《2024年全球诚信合规调研报告》-36页.docVIP

Howcantrust

survivewithout

integrity?

Whytakingthehuman-centered

approachempowersanethicalculture

GlobalIntegrityReport2024|1

Contents

Foreword

3

Key?ndings

4

Introduction

6

1.Isthevalueofintegrityatrisk?

10

14

20

26

28

32

2.Whatistherootcauseofmisconduct?

3.Whichapproachtointegrityareyoutaking?

Methodology

Additionalinsights:Integrity-?rstAItodaybuildstrustfortomorrow

Additionalinsights:ESGintegrityreachesacrossroadbetweenaspirationandregulation

2|GlobalIntegrityReport2024

Foreword

Againstabackdropofrapidchange,persistentmacroeconomicandgeopoliticaluncertainty,aswellas

increasedregulatoryscrutiny,organizationsare?ndingitincreasinglydif?culttomaintainacultureofintegrity

andcompliance.Whilethirdpartiescontinuetobeinvolvedinasigni?cantnumberofintegrityincidents,theEY

GlobalIntegrityReport2024suggeststhatthereareinternalforcesatplayaswell.

Inanunfortunateturn,sincetheEYGlobalIntegrityReport2022,nearlyfouroutof10respondentssaythey’d

bewillingtobehaveunethicallyinoneormorewaystoimprovetheircareeror?nancialposition—morethan

oneandahalftimeshigherthanourprevious?ndings.Thissentimentamongourrespondentsservesasa

reminderthatanappropriatetoneatthetopiscritical.

The“say-do”gaphighlightedin2022—thedifferencebetweenwhatleaderssayandhowtheyact—has

grownwider.Atthetopoftheorganization,overtwo-thirdsofboardmemberssaythey’dbewillingtobehave

unethicallyinoneormorewaysfortheirownbene?t,upfrom43%twoyearsago.Morethanerodingtrust

withinandoutsidetheorganization,atop-down,“alltalk,nowalk”mentalityputstheorganization’sreputation

andbottomlineatrisk.

Thegoodnewsisthatalmosthalf(49%)ofglobalrespondentsthinkcompliancewiththeirorganization’s

standardsofintegrityhasimprovedinthelasttwoyears,up7%from2022.It’