[{"data":1,"prerenderedAt":681},["ShallowReactive",2],{"news-would-businesses-still-choose-good-governance":3,"author-links-news-would-businesses-still-choose-good-governance":432,"news-would-businesses-still-choose-good-governance-body-assets":435,"news-would-businesses-still-choose-good-governance-similar":436,"i-heroicons:arrow-left-20-solid":676},[4],{"id":5,"status":6,"date_created":7,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":14,"activities":11,"programme":11,"area":11,"websites":16,"language":19,"image":20,"translation_of":11,"countries":32,"tags":33,"authors":104,"images":120,"translations":121,"content":122,"translations_news":431},10653,"published","2026-09-02T14:26:27.000Z","2026-09-02T17:09:15.000Z","Would businesses still choose good governance if nobody required it?","Blog",null,"2026-09-02","would-businesses-still-choose-good-governance",[15],"Business Integrity Ethics and Compliance",[17,18],"Collective Action","Main page","English",{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"created_on":27,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":31,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},"ca99fd0d-1c4e-4a87-9326-9f3fbee50a21","local","ca99fd0d-1c4e-4a87-9326-9f3fbee50a21.jpg","good governance thumbnail.jpg","Good Governance Thumbnail","image\u002Fjpeg","2026-09-02T14:25:12.000Z",75766,2000,1125,{},[],[34,63,76,90],{"id":35,"news_id":36,"tags_id":60},6090,{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"image":21,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":38,"activities":11,"programme":11,"area":11,"websites":39,"translation_of":11,"language":19,"countries":40,"tags":41,"authors":45,"images":47,"translations":48,"content":49,"translations_news":59},"115250da-6c1d-42e7-888a-fbbe909fc524",[15],[17,18],[],[35,42,43,44],6091,6092,6093,[46],1396,[],[],[50,51,52,53,54,55,56,57,58],9,10,11,12,13,14,15,16,17,[],{"id":61,"name":62},830,"Business integrity",{"id":42,"news_id":64,"tags_id":74},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"image":21,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":65,"activities":11,"programme":11,"area":11,"websites":66,"translation_of":11,"language":19,"countries":67,"tags":68,"authors":69,"images":70,"translations":71,"content":72,"translations_news":73},[15],[17,18],[],[35,42,43,44],[46],[],[],[50,51,52,53,54,55,56,57,58],[],{"id":75,"name":17},909,{"id":43,"news_id":77,"tags_id":87},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"image":21,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":78,"activities":11,"programme":11,"area":11,"websites":79,"translation_of":11,"language":19,"countries":80,"tags":81,"authors":82,"images":83,"translations":84,"content":85,"translations_news":86},[15],[17,18],[],[35,42,43,44],[46],[],[],[50,51,52,53,54,55,56,57,58],[],{"id":88,"name":89},1236,"Compliance",{"id":44,"news_id":91,"tags_id":101},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"image":21,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":92,"activities":11,"programme":11,"area":11,"websites":93,"translation_of":11,"language":19,"countries":94,"tags":95,"authors":96,"images":97,"translations":98,"content":99,"translations_news":100},[15],[17,18],[],[35,42,43,44],[46],[],[],[50,51,52,53,54,55,56,57,58],[],{"id":102,"name":103},1306,"Governance",[105],{"id":46,"news_id":106,"authors_id":116},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"image":21,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":107,"activities":11,"programme":11,"area":11,"websites":108,"translation_of":11,"language":19,"countries":109,"tags":110,"authors":111,"images":112,"translations":113,"content":114,"translations_news":115},[15],[17,18],[],[35,42,43,44],[46],[],[],[50,51,52,53,54,55,56,57,58],[],{"id":117,"name":118,"position":11,"image":119},515,"Lucie Jones","2a62727d-40bf-4301-8d2a-b3840af5d67e",[],[],[123,165,196,227,276,307,338,369,400],{"id":50,"collection":124,"news_id":125,"item":162},"text",{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":126,"activities":11,"programme":11,"area":11,"websites":127,"language":19,"countries":128,"tags":129,"authors":134,"images":136,"translations":137,"content":138,"translations_news":158,"image":159,"translation_of":11},[15],[17,18],[],[130,131,132,133],{"id":35,"news_id":5,"tags_id":61},{"id":42,"news_id":5,"tags_id":75},{"id":43,"news_id":5,"tags_id":88},{"id":44,"news_id":5,"tags_id":102},[135],{"id":46,"news_id":5,"authors_id":117},[],[],[139,141,143,145,148,150,152,154,156],{"id":50,"news_id":5,"item":140,"collection":124},"94",{"id":51,"news_id":5,"item":142,"collection":124},"95",{"id":52,"news_id":5,"item":144,"collection":124},"96",{"id":53,"news_id":5,"item":146,"collection":147},"43","card_horizontal",{"id":54,"news_id":5,"item":149,"collection":124},"97",{"id":55,"news_id":5,"item":151,"collection":124},"98",{"id":56,"news_id":5,"item":153,"collection":124},"99",{"id":57,"news_id":5,"item":155,"collection":124},"100",{"id":58,"news_id":5,"item":157,"collection":124},"101",[],{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"folder":160,"uploaded_by":37,"created_on":27,"modified_by":11,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":161,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},"4e9db8d3-4036-43b2-8c07-2f5eb99e64f9",{},{"id":163,"text":164,"class":11,"title":11,"anchor":11},94,"For much of the last two decades, the direction of travel on corporate governance appeared relatively clear. Governments and international organisations were asking more of businesses, while investors were paying greater attention to how companies were run. Anti-corruption compliance programmes became more established, and expectations around responsible business conduct continued to expand. The direction of travel is no longer obvious.\n\nGeopolitical fragmentation and concerns about regulatory burden are changing the conversation. In some parts of the world, there has been a total retreat from the ESG agenda. This has reopened questions about what should be required of businesses and what they might choose to do voluntarily.\n\nWould businesses still choose good governance if nobody required it? Some undoubtedly would. Others might not. The answer depends, at least in part, on what businesses believe governance is for.\n\nIf businesses invest in governance and compliance structures primarily because somebody requires them to, then reduced regulation weakens the incentive to make that investment. If, though, stronger governance helps organisations make better decisions, its value looks different.\n\nThis question is particularly interesting for small and medium-sized enterprises (SMEs), which mostly face fewer formal governance requirements than larger or listed companies. It was also at the centre of a recent webinar delivered by the Basel Institute on Governance for the [Malaysian Institute of Management (MIM) as part of its anti-corruption certification programme](https:\u002F\u002Fwww.mim.org.my\u002Fbasel\u002Fcertificate-in-anti-corruption-compliance).\n\nFocusing particularly on SMEs, the session explored what governance and compliance mean in practice and how internationally recognised principles can be applied without creating unnecessary bureaucracy. It also looked at the relationship with organisational culture and at what happens when an integrity challenge is bigger than any one company. The discussion provided the starting point for many of the reflections in this article.",{"id":51,"collection":124,"news_id":166,"item":192},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":167,"activities":11,"programme":11,"area":11,"websites":168,"language":19,"countries":169,"tags":170,"authors":175,"images":177,"translations":178,"content":179,"translations_news":189,"image":190,"translation_of":11},[15],[17,18],[],[171,172,173,174],{"id":35,"news_id":5,"tags_id":61},{"id":42,"news_id":5,"tags_id":75},{"id":43,"news_id":5,"tags_id":88},{"id":44,"news_id":5,"tags_id":102},[176],{"id":46,"news_id":5,"authors_id":117},[],[],[180,181,182,183,184,185,186,187,188],{"id":50,"news_id":5,"item":140,"collection":124},{"id":51,"news_id":5,"item":142,"collection":124},{"id":52,"news_id":5,"item":144,"collection":124},{"id":53,"news_id":5,"item":146,"collection":147},{"id":54,"news_id":5,"item":149,"collection":124},{"id":55,"news_id":5,"item":151,"collection":124},{"id":56,"news_id":5,"item":153,"collection":124},{"id":57,"news_id":5,"item":155,"collection":124},{"id":58,"news_id":5,"item":157,"collection":124},[],{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"folder":160,"uploaded_by":37,"created_on":27,"modified_by":11,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":191,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},{},{"id":193,"text":194,"class":11,"title":195,"anchor":11},95,"At its heart, governance is about how power is exercised within an organisation. Every organisation needs people with the authority to make decisions. That authority brings power, and power brings risk. When power is too concentrated or insufficiently challenged, it can lead to poor decisions or abuse. \n\nGovernance is therefore concerned with ensuring that power is exercised responsibly. That means putting the right structures: \n\n-\tbeing clear about where authority sits; \n-\tensuring that important decisions can be challenged; \n-\tand holding decision-makers accountable for how that authority is used.\n\nFamous corporate scandals illustrate what is at stake when effective governance structures are absent or fail. Enron, Theranos, Wirecard and FTX were high-value companies operating in different sectors and circumstances, but each demonstrates how serious problems can develop when concentrated power is not adequately constrained, or when existing safeguards fail to ensure that concerns are heard and acted upon. In the most extreme cases like these, the consequences can be the destruction of the business itself.\n\nThe same underlying risk exists in smaller businesses where authority usually sits in few hands. Good governance for SMEs does not require the structures of a listed company, but it does require meaningful ways to question decisions and raise concerns. \n","Governance is about power",{"id":52,"collection":124,"news_id":197,"item":223},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":198,"activities":11,"programme":11,"area":11,"websites":199,"language":19,"countries":200,"tags":201,"authors":206,"images":208,"translations":209,"content":210,"translations_news":220,"image":221,"translation_of":11},[15],[17,18],[],[202,203,204,205],{"id":35,"news_id":5,"tags_id":61},{"id":42,"news_id":5,"tags_id":75},{"id":43,"news_id":5,"tags_id":88},{"id":44,"news_id":5,"tags_id":102},[207],{"id":46,"news_id":5,"authors_id":117},[],[],[211,212,213,214,215,216,217,218,219],{"id":50,"news_id":5,"item":140,"collection":124},{"id":51,"news_id":5,"item":142,"collection":124},{"id":52,"news_id":5,"item":144,"collection":124},{"id":53,"news_id":5,"item":146,"collection":147},{"id":54,"news_id":5,"item":149,"collection":124},{"id":55,"news_id":5,"item":151,"collection":124},{"id":56,"news_id":5,"item":153,"collection":124},{"id":57,"news_id":5,"item":155,"collection":124},{"id":58,"news_id":5,"item":157,"collection":124},[],{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"folder":160,"uploaded_by":37,"created_on":27,"modified_by":11,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":222,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},{},{"id":224,"text":225,"class":11,"title":226,"anchor":11},96,"Governance provides the framework for how power is exercised, but that power is exercised within boundaries. Organisations operate within requirements and commitments that shape what they can and should do and this is where compliance comes in.\n\nCompliance is about understanding those requirements and ensuring they are followed. Some come from laws and regulations; others from internal policies or commitments the organisation itself has chosen to make. Governance and compliance are therefore closely connected: governance shapes how decisions are made, while compliance helps define the boundaries within which those decisions are taken.\n\nBut structures and requirements only take us so far. There is also the question of how people actually behave within them. That is where culture becomes important.\n\nA company can have a carefully drafted conflict of interest policy, but it will achieve relatively little if an employee believes that questioning a senior leader’s interests will have negative consequences for their own job. An approval process can look robust on paper but become meaningless if everyone knows it is routinely bypassed when an important deal is at stake. The reverse is also true. Well-intentioned people can still make poor decisions when nobody is quite sure where responsibility lies.\n\nGovernance, compliance and culture therefore work together: the structures around how decisions are made, the requirements within which they are made, and what actually happens in practice.\n","Where do compliance and culture fit?",{"id":53,"collection":147,"news_id":228,"item":254},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":229,"activities":11,"programme":11,"area":11,"websites":230,"language":19,"countries":231,"tags":232,"authors":237,"images":239,"translations":240,"content":241,"translations_news":251,"image":252,"translation_of":11},[15],[17,18],[],[233,234,235,236],{"id":35,"news_id":5,"tags_id":61},{"id":42,"news_id":5,"tags_id":75},{"id":43,"news_id":5,"tags_id":88},{"id":44,"news_id":5,"tags_id":102},[238],{"id":46,"news_id":5,"authors_id":117},[],[],[242,243,244,245,246,247,248,249,250],{"id":50,"news_id":5,"item":140,"collection":124},{"id":51,"news_id":5,"item":142,"collection":124},{"id":52,"news_id":5,"item":144,"collection":124},{"id":53,"news_id":5,"item":146,"collection":147},{"id":54,"news_id":5,"item":149,"collection":124},{"id":55,"news_id":5,"item":151,"collection":124},{"id":56,"news_id":5,"item":153,"collection":124},{"id":57,"news_id":5,"item":155,"collection":124},{"id":58,"news_id":5,"item":157,"collection":124},[],{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"folder":160,"uploaded_by":37,"created_on":27,"modified_by":11,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":253,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},{},{"id":255,"title":256,"description":257,"titleClass":11,"side":258,"imageClass":11,"backgroundColor":11,"showButton":259,"link":260,"linkText":261,"box":259,"class":262,"top":11,"anchor":11,"image":263},43,"Culture and behaviour","Organisational culture is reflected in, and reinforced by, how people behave in practice. Our behavioural research explores how social norms and other contextual factors influence behaviour, and how these insights can be used to strengthen anti-corruption interventions.","right",true,"https:\u002F\u002Fbaselgovernance.org\u002Ftags\u002F848","Explore our research","max-w-5xl",{"id":264,"storage":22,"filename_disk":265,"filename_download":266,"title":267,"type":26,"folder":268,"uploaded_by":269,"created_on":270,"modified_by":11,"modified_on":270,"charset":11,"filesize":271,"width":272,"height":273,"duration":11,"embed":11,"description":274,"location":11,"tags":11,"metadata":275,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":270},"f2289b9d-9cc9-4ce3-9dfe-f0d37786720d","f2289b9d-9cc9-4ce3-9dfe-f0d37786720d.jpg","publications-covers.jpg","Basel Institute publication covers","83748253-32c5-4efd-92b7-6550c0cf5139","dfef11db-1bc6-47e9-a61d-93443995484b","2026-09-01T08:43:13.000Z",106453,1200,630,"A selection of Basel Institute publications: working papers, policy briefs and case studies",{},{"id":54,"collection":124,"news_id":277,"item":303},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":278,"activities":11,"programme":11,"area":11,"websites":279,"language":19,"countries":280,"tags":281,"authors":286,"images":288,"translations":289,"content":290,"translations_news":300,"image":301,"translation_of":11},[15],[17,18],[],[282,283,284,285],{"id":35,"news_id":5,"tags_id":61},{"id":42,"news_id":5,"tags_id":75},{"id":43,"news_id":5,"tags_id":88},{"id":44,"news_id":5,"tags_id":102},[287],{"id":46,"news_id":5,"authors_id":117},[],[],[291,292,293,294,295,296,297,298,299],{"id":50,"news_id":5,"item":140,"collection":124},{"id":51,"news_id":5,"item":142,"collection":124},{"id":52,"news_id":5,"item":144,"collection":124},{"id":53,"news_id":5,"item":146,"collection":147},{"id":54,"news_id":5,"item":149,"collection":124},{"id":55,"news_id":5,"item":151,"collection":124},{"id":56,"news_id":5,"item":153,"collection":124},{"id":57,"news_id":5,"item":155,"collection":124},{"id":58,"news_id":5,"item":157,"collection":124},[],{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"folder":160,"uploaded_by":37,"created_on":27,"modified_by":11,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":302,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},{},{"id":304,"text":305,"class":11,"title":306,"anchor":11},97,"There is a lot of international guidance on building good governance, compliance and a culture of business integrity. The OECD, United Nations, ISO, the World Bank and other financial institutions approach these questions from different perspectives, yet many of the underlying ideas are remarkably consistent.\n\nLeadership comes first, often described as the “tone from the top”: senior leaders need to demonstrate through their decisions and behaviour that good governance and integrity matter rather than simply saying they do. Organisations are expected to understand their risks rather than simply reacting when problems occur, and to put in place controls that respond to those risks. Information needs to reach the right people, while employees need to feel able to raise concerns. And none of these arrangements should be static: organisations need to monitor how well they are working and improve them as circumstances change.\n\nTaken together, this points to something close to a common model of good governance at the level of principles. Strong leadership and accountability, understanding and managing risk, appropriate controls, effective reporting and information flows, and continuous monitoring and improvement appear again and again across international frameworks.\n\nThat is helpful because governance can easily feel complicated, particularly for smaller businesses faced with an enormous range of standards and guidance. And although a multinational bank will need different arrangements from a family-owned company with 20 employees, both can work from the same basic principles. \n\nWhat those principles look like in practice should be proportionate to the organisation and the risks it faces. For SMEs in particular, better governance should therefore not simply mean more governance or compliance structures.\n","A striking degree of international consensus",{"id":55,"collection":124,"news_id":308,"item":334},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":309,"activities":11,"programme":11,"area":11,"websites":310,"language":19,"countries":311,"tags":312,"authors":317,"images":319,"translations":320,"content":321,"translations_news":331,"image":332,"translation_of":11},[15],[17,18],[],[313,314,315,316],{"id":35,"news_id":5,"tags_id":61},{"id":42,"news_id":5,"tags_id":75},{"id":43,"news_id":5,"tags_id":88},{"id":44,"news_id":5,"tags_id":102},[318],{"id":46,"news_id":5,"authors_id":117},[],[],[322,323,324,325,326,327,328,329,330],{"id":50,"news_id":5,"item":140,"collection":124},{"id":51,"news_id":5,"item":142,"collection":124},{"id":52,"news_id":5,"item":144,"collection":124},{"id":53,"news_id":5,"item":146,"collection":147},{"id":54,"news_id":5,"item":149,"collection":124},{"id":55,"news_id":5,"item":151,"collection":124},{"id":56,"news_id":5,"item":153,"collection":124},{"id":57,"news_id":5,"item":155,"collection":124},{"id":58,"news_id":5,"item":157,"collection":124},[],{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"folder":160,"uploaded_by":37,"created_on":27,"modified_by":11,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":333,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},{},{"id":335,"text":336,"class":11,"title":337,"anchor":11},98,"For an SMEs looking to strengthen its governance, the starting point is not necessarily a particular policy or control. It is a collaborative conversation about how the organisation wants to operate.\n\nThat means considering some fundamental questions:\n\n-\tWhat are the organisation’s values and expectations of its employees? \n-\tHow should important decisions be made, and where does authority sit? \n-\tWhat are its main risks? \n-\tWhere might conflicts of interest arise, and what should happen when someone has a concern?\n\nThe aim is to reach a shared understanding and then document those decisions clearly. At the Basel Institute, an approach we recommend is a Code of Ethics at the top of the organisational policy framework, setting out overarching values and expectations, with more detailed policies beneath it on areas such as conflicts of interest, anti-bribery and speaking up. Practical tools can sit alongside these: a Delegation of Authority matrix, for example, clarifies who has authority to make important decisions.\n\nRisk should inform the framework throughout. An SME does not need an elaborate risk management system, but its policies and controls should reflect the risks the business actually faces.\n\n![](https:\u002F\u002Fbaselgovernance.org\u002Fcms\u002Fassets\u002F55aa3208-70d0-4bee-bf19-7bd9369ab321)\n\nAnd the process does not end when documents are approved. They need to be communicated and supported by training. As the organisation grows and its risks change, the arrangements need to be reviewed and adapted.\n\nGood governance is therefore not a collection of documents or controls. It is an ongoing process of agreeing how the organisation should operate, putting that agreement into practice and making sure it continues to work.\n","Putting good governance principles into practice for SMEs",{"id":56,"collection":124,"news_id":339,"item":365},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":340,"activities":11,"programme":11,"area":11,"websites":341,"language":19,"countries":342,"tags":343,"authors":348,"images":350,"translations":351,"content":352,"translations_news":362,"image":363,"translation_of":11},[15],[17,18],[],[344,345,346,347],{"id":35,"news_id":5,"tags_id":61},{"id":42,"news_id":5,"tags_id":75},{"id":43,"news_id":5,"tags_id":88},{"id":44,"news_id":5,"tags_id":102},[349],{"id":46,"news_id":5,"authors_id":117},[],[],[353,354,355,356,357,358,359,360,361],{"id":50,"news_id":5,"item":140,"collection":124},{"id":51,"news_id":5,"item":142,"collection":124},{"id":52,"news_id":5,"item":144,"collection":124},{"id":53,"news_id":5,"item":146,"collection":147},{"id":54,"news_id":5,"item":149,"collection":124},{"id":55,"news_id":5,"item":151,"collection":124},{"id":56,"news_id":5,"item":153,"collection":124},{"id":57,"news_id":5,"item":155,"collection":124},{"id":58,"news_id":5,"item":157,"collection":124},[],{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"folder":160,"uploaded_by":37,"created_on":27,"modified_by":11,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":364,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},{},{"id":366,"text":367,"class":11,"title":368,"anchor":11},99,"But not every governance and integrity challenge can be addressed within the organisation itself. Consider an SME competing for public contracts in a market where bribery is common. It can refuse to pay bribes, but acting alone may simply mean losing business while everyone else undertakes business as usual. The same problem arises when companies try to eliminate facilitation payments in environments where such demands have become embedded in the way business is done.\n\nThese are collective problems, and they require collective solutions. This is where Collective Action comes in: businesses working with each other and with governments, civil society and other stakeholders to address shared integrity challenges and help create a more level playing field.\n\nThe [Basel Institute’s B20 Collective Action Hub](https:\u002F\u002Fcollective-action.com\u002F) brings together practical guidance and research from around the world for organisations interested in this approach. And through this resource we see that the importance of good governance does not stop at the boundaries of an individual organisation.\n\nIndeed, our own [research on the conditions affecting Collective Action](https:\u002F\u002Fcollective-action.com\u002Fexplore\u002Fpublications\u002F2417) shows that successful collaboration is not simply about getting the right organisations around the table. Attention also needs to be paid to how the initiative itself is governed: how trust is built, how power and resources are distributed, and whether participants have a genuine shared understanding of what they are trying to achieve. \n","When individual action isn’t enough",{"id":57,"collection":124,"news_id":370,"item":396},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":371,"activities":11,"programme":11,"area":11,"websites":372,"language":19,"countries":373,"tags":374,"authors":379,"images":381,"translations":382,"content":383,"translations_news":393,"image":394,"translation_of":11},[15],[17,18],[],[375,376,377,378],{"id":35,"news_id":5,"tags_id":61},{"id":42,"news_id":5,"tags_id":75},{"id":43,"news_id":5,"tags_id":88},{"id":44,"news_id":5,"tags_id":102},[380],{"id":46,"news_id":5,"authors_id":117},[],[],[384,385,386,387,388,389,390,391,392],{"id":50,"news_id":5,"item":140,"collection":124},{"id":51,"news_id":5,"item":142,"collection":124},{"id":52,"news_id":5,"item":144,"collection":124},{"id":53,"news_id":5,"item":146,"collection":147},{"id":54,"news_id":5,"item":149,"collection":124},{"id":55,"news_id":5,"item":151,"collection":124},{"id":56,"news_id":5,"item":153,"collection":124},{"id":57,"news_id":5,"item":155,"collection":124},{"id":58,"news_id":5,"item":157,"collection":124},[],{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"folder":160,"uploaded_by":37,"created_on":27,"modified_by":11,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":395,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},{},{"id":397,"text":398,"class":11,"title":399,"anchor":11},100,"This brings us back to the question with which we started. Regulation and enforcement \nestablish minimum expectations and help create a level playing field. But they are not the only reason for a business to invest in strong governance and compliance structures.\n\nAcademic research provides some support for the wider business case. Studies of organisations facing economic downturns and other crises suggest that governance can contribute to resilience, including by improving how information reaches decision-makers and how organisations respond under pressure1.  This is consistent with the [G20\u002FOECD Principles of Corporate Governance](https:\u002F\u002Fwww.oecd.org\u002Fen\u002Ftopics\u002Fpolicy-issues\u002Fcorporate-governance.html), which explicitly recognise sustainability and resilience as objectives of effective governance.\n\n**Good governance can also strengthen confidence in an organisation.** Customers, suppliers and others need to trust the businesses they deal with. Transparency and accountability provide a basis for that trust – something the G20\u002FOECD Principles also recognise in linking effective corporate governance with market confidence and integrity. \n\nSo, would businesses still choose good governance if nobody required it? \n\nThere are strong reasons why they should, and those reasons feel particularly compelling now. Geopolitical fragmentation is creating new risks for businesses, with assumptions about where and how it is safe to operate changing quickly. In this environment, investing in good governance is not simply a compliance decision or a business cost. Whether an SME or a multinational, it is part of building an organisation that can navigate uncertainty with confidence.\n\n*This work has been made possible with the support of our donors. The Siemens Integrity Initiative has been an early and constant supporter of the Basel Institute's work on business integrity through Collective Action.*\n\n1 See for example Joseph Lampel, Ajay Bhalla, Pushkar P. Jha, Does governance confer organisational resilience? Evidence from UK employee owned businesses, European Management Journal, Volume 32, Issue 1, 2014, Pages 66-72, ISSN 0263-2373, https:\u002F\u002Fdoi.org\u002F10.1016\u002Fj.emj.2013.06.009","So, would businesses still choose good governance?",{"id":58,"collection":124,"news_id":401,"item":427},{"id":5,"status":6,"user_created":37,"date_created":7,"user_updated":37,"date_updated":8,"title":9,"type":10,"body":11,"date":12,"topic":11,"slug":13,"activity":11,"nid":11,"topics":402,"activities":11,"programme":11,"area":11,"websites":403,"language":19,"countries":404,"tags":405,"authors":410,"images":412,"translations":413,"content":414,"translations_news":424,"image":425,"translation_of":11},[15],[17,18],[],[406,407,408,409],{"id":35,"news_id":5,"tags_id":61},{"id":42,"news_id":5,"tags_id":75},{"id":43,"news_id":5,"tags_id":88},{"id":44,"news_id":5,"tags_id":102},[411],{"id":46,"news_id":5,"authors_id":117},[],[],[415,416,417,418,419,420,421,422,423],{"id":50,"news_id":5,"item":140,"collection":124},{"id":51,"news_id":5,"item":142,"collection":124},{"id":52,"news_id":5,"item":144,"collection":124},{"id":53,"news_id":5,"item":146,"collection":147},{"id":54,"news_id":5,"item":149,"collection":124},{"id":55,"news_id":5,"item":151,"collection":124},{"id":56,"news_id":5,"item":153,"collection":124},{"id":57,"news_id":5,"item":155,"collection":124},{"id":58,"news_id":5,"item":157,"collection":124},[],{"id":21,"storage":22,"filename_disk":23,"filename_download":24,"title":25,"type":26,"folder":160,"uploaded_by":37,"created_on":27,"modified_by":11,"modified_on":27,"charset":11,"filesize":28,"width":29,"height":30,"duration":11,"embed":11,"description":11,"location":11,"tags":11,"metadata":426,"focal_point_x":11,"focal_point_y":11,"tus_id":11,"tus_data":11,"uploaded_on":27},{},{"id":428,"text":429,"class":11,"title":430,"anchor":11},101,"::: links\n- [Explore Basel Institute's Business Integrity work](https:\u002F\u002Fbaselgovernance.org\u002Fwork\u002Fbusiness) -> Discover our advisory services, tools and research on anti-corruption compliance and governance.\n- [Visit the B20 Collective Action Hub](https:\u002F\u002Fbaselgovernance.org\u002Fresources\u002Fcollective-action-hub) ->  Practical guidance and research for businesses tackling shared integrity challenges together.\n\n:::\n\n","Learn more",[],{"515":433},{"slug":434,"image":119},"lucie-jones",[],[437,467,499,529,552,575,596,627,651],{"id":438,"body":439,"status":6,"type":440,"date":441,"slug":442,"title":443,"image":444,"countries":445,"topic":11,"activity":11,"tags":446,"nid":11,"topics":453,"activities":11,"authors":457,"images":458,"websites":459,"area":11,"programme":11,"language":19,"translations":460,"translation_of":11,"user_created":461,"date_created":462,"user_updated":269,"date_updated":463,"content":464,"translations_news":465,"link":466},10634,"The winners of the [International Collective Action Awards 2026](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fawards) were announced on 9 June during the [International Collective Action Conference](https:\u002F\u002Fcollective-action.com\u002Fget-involved\u002Fevents\u002Ficac-2026) in Basel, Switzerland.  \n  \nPresented by the Basel Institute on Governance, the Awards recognise outstanding initiatives that demonstrate the power of Collective Action to address corruption, strengthen business integrity and contribute to fairer and more transparent markets.\n\n## Alliance for Integrity: Outstanding Achievements award\n\nThe Gretta Fenner Outstanding Achievement in Collective Action Award 2026 was awarded to [Alliance for Integrity](https:\u002F\u002Fwww.allianceforintegrity.org\u002Fen\u002F).  \n  \nThe initiative was recognised for building one of the world’s largest business integrity Collective Action networks, bringing together companies, business associations, governments and civil society organisations across 16 countries.\n\nThrough practical training, dialogue and collaboration, Alliance for Integrity has helped thousands of businesses – particularly small and medium-sized enterprises – strengthen their integrity and compliance practices. The initiative demonstrates how Collective Action can be scaled across different regions and contexts to create lasting impact.  \n  \n## CoST Malawi’s Red Flags Algorithm: Inspirational Newcomer award\n  \nThe Collective Action Inspirational Newcomer Award 2026 was awarded to [CoST Malawi Infrastructure Transparency Initiative](https:\u002F\u002Fcost.mw\u002F): Red Flags Algorithm.\n\nThe initiative was recognised for its innovative approach to strengthening transparency and accountability in public infrastructure projects.\n\nAt the centre of the initiative is the Red Flags Algorithm, integrated into [Malawi’s Information Platform for Public Infrastructure](https:\u002F\u002Fippi.mw\u002F), which helps identify potential corruption risks and anomalies in project data.\n\nBy combining technology, transparency and multi-stakeholder collaboration, the initiative is helping improve oversight of public infrastructure investments and strengthen public trust.  \n  \n## Recognising excellence in Collective Action\n  \nThe International Collective Action Awards celebrate initiatives that bring together businesses, governments, civil society organisations and other stakeholders to address shared integrity challenges that no single actor can solve alone.  \n  \nThe Basel Institute congratulates the winners and all finalists for their commitment to advancing integrity and accountability through Collective Action. Their achievements demonstrate the continued importance of collaboration in addressing corruption risks and promoting responsible business conduct around the world.\n\nThe Conference and Awards are supported by the Siemens Integrity Initiative.","News","2026-06-09","collective-action-awards-2026","Congratulations to the winners of the International Collective Action Awards 2026","https:\u002F\u002Fbaselgovernance.org\u002Fcms\u002Fapi\u002Fassets\u002Fab6d8da2-1e37-451d-8bc0-9fe30c63dc81?width=1000&height=650&format=webp&quality=90",[],[447,449],{"tags_id":448},{"id":75,"name":17},{"tags_id":450},{"id":451,"name":452},1274,"Ethics",[454,455,456,17,15],"HLRM","Integrity Pacts","Human rights",[],[],[17,18],[],"545a204d-e41b-4882-afda-481ecf3fd971","2026-06-09T08:02:36.000Z","2026-08-06T10:06:09.000Z",[],[],"\u002Fresources\u002Fnews\u002Fcollective-action-awards-2026",{"id":468,"body":469,"status":6,"type":440,"date":470,"slug":471,"title":472,"image":473,"countries":474,"topic":475,"activity":477,"tags":479,"nid":486,"topics":487,"activities":488,"authors":489,"images":490,"websites":491,"area":11,"programme":11,"language":19,"translations":492,"translation_of":11,"user_created":493,"date_created":494,"user_updated":269,"date_updated":495,"content":496,"translations_news":497,"link":498},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.","2026-05-20","cast-your-vote-in-the-2026-collective-action-awards-2969","Cast your vote in the 2026 Collective Action Awards","https:\u002F\u002Fbaselgovernance.org\u002Fcms\u002Fapi\u002Fassets\u002Fa69747f0-c2e6-48f5-8e19-4e059e545b2f?width=1000&height=650&format=webp&quality=90",[],[17,476],"Private Sector",[478],"",[480,482,484],{"tags_id":481},{"id":61,"name":62},{"tags_id":483},{"id":75,"name":17},{"tags_id":485},{"id":88,"name":89},2969,[17,15],[],[],[],[17],[],"03bebfd8-0b40-4a2a-820d-b9d9c13b9de6","2026-06-04T21:13:46.000Z","2026-08-06T10:06:08.000Z",[],[],"\u002Fresources\u002Fnews\u002Fcast-your-vote-in-the-2026-collective-action-awards-2969",{"id":500,"body":501,"status":6,"type":10,"date":502,"slug":503,"title":504,"image":505,"countries":506,"topic":507,"activity":508,"tags":510,"nid":519,"topics":520,"activities":521,"authors":522,"images":523,"websites":11,"area":11,"programme":11,"language":19,"translations":524,"translation_of":11,"user_created":493,"date_created":525,"user_updated":269,"date_updated":463,"content":526,"translations_news":527,"link":528},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\u002Fbaselgovernance.org\u002Fcms\u002Fapi\u002Fassets\u002Fc470512d-6eaf-404e-86ec-545ebd052655?width=1000&height=650&format=webp&quality=90",[],[17,476],[509],"Insights",[511,513,515],{"tags_id":512},{"id":75,"name":17},{"tags_id":514},{"id":61,"name":62},{"tags_id":516},{"id":517,"name":518},982,"Anti-corruption",2959,[17,15],[509],[],[],[],"2026-06-04T21:13:50.000Z",[],[],"\u002Fresources\u002Fnews\u002Fbuilding-trust-how-collective-action-strengthens-business-ecosystems-2959",{"id":530,"body":531,"status":6,"type":440,"date":532,"slug":533,"title":534,"image":535,"countries":536,"topic":537,"activity":538,"tags":540,"nid":541,"topics":542,"activities":543,"authors":544,"images":545,"websites":11,"area":11,"programme":11,"language":19,"translations":546,"translation_of":11,"user_created":493,"date_created":547,"user_updated":269,"date_updated":548,"content":549,"translations_news":550,"link":551},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\u002Fbaselgovernance.org\u002Fcms\u002Fapi\u002Fassets\u002F7d9267b4-5c9c-4c0d-81a2-a1ca5c34eaa9?width=1000&height=650&format=webp&quality=90",[],[17,476],[539],"Events",[],2941,[17,15],[539],[],[],[],"2026-04-15T22:45:21.000Z","2026-08-06T10:06:07.000Z",[],[],"\u002Fresources\u002Fnews\u002Finternational-collective-action-awards-2026-nominations-open-2941",{"id":553,"body":554,"status":6,"type":440,"date":555,"slug":556,"title":557,"image":558,"countries":559,"topic":561,"activity":562,"tags":564,"nid":565,"topics":566,"activities":567,"authors":568,"images":569,"websites":11,"area":11,"programme":11,"language":19,"translations":570,"translation_of":11,"user_created":493,"date_created":571,"user_updated":269,"date_updated":548,"content":572,"translations_news":573,"link":574},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\u002Fbaselgovernance.org\u002Fcms\u002Fapi\u002Fassets\u002F40e65081-b8a4-44f9-b6d1-b16f6a5083be?width=1000&height=650&format=webp&quality=90",[560],7804,[17,476],[539,563],"Partnerships",[],2933,[17,15],[539,563],[],[],[],"2026-02-27T15:07:17.000Z",[],[],"\u002Fresources\u002Fnews\u002Fregistration-open-6th-international-collective-action-conference-2933",{"id":576,"body":577,"status":6,"type":440,"date":578,"slug":579,"title":580,"image":581,"countries":582,"topic":583,"activity":584,"tags":585,"nid":586,"topics":587,"activities":588,"authors":589,"images":590,"websites":11,"area":11,"programme":11,"language":19,"translations":591,"translation_of":11,"user_created":493,"date_created":592,"user_updated":269,"date_updated":548,"content":593,"translations_news":594,"link":595},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\u002Fbaselgovernance.org\u002Fcms\u002Fapi\u002Fassets\u002F0307e41d-b638-4c77-84f1-c7abcd462d72?width=1000&height=650&format=webp&quality=90",[],[17,476],[563],[],2884,[17,15],[563],[],[],[],"2025-12-11T11:01:41.000Z",[],[],"\u002Fresources\u002Fnews\u002Fbasel-institute-awarded-new-siemens-integrity-initiative-evolve-funding-to-advance-global-collective-action-2884",{"id":597,"body":598,"status":6,"type":10,"date":599,"slug":600,"title":601,"image":602,"countries":603,"topic":11,"activity":11,"tags":604,"nid":11,"topics":605,"activities":610,"authors":612,"images":614,"websites":615,"area":616,"programme":619,"language":19,"translations":621,"translation_of":11,"user_created":461,"date_created":622,"user_updated":269,"date_updated":623,"content":624,"translations_news":625,"link":626},10590,"This feature appears in the 2025 Basel AML Index Public Edition report. \u003Ca href=\"https:\u002F\u002Findex.baselgovernance.org\u002Fdownloads\">Download the full report and related resources\u003C\u002Fa>.\n\n\u003Cblockquote>\n\u003Ch2>Key takeaways\u003C\u002Fh2>\n\n\u003Cp>\u003Cstrong>Understanding national risks linked to virtual assets is now essential\u003C\u002Fstrong>, as their use has moved from niche to mainstream and is increasingly exploited for financial crime. \u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Risk assessments are inherently challenging \u003C\u002Fstrong>as (a) virtual assets are borderless by design, (b) large parts of the ecosystem fall outside regulation and (c) reliable national-level data remains limited. \u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>Illicit activity involving virtual assets does not take place in isolation\u003C\u002Fstrong>: offenders exploit the same weaknesses – corruption, fraud, weak supervision and poor enforcement – that already undermine the wider financial system. \u003C\u002Fp>\n\n\u003Cp>\u003Cstrong>The Basel AML Index provides valuable indicators to assess both a jurisdiction’s structural vulnerabilities and its capacity to counter threats \u003C\u002Fstrong>related to financial crimes in general, including those related to virtual assets, even though it does not include a dedicated virtual assets risk indicator. \u003C\u002Fp>\n\u003C\u002Fblockquote>\n\n\u003Cem>Note: in this article we use the term virtual assets in line with the FATF’s \u003Ca href=\"https:\u002F\u002Fwww.fatf-gafi.org\u002Fen\u002Ftopics\u002Fvirtual-assets.html\">definition\u003C\u002Fa> of “any digital representation of value that can be digitally traded, transferred or used for payment”. The terms crypto, cryptoassets, digital assets, digital currencies, etc. form part of this loose family, though they are often defined differently in different contexts – a factor that also complicates risk assessments and data analysis.\u003C\u002Fem>\n\n\u003Ch2>\u003Cstrong>Why assessing risks related to virtual assets matters \u003C\u002Fstrong>\u003C\u002Fh2>\n\nGovernments and private firms alike are under growing pressure to understand the risks associated with virtual assets. What was once a niche is becoming a mainstream part of financial markets and a common feature in all forms of financial crime.\n\nAs the virtual assets industry continues to mature, national authorities that lack a clear understanding of the risks find themselves on the back foot when drafting legislation, supervising market participants or countering financial crime.\n\nFor financial institutions, a clear picture of jurisdiction-level risk is essential for customer due diligence, transaction monitoring, calibrating controls and taking strategic decisions about where or where not to operate. Financial institutions that misjudge these risks leave themselves exposed to illicit finance, reputational harm and potential regulatory action.\n\n\u003Ch2>Why jurisdiction-level risk assessments are difficult\u003C\u002Fh2>\n\n\u003Ch3>1. A borderless system by design\u003C\u002Fh3>\n\nUnlike bank accounts or trust funds, virtual asset wallets or addresses do not have a meaningful jurisdictional location. There is no crypto equivalent of “a bank account in Switzerland”. A wallet can be accessed anywhere and may be controlled by a person or entity whose location is unknown or easily obscured. Large parts of the virtual asset ecosystem also fall outside the boundaries of traditional financial regulation. Self-hosted wallets, peer-to-peer transfers, decentralised finance (DeFi) protocols and informal over-the-counter (OTC) brokers create pockets of activity that are largely invisible. Any jurisdiction-level assessment will inevitably be incomplete.\n\nThe activities of virtual asset service providers (VASPs) further complicate matters. A VASP may be established in one jurisdiction while primarily serving customers in another. In the absence of harmonised legislation or cooperation among supervisors, many operate across numerous markets with minimal physical presence or regulatory engagement.\n\n\u003Ch3>2. Data is limited, patchy and uncertain\u003C\u002Fh3>\n\nReliable quantitative data on financial crime risks related to virtual assets at the national level is scarce. In addition to the issue of contrasting definitions and the technology’s borderless nature, several factors contribute to this lack.\n\nFirst, commercial blockchain analytics providers publish broad indicators of virtual asset adoption and estimates of illicit usage. These can be helpful for spotting trends but require careful interpretation. They rely on estimates and proxies, including web traffic to exchanges or intermediaries, and do not provide precise amounts or reliably distinguish licit from illicit activity.\n\nSecond, it is reasonable to assume that where adoption rises, illicit activity will also increase, simply because criminals use the same infrastructure as legitimate users. However, such relationships cannot be measured with confidence.\n\nThird, at the government level, many jurisdictions still lack a coordinated approach across authorities to collect, share and analyse statistics on money laundering and related financial crimes. In many jurisdictions, data on virtual assets is either not gathered consistently or not collected at all.\n\nWithout reliable data on virtual assets usage and risks, national risk assessments may become detached from real-world threats. The result: regulation and supervision that is either insufficient or unnecessarily burdensome.\n\n## How the Basel AML Index can be used\n\nFor the above reasons, the Basel AML Index does not offer a dedicated indicator for virtual assets. Nevertheless, the Index data is still useful because illicit activity involving virtual assets typically exploits the same underlying weaknesses that enable money laundering, corruption, fraud and other financial crimes in the traditional financial system. Where protections against fraud are weak, for example, where supervision is lacking or where enforcement of regulations is inconsistent or politically compromised, opportunities to misuse virtual assets for illegal purposes tend to expand.\n\n\u003Cblockquote>\n\u003Cstrong>Two components of risk \u003C\u002Fstrong>\n\nIn line with the holistic methodology of the Basel AML Index and most AML\u002FCFT risk assessment frameworks, evaluating jurisdiction-level risk related to virtual assets centres on two elements:\n\n\u003Cp>a) \u003Cem>vulnerability \u003C\u002Fem>to the illicit use of virtual assets; and b) \u003Cem>capacity to mitigate \u003C\u002Fem>and respond to these threats. \u003C\u002Fp>\n\u003C\u002Fblockquote>\n\n## Relevant indicators\n\nThe following graphic highlights indicators of the Basel AML Index that are relevant for assessing either \u003Cem>structural vulnerabilities \u003C\u002Fem>that illicit actors may exploit, or a jurisdiction’s \u003Cem>capacity to counter \u003C\u002Fem>threats. These can be viewed individually in the Expert Edition.\n\n![](https:\u002F\u002Fjam.baselgovernance.org\u002Fapi\u002Fassets\u002F7f446525-136f-4018-a322-8a4e8872f23b) *Indicators visible in the Basel AML Index Edition that are particularly relevant to assessing national risks relating to virtual assets.*\n\n\n### FATF data\n\nUsing the Expert Edition Plus subscription and its quantitative analysis of the latest FATF mutual evaluation and follow-up reports, Basel AML Index users can gain rapid insights into whether a jurisdiction’s AML\u002FCFT framework provides it with the capacity to \u003Cem>counter threats \u003C\u002Fem>related to financial crimes generally, including those involving virtual assets. FATF Recommendations that may be highly relevant for this include:\n\n- R.15 (new technologies)\n- R.16 (payment transparency)\n- R.26 & 27 (regulation and supervision)\n- R.29–31 (law enforcement)\n- R.36–40 (international cooperation)\n\nAn additional useful source of information for jurisdiction-level risk assessments is the FATF’s \u003Ca href=\"https:\u002F\u002Fwww.fatf-gafi.org\u002Fen\u002Fpublications\u002FFatfrecommendations\u002Ftargeted-update-virtual-assets-vasps-2025.html\">\u003Cem>2025 Targeted Update on Implementation of the FATF Standards on Virtual Assets and Virtual Asset Service Providers\u003C\u002Fem>\u003C\u002Fa>. This report summarises progress in implementing FATF Recommendation 15 by FATF members and additional jurisdictions with materially important global virtual asset activity. “Materially important” refers to the presence of large VASPs (accounting for more than 0.25 percent of global trading) and\u002For a large virtual asset user base.\n\n## Where to start\n\nFor jurisdictions at an early stage of assessing national risks related to virtual assets, the World Bank’s \u003Cem>\u003Ca href=\"https:\u002F\u002Fopenknowledge.worldbank.org\u002Fentities\u002Fpublication\u002Fbb5a7475-ac52-4697-afdc-5f618a550623\">AML\u002FCFT National Risk Assessment on Virtual Assets and Virtual Asset Service Providers: Guidance Manual\u003C\u002Fa> \u003C\u002Fem>(published in October 2025) is a strong starting point. It covers both threats and vulnerabilities, as well as the effectiveness of mitigation measures.\n\nAdditional useful resources include:\n- \u003Ca href=\"https:\u002F\u002Fbaselgovernance.org\u002F9crc-crypto-regulation\">\u003Cstrong>Practical recommendations from regulators and supervisors\u003C\u002Fstrong>\u003C\u002Fa>, developed at the 9th Global Conference on Criminal Finances and Cryptoassets, on understanding financial crime risks linked to virtual assets and designing effective regulatory and supervisory frameworks.\n- \u003Cstrong>Structured public–private partnerships\u003C\u002Fstrong>, such as the \u003Ca href=\"https:\u002F\u002Fefippp.eu\u002F\">Europol Financial Intelligence Sharing Public Private Partnership\u003C\u002Fa>, which offer opportunities to learn from peers and obtain early insights into emerging threats and financial crime typologies involving virtual assets.\n","2025-12-08","assessing-national-risks-related-to-virtual-assets","Assessing national risks related to virtual assets","https:\u002F\u002Fbaselgovernance.org\u002Fcms\u002Fapi\u002Fassets\u002F78f8a1ec-bf8d-469a-ab92-228e79ddd8f2?width=1000&height=650&format=webp&quality=90",[],[],[606,607,15,608,609],"Anti-Money Laundering","Asset Recovery and Enforcement","Corruption Prevention and Public Governance","Basel AML Index",[609,611],"Research",[613],1365,[],[609],[617,618],"Asset Recovery & Enforcement","Business Integrity & Governance",[620],"International Centre for Asset Recovery",[],"2025-12-05T11:43:36.000Z","2026-06-24T13:41:09.000Z",[],[],"\u002Fresources\u002Fnews\u002Fassessing-national-risks-related-to-virtual-assets",{"id":628,"body":629,"status":6,"type":440,"date":630,"slug":631,"title":632,"image":633,"countries":634,"topic":637,"activity":639,"tags":640,"nid":641,"topics":642,"activities":643,"authors":644,"images":645,"websites":11,"area":11,"programme":11,"language":19,"translations":646,"translation_of":11,"user_created":493,"date_created":647,"user_updated":269,"date_updated":548,"content":648,"translations_news":649,"link":650},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\u002Fbaselgovernance.org\u002Fcms\u002Fapi\u002Fassets\u002Fc22c8770-c1ad-4fd3-8af1-7174cdbe6b0b?width=1000&height=650&format=webp&quality=90",[635,636],7797,7798,[638,476],"Green Corruption",[563],[],2857,[638,15],[563],[],[],[],"2025-10-20T16:01:43.000Z",[],[],"\u002Fresources\u002Fnews\u002Fstrengthening-integrity-in-ukraines-natural-resources-energy-and-defence-sectors-with-norways-support-2857",{"id":652,"body":653,"status":6,"type":10,"date":654,"slug":655,"title":656,"image":657,"countries":658,"topic":659,"activity":660,"tags":661,"nid":662,"topics":663,"activities":664,"authors":665,"images":669,"websites":11,"area":11,"programme":11,"language":19,"translations":670,"translation_of":11,"user_created":493,"date_created":671,"user_updated":269,"date_updated":672,"content":673,"translations_news":674,"link":675},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\u002Fbaselgovernance.org\u002Fcms\u002Fapi\u002Fassets\u002Fef76f772-e0c4-4e5f-899e-40c89f892860?width=1000&height=650&format=webp&quality=90",[],[17,476],[611],[],2843,[17,15],[611],[666,667,668],1352,1353,1354,[],[],"2025-09-08T21:23:11.000Z","2026-08-06T10:06:06.000Z",[],[],"\u002Fresources\u002Fnews\u002Fcollective-action-against-corruption-what-works-best-and-why-2843",{"left":677,"top":677,"width":678,"height":678,"rotate":677,"vFlip":679,"hFlip":679,"body":680},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>",1788381727737]