Business integrity

Keeping business integrity in motion: building trust and resilience through Collective Action

What happens when different stakeholders, such as businesses, governments, civil society, international organisations and academia come together around shared integrity challenges? The 6th International Collective Action Conference, held in Basel in June 2026, offered a powerful answer: Collective Action gives actors the conditions they need to tackle integrity challenges together that no single one of them could address alone. Under the theme “Business integrity in motion,” the conference brought together 154 participants from 103 organisations across more than 40 countries – a mix that reflects a central reality of today’s integrity landscape: corruption cuts across borders, sectors and institutions, so isolated responses rarely go far enough. Collective Action pools the knowledge, resources and influence of different actors around shared challenges and creates opportunities to address them together. This was at the heart of the opening keynote by Hanne Juncher, Director of Security, Integrity and Rule of Law at the Council of Europe: Collective Action is not just one tool among many. It is one of the most effective responses we have to corruption in today’s interconnected world. The discussions throughout the conference explored what it takes to translate that potential into practice – from the role of boards in driving business integrity and the opportunities and risks of technology, to measuring compliance and incentivising integrity among SMEs. Celebrating those who put Collective Action into motion The International Collective Action Awards provided a tangible illustration of this approach. The 2026 winners showed two complementary ways of driving change. Developing practical solutions to concrete integrity challenges The 2026 Collective Action Inspirational Newcomer Award went to CoST Malawi, for its Infrastructure Transparency Initiative Red Flags Algorithm – an initiative that brings together diverse stakeholders and uses technology to strengthen transparency and accountability in infrastructure governance. The initiative demonstrates how collaboration can become a practical tool for identifying and addressing integrity risks. By bringing actors together around public infrastructure data and developing and embedding a tailored algorithm into its publicly available infrastructure procurement platform, CoST Malawi is helping shift transparency from simply publishing information towards actively using data to identify potential risks and strengthen accountability. For the CoST Malawi team, the recognition was about much more than an award: This award is a proud moment for the CoST Malawi team and a testament to what can be achieved when diverse stakeholders unite around a common purpose. Collective Action is at the heart of the CoST approach, and this recognition reflects the commitment, dedication and partnership of everyone involved in promoting transparent, inclusive and accountable infrastructure governance in Malawi. Building the networks, capabilities and trust needed to sustain change The Gretta Fenner Outstanding Achievement in Collective Action Award went to the Alliance for Integrity, in recognition of its sustained contribution to advancing Collective Action and promoting business integrity. In particular, for building one of the world’s largest business integrity Collective Action networks encompassing companies, business associations, governments and civil society organisations across 16 countries. Through it, they have supported hundreds of trainers and companies in strengthening compliance and anti-corruption practices, with a strong focus on SMEs. The work of Alliance for Integrity demonstrates how networks connect actors who might otherwise work in isolation, while training builds the capacity to act and sustained engagement helps build the trust needed for collaboration to continue. As Alliance for Integrity reflected after the award: We are deeply honoured that the Alliance for Integrity won the Gretta Fenner Outstanding Achievement in Collective Action Award. While the award was presented to the Secretariat, we see it as recognition of the entire Alliance for Integrity network, including our regional hubs, local partners, trainers, companies and all those who contribute their time, expertise and commitment to advancing business integrity. The Secretariat holds the award, but it represents the collective work of our network. That is why the award is now travelling across our hubs and communities. It has already been to Paraguay and South Africa, with many more stops to come. Each stop is an opportunity to celebrate the people and partnerships that make the Alliance what it is, and to recognise the importance of local engagement in turning Collective Action into meaningful change. For us, the award is a shared symbol of the work being done across the network. It belongs to everyone who contributes to building trust, strengthening capacity and bringing businesses, governments and civil society together around a shared commitment to integrity. We are proud to hold it at the Secretariat, but even more proud to share it with the network that made this recognition possible. Together, the two winners demonstrate different ways Collective Action can create meaningful change. CoST Malawi built a new solution and showed how collaboration can generate innovative responses to specific integrity risks. Alliance for Integrity showed how building the relationships and capacity can create the conditions for change to take hold. From conversation to continued collaboration The conference gave participants room for discussion, opportunities to build relationships and explore further collaboration. Practitioners and researchers exchanged experiences across countries and sectors with a focus on how Collective Action initiatives can remain relevant, adaptable and impactful over time. The conference was supported by a diverse group of organisations from across the global Collective Action community of practice, including the Alliance for Integrity, TEID, Maritime Anti-Corruption Network MACN , UNODC, OECD, Transparency International and UN Global Compact. Their support, alongside that of the Siemens Integrity Initiative and conference sponsors AtkinsRéalis and Koenig & Bauer Banknote Solutions SA, reflected the breadth and strength of the community coming together to advance Collective Action. As the conference closed, one message stood out: business integrity is increasingly a collective endeavour. Tackling corruption and strengthening trust requires actors to move beyond isolated commitments and find practical ways to work together. The challenge for all of us now is to keep momentum going – expanding partnerships, adapting to new challenges and turning collaboration into lasting improvements for businesses, governments and citizens. Learn more ::: links - Report from the 6th International Collective Action Conference - Collective Action at the Basel Institute :::

Would businesses still choose good governance if nobody required it?

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. Geopolitical 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. Would 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. If 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. This 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. Focusing 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.

Cast your vote in the 2026 Collective Action Awards

From grassroots transparency tools to global business integrity networks, this year’s finalists for the International Collective Action Awards show the breadth, creativity and growing impact of Collective Action around the world. Public voting is now open and everyone is invited to help choose the winners. The 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 in Basel, Switzerland, on 9–10 June 2026. Presented 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. A diverse field of finalists This 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. The shortlisted initiatives also highlight the geographical reach of Collective Action efforts today, with finalists working across Africa, Latin America, Europe and global multilateral platforms. An international jury selected the finalists from a strong field of nominations representing a wide variety of sectors, approaches and partnerships. Gretta Fenner Outstanding Achievement in Collective Action This category is named in honour of the Basel Institute’s late Managing Director, Gretta Fenner. It recognises organisations that have made a sustained and significant contribution to advancing Collective Action and promoting business integrity over time. The 2026 finalists are: 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. 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. 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. Collective Action Inspirational Newcomer The Inspirational Newcomer category recognises initiatives active for fewer than two years that have already shown strong promise and early impact. This year’s finalists are: 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. 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. 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. Although 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. An international jury with deep expertise The finalists were pre-selected by an international jury bringing together expertise from governance, anti-corruption, journalism, international law and public policy. The 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. Their 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. Cast your vote Public voting is open until 2 June 2026. Visit the Awards page on the B20 Collective Action Hub to learn more about the finalists and cast your vote in each category. The Collective Action Awards are supported by the Siemens Integrity Initiative.

Building trust: how Collective Action strengthens business ecosystems

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. At 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. Building trust is one critical element of Collective Action efforts, as it requires a genuine and sustained willingness from all involved stakeholders to collaborate. Trust across sectors: the foundation of effective markets Markets 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: Business relies on regulatory bodies to create fair and predictable markets. Governments depend on businesses to act with integrity, beyond merely meeting compliance requirements. Civil society holds both public and private sectors accountable whilst advancing transparency and public confidence. Where these relationships are founded in trust, business ecosystems function more effectively and markets remain stable. Yet, 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. The cost of low-trust systems When 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. In 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. Breaking this cycle requires a different approach – one built on shared commitment, sustained engagement and coordinated action. This is where Collective Action comes into play. Collective Action as a trust-building mechanism In 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. But 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. Over 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. From compliance to competitive advantage Too 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. Collective Action supports this shift by helping to shape markets that reward integrity, moving beyond a risk mitigation exercise. Building trust in practice This is exactly the focus of the 6th International Collective Action Conference, taking place on 9–10 June 2026 in Basel, Switzerland. Bringing 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. The 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. Learn more 6th International Collective Action Conference 2026 B20 Collective Action Hub Working Paper 56: Anti-corruption Collective Action: A typology for a new era Book: Collective Action in practice: a game-changer for business integrity

Corporate disclosure on anti-corruption and ESG: three innovative approaches

Twenty-five years after the OECD Anti-Bribery Convention came into force, companies are facing an increasingly complex regulatory landscape, not only on anti-corruption but also sustainability. In this blog, Vanessa Hans sheds light on recent corporate disclosure regulations and how companies can better meet stakeholders’ reporting expectations. ESG regulations tighten: time to break down siloes Most countries have had laws prohibiting bribery for over two decades. Many have introduced corporate criminal liability for corruption. Environmental and social corporate responsibility, however, has largely been addressed through soft-law instruments. Now the regulatory landscape for sustainability topics is shifting away from soft law towards mandatory regulations. Companies need to establish a governance structure that adequately addresses anti-corruption compliance and broader environmental, social and governance ESG topics, including human rights issues. That is a challenge for most businesses. A siloed approach still prevails, with limited exchanges of information between a company’s anti-corruption compliance function and its ESG function. There are synergies between the environmental and social agenda and anti-corruption compliance – and breaking down silos is critical. Nonetheless, they remain distinct topics that require specific subject-matter expertise. In our ethics and compliance work, we see how companies benefit from internal coordination on ESG and anti-corruption compliance within their broader risk management frameworks. The key is to leverage complementary aspects while treating the topics discretely when necessary. A similar approach is helpful to leverage synergies between anti-corruption compliance and business and human rights. Three ways to better meet stakeholder expectations on corporate disclosure One thing that companies are grappling with is new disclosure requirements. The European Union’s Corporate Sustainability Reporting Directive, for example, requires companies to report according to the European Sustainability Reporting Standards ESRS , which also cover topics relating to corruption and bribery. Disclosure of anti-corruption efforts is not a new issue. Increased transparency through disclosure can be useful to build trust with external stakeholders, mitigate reputational risks and identify best practices. Three innovative approaches to corporate disclosure for anti-corruption compliance can help provide inspiration for wider ESG-related reporting: effectiveness indicators, corporate culture and engagement in anti-corruption Collective Action. 1\. Reporting on effectiveness The Basel Institute has facilitated the co-development of a set of indicators that companies may wish to consider when reporting on the effectiveness of their anti-corruption efforts to external stakeholders. While these indicators were developed with health care companies, they are not sector specific and could prove valuable for companies working in other fields. The guidance note was developed in collaboration with Norges Bank Investment Management NBIM and responds to NBIM’s publication of expectations of companies on anti-corruption. These expectations emphasise among others that companies should report on their anti-corruption programme, including disclosing how they measure its effectiveness. The expectations are based on internationally recognised principles such as the UN Global Compact and the OECD Guidelines for Multinational Enterprises. The effectiveness indicators are grouped into five themes based on their relevance to the prevention of corruption: Culture Risk management Third parties Compliance function Oversight The indicators use a combination of qualitative and quantitative metrics. Some are goal oriented and need descriptive answers. For others, a yes or no suffices. 2\. Measuring corporate culture It is worth taking a closer look at the first theme of the Basel Institute/NBIM effectiveness indicators – culture. An organisation’s culture impacts both employees’ behaviour and the effective implementation of anti-corruption and other ESG programmes. A real commitment to corruption prevention and sustainability requires a strong corporate culture focusing on integrity. The focus on disclosures relating to corporate culture has attracted attention in recent months. The U.S. Department of Justice’s latest guidance document on the Evaluation of Corporate Compliance Programs updated in September 2024 , for example, highlights the importance of fostering an organisational culture “that encourages ethical conduct and a commitment to compliance with the law” – beyond having check-box compliance structure and policies in place. Five of the indicators developed by the Basel Institute and NBIM relate to culture paraphrased here . They can be a helpful resource for companies to define how they measure corporate culture and how it evolves over time: A baseline to identify perceptions of the culture of integrity and a methodology to measure changes in the culture over time are established. Frequency of references to ethics and compliance by C-level executives and managers. Performance management framework incorporates how ethics and integrity objectives are achieved. Ethics and integrity are integral components in leadership decisions. The company actively engages in anti-corruption Collective Action. Measuring an organisation’s corporate culture remains challenging. But the list of indicators can provide a starting point for companies wishing to not only shape a culture of integrity in their organisation but to report externally on the success of their efforts. 3\. Multi-stakeholder engagement through Collective Action Now it’s time to zoom in on the fifth culture-related indicator above: anti-corruption Collective Action. Active and sustained engagement with peers and stakeholders from civil society and in some cases government through Collective Action can indicate a company’s commitment to integrity and a continuously improving ethical culture. Collective Action has gained significant momentum in recent years. The Organisation for Economic Co-Operation and Development OECD in its revised Anti-Bribery Recommendation has formally endorsed the use of Collective Action to address corruption. The concept is also supported by development banks, including the World Bank. Most recently, the B20 Integrity and Compliance Task Force under the Brazilian presidency of the G20 has included fostering Collective Action initiatives as one of three policy recommendations. Looking at corporate disclosure, the Global Reporting Initiative’s standards for sustainability impacts GRI Standards also integrate Collective Action in their recommended anti-corruption disclosure. Companies across different industries and sectors continue to face challenges when it comes to addressing the increasing jigsaw of varying international and national standards. Collaborative approaches such as Collective Action are an impactful way for companies to address these challenges jointly and also meet expectations of their stakeholders, be it on corruption prevention, human rights or other ESG topics. Read more For details on all themes and effectiveness indicators for company reporting, see the Basel Institute/NBIM guidance note. For more information about Collective Action, visit our B20 Collective Action Hub.

Business integrity in motion: Report from the 6th International Collective Action Conference

Collective Action in practice: a game-changer for business integrity

Quick Guide 39: Business integrity and ethics

Companies’ assessments of anti-corruption compliance

Putting business integrity on the global agenda: Report from the 5th International Collective Action Conference