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GlobalIntegrity
GlobalIntegrityReport2024|1
Howcantrustsurvivewithoutintegrity?
Whytakingthehuman-centeredapproachempowersanethicalculture
Contents
Foreword 3
Keyfindings 4
Introduction 6
Isthevalueofintegrityatrisk? 10
Whatistherootcauseofmisconduct? 14
Whichapproachtointegrityareyoutaking? 20
Methodology 26
Additionalinsights:Integrity-firstAItodaybuildstrustfortomorrow 28
Additionalinsights:ESGintegrityreachesacrossroadbetweenaspirationandregulation 32
2|GlobalIntegrityReport2024
Foreword
Againstabackdropofrapidchange,persistentmacroeconomicandgeopoliticaluncertainty,aswellasincreasedregulatoryscrutiny,organizationsarefindingitincreasinglydifficulttomaintainacultureofintegrityandcompliance.Whilethirdpartiescontinuetobeinvolvedinasignificantnumberofintegrityincidents,theEYGlobalIntegrityReport2024suggeststhatthereareinternalforcesatplayaswell.
Inanunfortunateturn,sincetheEYGlobalIntegrityReport2022,nearlyfouroutof10respondentssaythey’dbewillingtobehaveunethicallyinoneormorewaystoimprovetheircareerorfinancialposition—morethanoneandahalftimeshigherthanourpreviousfindings.Thissentimentamongourrespondentsservesasareminderthatanappropriatetoneatthetopiscritical.
The“say-do”gaphighlightedin2022—thedifferencebetweenwhatleaderssayandhowtheyact—hasgrownwider.Atthetopoftheorganization,overtwo-thirdsofboardmemberssaythey’dbewillingtobehaveunethicallyinoneormorewaysfortheirownbenefit,upfrom43%twoyearsago.Morethanerodingtrust
withinandoutsidetheorganization,atop-down,“alltalk,nowalk”mentalityputstheorganization’sreputationandbottomlineatrisk.
Thegoodnewsisthatalmosthalf(49%)ofglobalrespondentsthinkcompliancewiththeirorganization’sstandardsofintegrityhasimprovedinthelasttwoyear
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