our partners in Norway acknowledge Ukraine’s progress in tackling corruption and the strong commitment of Ukrainian civil society and the public to building robust anti-corruption institutions.\n\n### Sustaining Ukraine’s path to resilience\n\nJorun Nossum, Director of Norad’s Department for the Nansen Support Programme, said:\n\n> We are very pleased to be able to continue our partnership with Basel Institute on Governance in working to prevent corruption in sectors central to Ukraine’s resistance and reforms.\n\nJuhani Grossmann, who leads the Basel Institute’s work in Ukraine and the opening of our new office in Kyiv, commented:\n\n> The support of Norway allows us to boost our integrity-building partnerships in Ukraine for the long term at a time when reliability is especially crucial. The three priority areas have been carefully selected to reflect both Ukraine's immediate needs and the desire for a sustainable recovery.\n> \n> Our natural resource partnerships will seek to ensure Ukraine’s people derive the maximum benefit from its environment and natural resources. Our energy partnerships will help build trustworthy energy partners as Ukraine integrates into European energy markets. Our defence partnerships are designed to enable Ukraine’s manufacturers to reap the full benefits for Ukraine’s security from their technical prowess.\n> \n> Enhanced and more compliant corporate structures will unlock Ukraine’s full potential to contribute to Europe’s emerging security infrastructure.\n\n### A decade of partnership with Ukraine\n\nAs featured in the [Basel Institute’s Annual Report 2024](https:\u002F\u002Fbaselgovernance.org\u002Far2024), we have been engaged in Ukraine for over a decade, supporting both corruption prevention and enforcement.\n\nOn the prevention side, our work since 2013 has included Collective Action and compliance initiatives in government permitting and corporate governance. We have also advised on the establishment of the Business Ombudsman, provided guidance to the Ukrainian Road Authority and supported independent commissions tasked with recruiting leaders of Ukraine’s anti-corruption institutions.\n\nFollowing the full-scale invasion in 2022, we significantly expanded our anti-corruption support, recognising it as both a contribution to Ukraine’s long-term European integration and to its short-term wartime resilience.\n\nWith significant funding from Switzerland and contributions from the European Bank for Reconstruction and Development and NEFCO, we have helped Ukrainian authorities and state-owned enterprises ensure the integrity of the wartime economy and reconstruction efforts. Priority areas have included restoration, transport and natural resources.","2025-10-20","strengthening-integrity-in-ukraines-natural-resources-energy-and-defence-sectors-with-norways-support-2857","Strengthening integrity in Ukraine’s natural resources, energy and defence sectors with Norway’s support","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002Fc22c8770-c1ad-4fd3-8af1-7174cdbe6b0b?width=1000&height=650&format=webp&quality=80",[219,220],7797,7798,[222,15],"Green Corruption",[179],[],2857,[222,15],[179],[],[],[],"2025-10-20T16:01:43.000Z","dfef11db-1bc6-47e9-a61d-93443995484b","2026-05-08T21:11:16.000Z",[],"\u002Fresources\u002Fnews\u002Fstrengthening-integrity-in-ukraines-natural-resources-energy-and-defence-sectors-with-norways-support-2857",{"id":237,"body":238,"status":6,"type":10,"date":239,"slug":240,"title":241,"image":242,"countries":243,"topic":244,"activity":245,"tags":246,"nid":247,"topics":248,"activities":249,"authors":250,"images":254,"websites":23,"area":23,"programme":23,"language":87,"translations":255,"translation_of":23,"user_created":32,"date_created":256,"user_updated":32,"date_updated":257,"content":258,"link":259},10571,"Around the world, businesses, civil society and governments are working together in initiatives to address corruption risks that no single actor can resolve on their own. \n\nInitiatives might be set up to reduce bribe demands in ports, for example, or harmonise compliance frameworks in the metals technology industry, or help small businesses in Thailand enhance their anti-corruption credentials and thereby improve their business prospects. We have recorded more than 300 such initiatives in the database of our B20 Collective Action Hub from across the world and in multiple industries.\n\nSo it is clear that Collective Action – as an umbrella term for these diverse multi-stakeholder initiatives – is now firmly established as part of the anti-corruption landscape. \n\nYet this very diversity poses a challenge. Initiatives come in many forms, pursue different goals and operate in widely varying political and institutional settings. That makes it difficult to draw meaningful comparisons or to understand, in a systematic way, what works best in which circumstances.\n\nAs part of the Basel Institute’s decades-long efforts to advance anti-corruption Collective Action, this challenge became the starting point for a multi-year project. The project, funded by the Siemens Integrity Initiative, set out to strengthen the evidence base for Collective Action. \n\nWe wanted to know: how can we describe and analyse Collective Action in a way that respects its diversity but still allows for consistency and comparability?\n\nThe answers matter for all those who care about being effective in countering corruption and creating fairer, cleaner and more competitive business environments. You can find them in our [_Working Paper 57: Mapping and strengthening the evidence base for anti-corruption Collective Action_](https:\u002F\u002Fbaselgovernance.org\u002Fpublications\u002Fwp-57) – which is summarised below.\n\n### The challenge of “cutting the cake”\n\nDeveloping a conceptual framework was far from straightforward. Collective Action can be “cut” in many different ways. \n\n*   Should we focus on what initiatives do: training, codes of conduct, strengthening industry standards? \n*   Or on who participates: companies or business associations, governments, non-profit or civil society organisations – or a combination of these and potentially others? \n*   Should we look at their goals, such as strengthening compliance systems or influencing laws? \n*   Or at their level of formality, from voluntary declarations to binding agreements?\n\nEach lens has value, but none alone captures the full picture. Our task was to weave these perspectives together into a framework that could accommodate complexity while still generating clarity. \n\nWe drew on models of system change, organisational decision-making, network formation and impact pathways. Taken together, these offered a dynamic picture of how initiatives emerge, why organisations choose to join, how networks are built and governed, and how their actions might contribute to wider change.\n\nThe framework we developed is not intended to provide definitive answers. Rather, it creates a shared language and a set of guiding questions. \n\nIt allows practitioners, policymakers and researchers to explore initiatives in a structured way; to test assumptions, compare across contexts and build knowledge cumulatively rather than in isolated case studies.\n\n### From framework to evidence\n\nTo see if the framework could work in practice, we turned to the [B20 Collective Action Hub](https:\u002F\u002Fcollective-action.com\u002Fexplore\u002Finitiatives), the world’s largest repository of anti-corruption Collective Action initiatives. The Basel Institute launched the Hub in 2013 following a mandate from the B20 group of business leaders and has developed and enhanced it over the last 12 years. \n\nWe carefully reviewed and reclassified initiatives in the database, creating new categories of mission, scope, activities and stakeholder composition. The result was not just a cleaner dataset, but also a more solid foundation for analysis.\n\nThis process revealed important patterns. Most initiatives remain focused on fostering engagement between stakeholders through awareness-raising, dialogue and practical tools. Such activities are often vital entry points where trust is low or enforcement is weak. \n\nThis emphasis on prevention – addressing root causes rather than relying solely on detection and punishment – is also where these initiatives make their strongest contribution: building capacity, equipping companies with tools and fostering trust-based cooperation that reduces opportunities for corruption. \n\nMore formal and arguably more ambitious activities, such as developing self-regulatory standards or seeking external monitoring for certifications for example, are rarer – but may develop over time as relationships and capacities mature.\n\nContext also matters to how Collective Action initiatives operate and what they achieve. Our analysis confirmed that broader reforms, such as transparency standards or legal change, are more likely to take hold in open democratic settings with a strong rule of law. In more restrictive environments, narrower, company-level initiatives like strengthening internal compliance systems may be the realistic starting point. \n\n### Strengthening the evidence base\n\nBeyond insights into today’s landscape of anti-corruption Collective Action, the project has also generated practical tools to help strengthen the evidence base for the future. We have: \n\n*   introduced a set of guiding questions that practitioners and researchers can use when designing or analysing initiatives;\n*    produced a new reporting protocol that encourages more consistent and transparent data sharing, so that future initiatives can be compared more reliably; and \n*   refined the global dataset itself, making it a richer resource for both practice and research.\n\nTaken together, these outputs offer both a conceptual foundation and a practical toolbox. They offer ways to link the design and activities of Collective Action initiatives to plausible outcomes, and to situate those outcomes within broader governance environments.\n\n### Key lessons for practitioners, policymakers and researchers\n\nFor practitioners, the central lesson is to design with context in mind. What works in one setting may not be feasible in another. In environments with weaker rule of law or restricted civic space, modest, company-focused initiatives can still lay important foundations. \n\nIn more open settings, broader collaborations that aim for systemic reforms may be realistic and worthwhile.\n\nFor policymakers, the message is to see Collective Action as a complement to formal anti-corruption institutions and efforts, not a substitute. By fostering dialogue, developing practical tools and raising standards of integrity, these initiatives can reinforce prevention efforts and bridge the gap between policy commitments and implementation on the ground. \n\nThat is why it is important for governments to support Collective Action with recognition and resources. \n\nFor researchers, the key takeaway is the importance of building the evidence base systematically. Our framework, refined dataset and reporting protocol are designed to enable more consistent comparison and more robust testing of assumptions. Longitudinal and case-based studies, in particular, will be essential to understand how initiatives evolve and where they deliver the greatest impact.\n\nThis kind of research will be of great practical value to both practitioners and policymakers seeking to harness the power of Collective Action to achieve anti-corruption or economic development goals.\n\n### Looking ahead\n\nThe strength of Collective Action lies in its adaptability: the ability of diverse actors to come together, often in difficult circumstances, to find practical solutions to challenges of corruption and fair business. But adaptability must be matched by clarity if the field is to grow stronger.\n\nBy offering a shared framework, a refined dataset and practical tools for reporting and reflection, this project contributes to building that clarity. It does not close the debate but opens it wider, inviting practitioners, researchers and policymakers to engage with a more coherent evidence base and to help refine it further.\n\nThe message is clear: to strengthen Collective Action as an effective part of the anti-corruption toolkit, we need to learn from it systematically and plough those learnings back into policy and practice. This paper offers an important step in that direction.\n\n### Learn more\n\n*   [Download the full paper and its practical annexes](https:\u002F\u002Fbaselgovernance.org\u002Fpublications\u002Fwp-57).\n*   The Collective Action team at the Basel Institute on Governance provides a free advice service for anti-corruption practitioners and other professionals or government officials. Contact the [B20 Collective Action Hub Helpdesk](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fhelpdesk).","2025-08-26","collective-action-against-corruption-what-works-best-and-why-2843","Collective Action against corruption: what works best and why?","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002Fef76f772-e0c4-4e5f-899e-40c89f892860?width=1000&height=650&format=webp&quality=80",[],[14,15],[18],[],2843,[14,15],[18],[251,252,253],1352,1353,1354,[],[],"2025-09-08T21:23:11.000Z","2025-09-08T21:23:12.000Z",[],"\u002Fresources\u002Fnews\u002Fcollective-action-against-corruption-what-works-best-and-why-2843",{"id":261,"body":262,"status":6,"type":72,"date":263,"slug":264,"title":265,"image":266,"countries":267,"topic":268,"activity":269,"tags":271,"nid":280,"topics":281,"activities":282,"authors":283,"images":284,"websites":23,"area":23,"programme":23,"language":87,"translations":285,"translation_of":23,"user_created":32,"date_created":286,"user_updated":33,"date_updated":287,"content":288,"link":289},10561,"> “The scope of integrity and anti-corruption Collective Action initiatives has grown massively over the last 20 or so years. This is because companies, civil society and others have recognised that to tackle extortion and the payment of bribes requires more than an inward-looking ethics and compliance programme to ensure fair competition.”\n> \n> Gemma Aiolfi, Senior Advisor, Legal and Compliance, Basel Institute on Governance\n\nOver the past two decades, Collective Action has grown from a niche idea to one of the most promising approaches in the global fight against corruption. The concept of sustained multi-stakeholder collaboration is increasingly recognised in international standards, national strategies and corporate practices.\n\nWe are excited to announce the release of our new book, [_Collective Action in practice: a game-changer for business integrity_](https:\u002F\u002Fbaselgovernance.org\u002Fpublications\u002Fcollective-action-practice-game-changer-business-integrity), offering an in-depth reflection on this journey. It explores the growing impact it has on promoting business integrity around the world.\n\n### Collective responses to shared challenges\n\nAt its core, anti-corruption Collective Action is a simple yet powerful concept: tackling corruption challenges together, rather than alone. The approach brings together diverse stakeholders – primarily businesses, but often also civil society organisations, public sector representatives and\u002For academic institutions – around common challenges, shared goals and practical solutions.\n\n### Showcasing real impact\n\nDrawing on real-life examples, policy milestones and practical experiences from the Basel Institute on Governance and our partners, _Collective Action in practice: a game-changer for business integrity_ presents how diverse actors have been working together to tackle corruption in complex environments.\n\nIt aims to capture the living ecosystem of Collective Action as it exists today, its foundations, its progress and the possibilities it continues to offer for the future.\n\nThe book is structured in three parts:\n\nPart 1: Advancing the knowledge base – presents the analytical tools and conceptual models that help us make sense of Collective Action in practice. It showcases the [B20 Collective Action Hub](https:\u002F\u002Fcollective-action.com\u002F) as a flagship resource, documenting more than 340 initiatives and providing access to hundreds of publications. Part 1 also introduces a [newly developed typology](https:\u002F\u002Fbaselgovernance.org\u002Fpublications\u002Fwp-56) that reflects the evolving forms of Collective Action and their distinct roles in shaping business integrity. It also explores how the anti-corruption field intersects with human rights and sustainable development, offering fresh perspectives on risk, responsibility and collaboration.\n\nPart 2: Mainstreaming Collective Action as a norm – illustrates the growing recognition of Collective Action in international standards and policy frameworks. It highlights policy milestones and references in regional and national strategies and legislation. It also showcases the Institute’s International [Collective Action Conference series](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fevents) and the [Collective Action Awards](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fawards), which have helped build a common language around Collective Action and inspire action across industries and geographies.\n\nPart 3: Providing hands-on support – focuses on the Basel Institute’s direct support to Collective Action practitioners. It highlights the importance of peer learning and the [mentoring programme](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fmentoring-programme) for civil society organisations, which has grown into a global community of practice. These efforts are grounded in our belief that the success of Collective Action depends not only on policies and frameworks, but also on the people driving change on the ground, often with limited resources and in challenging environments.\n\n### Learn more\n\n*   Access the [individual chapters or the complete book for free](https:\u002F\u002Fbaselgovernance.org\u002Fpublications\u002Fcollective-action-practice-game-changer-business-integrity) on our website.\n*   Take our free [eLearning course](https:\u002F\u002Flearn.baselgovernance.org\u002Fcourse\u002Fview.php?id=168) on Collective Action Against Corruption.\n*   Visit the [B20 Collective Action Hub](https:\u002F\u002Fcollective-action.com\u002F).\n\n_Collective Action in practice: a game-changer for business integrity_ was developed and published by the Basel Institute on Governance, with support from the Siemens Integrity Initiative.","2025-07-07","new-book-explore-the-impact-of-anti-corruption-collective-action-2826","New book! Explore the impact of anti-corruption Collective Action","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002Ffbca6734-f84b-44d8-8243-f5a8c5600f16?width=1000&height=650&format=webp&quality=80",[],[14],[270,19],"Reports",[272,274,278],{"tags_id":273},{"id":112,"name":113},{"tags_id":275},{"id":276,"name":277},1236,"Compliance",{"tags_id":279},{"id":105,"name":14},2826,[14],[270,19],[],[],[],"2025-07-13T11:42:44.000Z","2025-08-31T23:09:31.000Z",[],"\u002Fresources\u002Fnews\u002Fnew-book-explore-the-impact-of-anti-corruption-collective-action-2826",{"id":291,"body":292,"status":6,"type":10,"date":293,"slug":294,"title":295,"image":296,"countries":297,"topic":303,"activity":304,"tags":305,"nid":306,"topics":307,"activities":309,"authors":310,"images":311,"websites":23,"area":23,"programme":23,"language":87,"translations":312,"translation_of":23,"user_created":32,"date_created":313,"user_updated":164,"date_updated":314,"content":315,"link":316},10563,"_A joint blog by Vanessa Hans, Director, Private Sector, Basel Institute on Governance, and Elodie Beth, Senior Manager, Anti-corruption, Global Relations, Directorate for Financial and Enterprise Affairs, Organisation for Economic Co-operation and Development (OECD). The post is also published on the [OECD website](https:\u002F\u002Fwww.oecd.org\u002Fen\u002Fblogs\u002F2025\u002F06\u002Fboosting-business-integrity-in-asia-the-power-of-public-private-co-operation1.html)._\n\nClean, ethical business practices build trust, attract investors and create healthier markets. For the OECD, business integrity is key to levelling the global playing field and enhancing national competitiveness.\n\nAmid global regulatory uncertainty, countries like Indonesia and Thailand are stepping up. Both are taking meaningful steps to strengthen their anti-corruption frameworks as they move towards joining the OECD Anti-Bribery Convention – a critical milestone and prerequisite for future OECD membership.\n\nTheir actions reflect a broader shift: governments across Asia increasingly recognise that corruption undermines competitiveness, deters investment and jeopardises sustainable, long-term growth. A 2024 [regional study](https:\u002F\u002Flink.springer.com\u002Fchapter\u002F10.1007\u002F978-981-99-9303-1_3) confirms it: Asian countries that have improved their control of corruption are far more likely to attract foreign direct investment and foster long-term growth.\n\n### Regional co-operation and the role of Collective Action\n\nRecognising that no single actor can tackle corruption alone, public- and private-sector actors are joining forces at the regional level through the [Anti-Corruption Initiative for Asia and the Pacific](https:\u002F\u002Fwww.oecd.org\u002Fen\u002Fnetworks\u002Fanti-corruption-initiative-for-asia-and-the-pacific.html) (ACI), co-led by the OECD and Asian Development Bank.\n\nThe ACI, jointly supported by the OECD and the Asian Development Bank, launched a business integrity workstream in 2019, initiated by the Government of Viet Nam as the host country. Last year, the Government of Bhutan held business integrity seminars, and in 2025, Indonesia is expected to host the Regional ACI Conference.\n\nThese Collective Action efforts are underpinned by the OECD’s 2021 Anti-Bribery Recommendation, the first global standard to formally recognise the role of Collective Action and partnerships between the public and private sectors against foreign bribery.\n\n### Spotlight on innovation: Promising business integrity initiatives across the region\n\nFrom risk mapping to regulatory reform, here are standout examples of how countries are taking action through public-private initiatives:\n\n*   Australia: The [Bribery Prevention Network](https:\u002F\u002Fbriberyprevention.com\u002F) brings together business, civil society, academia and government to help small- and medium-sized enterprises prevent, detect and address bribery and corruption while promoting a culture of compliance.\n*   India: The [Maritime Anti-Corruption Network](https:\u002F\u002Fmacn.dk\u002Findia\u002F), a global initiative, set up a HelpDesk in India serving as a real-time resolution mechanism that bridges the gap between the shipping industry and local authorities. It collects anonymous reports by shipping companies of bribe solicitation in ports and uses this data to map out risk areas and tailor its strategies to engage with local government authorities.\n*   Hong Kong, China: The [Independent Commission Against Corruption](https:\u002F\u002Fcpas.icac.hk\u002FEN\u002FInfo\u002FNews_List?cate_id=26) is engaged in several sector-specific Collective Action initiatives, particularly in construction and banking. It collaborates with chambers of commerce and industry associations such as the Construction Industry Council.\n*   Thailand: In 2024, the Thai government amended its procurement law to recognise certification by the [Thai Collective Action Against Corruption](https:\u002F\u002Fwww.thai-cac.com\u002Fen\u002F) (CAC) initiative as proof of a company’s anti-corruption controls. This enables CAC-certified firms to qualify for public contracts above a certain threshold, incentivising private-sector compliance.\n\nThese experiences illustrate how government authorities are increasingly participating in Collective Action initiatives to enhance their awareness-raising efforts, gather better evidence and develop tailored solutions that reflect the realities of different sectors and companies, including small and medium-sized enterprises.\n\nBy engaging in such initiatives, government authorities can increase their overall outreach, lend greater legitimacy to private-sector anti-corruption efforts and effectively promote the adoption of business integrity policies.\n\n### Building a regional community of practice\n\nTo sustain momentum, the OECD and the Basel Institute on Governance have launched a regional community of practice.\n\nIn 2023, the [Asia-Pacific Collective Action Forum](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fevents\u002Fasia-pacific-anti-corruption-collective-action-forum-2023\u002F) was held in Manila, Philippines, bringing together 50+ practitioners from diverse stakeholder groups across the region. The Asia-Pacific Anti-Corruption Collective Action Award recognised the growing number of initiatives in the region and celebrated their achievements. The Thai CAC received the inaugural award.\n\nEncouraged by the Forum’s success, participants expressed strong interest in sustaining and deepening exchanges among practitioners. A follow-up Collective Action workshop was held in 2024 in Bangkok, in collaboration with the Thai CAC. The workshop further strengthened the emerging community of practice and provided a valuable platform for peer learning.\n\nThis regional community has created a meaningful space for peer learning and experience sharing. It has also contributed to greater alignment with international standards.\n\n### Looking ahead: co-operation as the path forward\n\nThese developments show that business integrity reforms are not only possible but already underway.\n\nIn 2025, the OECD will release a policy paper examining the link between business integrity frameworks and competitiveness. The paper underscores how public-private cooperation is not only advancing reform, but also makes countries more attractive to investment and resilient to shocks.\n\nAlthough still in their early stages, the emergence of Collective Action and partnerships between the public and private sectors in Asia offers a promising path forward to advance integrity. Sustained cooperation will be crucial to fully realising the potential of these initiatives.\n\n### Learn more and get engaged\n\n*   OECD work on [fighting foreign bribery](https:\u002F\u002Fwww.oecd.org\u002Fen\u002Ftopics\u002Ffighting-foreign-bribery.html)\n*   OECD and ADB [Anti-Corruption Initiative for Asia and the Pacific](https:\u002F\u002Feur02.safelinks.protection.outlook.com\u002F?url=https%3A%2F%2Fwww.oecd.org%2Fen%2Fnetworks%2Fanti-corruption-initiative-for-asia-and-the-pacific.html&data=05%7C02%7CAmelia.GODBER%40oecd.org%7C6fd37eac8a904a45c14a08ddb79ccb32%7Cac41c7d41f61460db0f4fc925a2b471c%7C0%7C0%7C638868606248663645%7CUnknown%7CTWFpbGZsb3d8eyJFbXB0eU1hcGkiOnRydWUsIlYiOiIwLjAuMDAwMCIsIlAiOiJXaW4zMiIsIkFOIjoiTWFpbCIsIldUIjoyfQ%3D%3D%7C0%7C%7C%7C&sdata=f3iuWN%2F79tnGhdt3SdwKbaUixtckXB6wTGm2vb%2BocG4%3D&reserved=0)\n*   [B20 Collective Action Hub](https:\u002F\u002Fcollective-action.com\u002F) by the Basel Institute on Governance\n*   [Working Paper 48: A collaborative approach to improve business integrity in ASEAN](https:\u002F\u002Fcollective-action.com\u002Fexplore\u002Fpublications\u002F2316\u002F) by Lucie Binder, Vanessa Hans and Anna Stransky, Basel Institute on Governance\n*   [Working Paper 56: Anti-corruption Collective Action: A typology for a new era](https:\u002F\u002Fcollective-action.com\u002Fexplore\u002Fpublications\u002F2397\u002F) by Scarlet Wannenwetsch, Basel Institute on Governance","2025-06-30","boosting-business-integrity-in-asia-the-power-of-public-private-cooperation-2825","Boosting business integrity in Asia: the power of public-private cooperation","https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002Fc2ae4699-b971-41c8-bba9-47e7fadb6c5e?width=1000&height=650&format=webp&quality=80",[298,299,300,301,302],7783,7784,7785,7786,7787,[14,15],[19],[],2825,[14,15,308],"Business Integrity Ethics and Compliance",[19],[],[],[],"2025-07-13T11:42:46.000Z","2026-05-29T22:22:37.000Z",[],"\u002Fresources\u002Fnews\u002Fboosting-business-integrity-in-asia-the-power-of-public-private-cooperation-2825",{"left":318,"top":318,"width":319,"height":319,"rotate":318,"vFlip":320,"hFlip":320,"body":321},0,20,false,"\u003Cpath fill=\"currentColor\" fill-rule=\"evenodd\" d=\"M17 10a.75.75 0 0 1-.75.75H5.612l4.158 3.96a.75.75 0 1 1-1.04 1.08l-5.5-5.25a.75.75 0 0 1 0-1.08l5.5-5.25a.75.75 0 1 1 1.04 1.08L5.612 9.25H16.25A.75.75 0 0 1 17 10\" clip-rule=\"evenodd\"\u002F>",1780676448886]