Anti Corruption Day (Image: Freepik.com).
Amid the struggle to combat high levels of corruption, Indonesia continues to record a low score—37 out of 100—in Transparency International’s 2024 Corruption Perceptions Index (CPI). This data further underscores that efforts to eradicate corruption cannot rely solely on the government.
The business sector, after all, is a major driver of the economy, contributing the largest share of national output through manufacturing, trade, agriculture, services, and mining. The Indonesian Chamber of Commerce and Industry (KADIN) even claims that the private sector contributes 60% of GDP—far above government spending (which is generally more prone to corruption), contributing only 7–9%.
For this reason, the business sector, especially private enterprises, holds significant responsibility in creating a cleaner and more ethical business ecosystem. With investors, business partners, and consumers increasingly demanding higher integrity standards, companies no longer have the option to be anything less than fully committed to preventing corruption and improving their governance. Companies that uphold integrity earn stronger reputations and greater long-term business resilience.
Although many companies already have codes of conduct, anti-gratification policies, and whistleblowing channels, breaches of integrity still occur. The root cause often lies not in the absence of internal rules, but in ethical values that have not yet become part of daily practice. An anti-corruption culture is not shaped by policy documents. It is born from consistent, concrete actions: in how leaders make decisions, in the courage to maintain transparency, and in the quality of internal communication that continually reinforces the importance of integrity.
Leadership as the Builder of an Anti-Corruption Culture
Leaders are the key factor that determines whether an anti-corruption culture can grow—or remain a slogan. When leaders courageously refuse ethical compromises to stay aligned with integrity, they set behavioral standards for the entire organization. Conversely, even a single tolerance of misconduct sends a message of inconsistency that weakens the very foundation of an integrity culture.
This aligns with insights in the academic publication “Leadership Integrity: A Strategic Pillar for Ethical Decision Making” (Iddrisu, 2024), which emphasizes that leader integrity is a strategic pillar that guides moral decision-making and shapes organizational trust.
Role modeling has been proven more effective in instilling ethical culture than relying solely on formal policies. When these values take root, organizations do more than build trust and credibility—they position integrity as a strategic element that strengthens long-term sustainability.
Internal Communication: From Instruction to Dialogue
Strong leadership becomes truly effective only when supported by internal communication that is structured, honest, and relevant. Many compliance programs fail not because of weak substance but because communication is limited to instructions rather than understanding. Employees need to grasp the rationale behind the rules: why conflicts of interest must be reported, why gift-giving must be regulated, and why transparency in procurement is essential.
Research highlights that anti-corruption culture grows through active dialogue, not one-way announcements. Verne (2023) stresses the importance of establishing two-way communication forums that allow employees to internalize anti-corruption values.
Organizations genuinely committed to building and sustaining integrity must consistently provide internal forums to discuss ethical dilemmas and build understanding. Through such communication, integrity becomes part of daily conversation and shared learning—not merely an annual topic discussed during Sustainability Report preparation.
Healthy internal communication also fosters a speak-up culture, where employees feel safe voicing concerns without fear of judgment or backlash. In organizations that fail to cultivate an anti-corruption culture, employees tend to stay silent. They witness violations but hesitate to report them, fearing they will be seen as troublemakers, worried about career consequences, or pessimistic about whether their reports will be acted upon.
In such conditions, even the most advanced reporting channels will be ineffective. Psychological safety, procedural fairness, and transparent communication are absolute prerequisites for whistleblowing systems and other integrity enforcement mechanisms to function. Without these, violations remain hidden and gradually erode organizational integrity.
Policies as Supporting Pillars
Policies, audit systems, and reporting channels remain important for ensuring accountability. However, they should serve as supports—not the primary foundation. The true foundation of an anti-corruption culture lies in leadership behavior and the quality of internal communication. Organizations that rely solely on policy documents without consistent behavior resemble a tall fence built on unstable ground. When pressure comes, the fence will sway and eventually collapse.
Anti-Corruption Day should not be merely ceremonial but a reflective moment to examine whether integrity has truly been realized and embedded in our environment. Are leaders genuinely implementing anti-corruption policies? Has internal communication provided understanding and space for dialogue? Do employees feel safe and supported to uphold integrity?
Ultimately, integrity is the consistency behind every decision—not an annual campaign that resurfaces every 9 December. An organization of integrity is built by leaders who consistently choose integrity even when the path is challenging, and by internal communication that brings those values to life in every process and workplace interaction. Without these two foundations, an anti-corruption culture will remain a slogan rather than a reality.*
Masayu Y. Vinanda, Deputy CEO & Principal Consultant, Kiroyan Partners.
Source: Katadata.co.id, December 9, 2025.
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