SlideShare a Scribd company logo
2017 Edelman
Trust Barometer
Global Report
1
Informed
Public
9 years in 20+ markets
Represents 13% of total global population
500 respondents in U.S. and China; 200
in all other countries
Must meet 4 criteria:
Ages 25-64
College educated
In top 25% of household income per
age group in each country
Report significant media consumption
and engagement in business news
General Online
Population
6 years in 25+ markets
Ages 18+
1,150 respondents
per country
All slides show General
Online Population unless
otherwise noted
2017 Edelman Trust Barometer
Methodology
28-country global data margin of error: General Population +/-0.6% (N=32,200), Informed Public +/- 1.2% (N=6,200), Mass Population +/- 0.6% (26,000+). Country-
specific data margin of error: General Population +/- 2.9 ( N=1,150), Informed Public +/- 6.9% (N = min 200, varies by country), China and U.S. +/- 4.4% (N=500),
Mass Population +/- 3.0 to 3.6 (N =min 740, varies by country), half sample Global General Online Population +/- 0.8 (N=16,100).
2
17 years of data
33,000+ respondents total
All fieldwork was conducted
between October 13th and
November 16th, 2016
Online Survey in
28 Countries
Mass
Population
All population not including
Informed Public
Represents 87% of total
global population
Trust in Retrospect
3
Rising Influence
of NGOs
2001
Business Must
Partner with
Government to
Regain Trust
2009
Fall of the
Celebrity CEO
2002
Earned Media
More Credible
Than Advertising
2003
U.S. Companies
in Europe Suffer
Trust Discount
2004
Trust Shifts from
“Authorities” to
Peers
2005
“A Person Like
Me” Emerges as
Credible
Spokesperson
2006
Business More
Trusted Than
Government
and Media
2007
Young Influencers
Have More Trust
in Business
2008
Trust is Now an
Essential Line
of Business
2010
Rise of
Authority
Figures
2011
Fall of
Government
2012
Crisis of
Leadership
2013
Business to
Lead the Debate
for Change
2014
Trust is
Essential to
Innovation
2015
Trust
in Crisis
2017
Growing
Inequality of Trust
2016
2016: The Inversion of Influence
4
Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. Informed
Public and Mass Population, 28-country global total.
Mass
Population
85% of
population
48 Trust Index
15% of
population
60 Trust Index
Informed
Public
12pt
Gap
Influence
& Authority
Influence
Authority
2017: Trust Gap Widens
Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs.
Informed Public and Mass Population, 25-country global total.
5
Percent trust in the four institutions of government,
business, media and NGOs, 2012 to 2017
21 pts
19 pts
18 pts
53
60 60
44
48
45
2012 2016 2017
Informed
Public
15pt
Gap
9pt
Gap
A 3-point
increase in
the last year
12pt
Gap
Largest Gaps
Mass
Population
45 Global
70 India
67 Indonesia
62 China
59 Singapore
59 UAE
52 Netherlands
50 Colombia
50 Mexico
47 Brazil
47 Canada
47 Italy
47 Malaysia
47 U.S.
45 Argentina
42 Hong Kong
41 S. Africa
41 Spain
41 Turkey
40 Australia
39 Germany
38 France
37 U.K.
36 S. Korea
36 Sweden
35 Ireland
34 Japan
34 Poland
31 Russia
Trust Index
Mass Population
Left Behind
Average trust in institutions,
Informed Public vs. Mass Population
The Mass Population
distrusts
their institutions in
20 of 28 countries
Source: 2017 Edelman Trust Barometer.
The Trust Index is an average of a country’s trust in the
institutions of government, business, media and NGOs.
Informed Public and Mass Population, 28-country global
total.
Mass
Population
Informed
Public
6
60 Global
80 India
79 China
78 Indonesia
77 UAE
71 Singapore
68 U.S.
62 Canada
62 Netherlands
61 Italy
61 Mexico
57 Malaysia
57 Spain
56 France
56 U.K.
55 Colombia
54 Australia
54 Germany
53 Hong Kong
51 Argentina
51 Brazil
50 S. Korea
50 Turkey
49 Japan
49 S. Africa
47 Sweden
45 Russia
44 Ireland
43 Poland
Trusters
(60-100)
Neutrals
(50-59)
Distrusters
(1-49)
2017: Mass Population Rejects Established Authority
7
Mass population now has influence
and authority
Establishment left empty-handed
Influence
& Authority
Trust
in Crisis
How much do you
trust each institution
to do what is right?
50% 55 53
48
42
53 52
43 41
Trust in All Four Institutions Declines
Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right
using a nine-point scale, where one means that you “do not trust them at all” and nine means that you “trust them a great deal.” (Top 4 Box, Trust) General Population,
28-country global total.
10
Percent trust in the four institutions of government,
business, media and NGOs, 2016 vs. 2017
Business MediaNGOs Government
Two of four institutions distrusted
Neutral
Trusted
Distrusted
-2 -1 -5 -1
20172016
Trust Index
A World of Distrust
Average trust in institutions,
General Population, 2016 vs. 2017
11
47 Global
72 India
69 Indonesia
67 China
60 Singapore
60 UAE
53 Netherlands
52 Mexico
52 U.S.
50 Colombia
49 Canada
48 Brazil
48 Italy
48 Malaysia
45 Argentina
44 Hong Kong
44 Spain
43 Turkey
42 Australia
42 S. Africa
41 Germany
40 France
40 U.K.
38 S. Korea
37 Sweden
36 Ireland
35 Japan
35 Poland
34 Russia
2016 2017
50 Global
73 China
66 UAE
65 India
64 Singapore
62 Indonesia
60 Mexico
56 Canada
55 Colombia
52 Netherlands
51 Argentina
51 Malaysia
50 Brazil
49 Australia
49 Italy
49 U.S.
47 Hong Kong
46 Spain
45 S. Africa
42 Germany
42 S. Korea
42 U.K.
41 France
41 Ireland
41 Turkey
39 Russia
38 Japan
37 Sweden
35 Poland
Trusters
(60-100)
Neutrals
(50-59)
Distrusters
(1-49)
Source: 2017 Edelman Trust Barometer. The Trust
Index is an average of a country's trust in the institutions
of government, business, media and NGOs. General Population,
28-country global total.
3-point decrease
in the global
Trust Index
Trust declines in 21
of 28 countries—the
broadest declines
since beginning
General Population
tracking in 2012
2 in 3 countries are
now distrusters
43 43
25
29
31 31 32 32 32 33 33
39 40 40
42 42 42
44 44 45 45
47 47 48 48
54 54
65 66 67
Global28
GDP5
Turkey
Ireland
Poland
Russia
Australia
Japan
U.K.
France
Sweden
S.Africa
Argentina
S.Korea
Germany
HongKong
Malaysia
Spain
UAE
Canada
Colombia
Mexico
U.S.
Brazil
Italy
Netherlands
Singapore
China
India
Indonesia
Trust in Media Plunges to All-Time Lows
Source: 2017 Edelman Trust Barometer Q11-620. [TRACKING] [MEDIA IN GENERAL] Below is a list of institutions. For each one, please indicate how much you trust
that institution to do what is right using a nine-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal.“ (Top 4
Box, Trust) General Population, 28-country global total.
GDP 5 = U.S., China, Japan, Germany, U.K.
12
Percent trust in media, and change from 2016 to 2017
Distrusted in 82% of countries
50%
All-time low in 17 countries
-5 -11 +3 +4+2 -8-6-1-2-60-10-10-15-5-3-6 -13 -3 -2 -5-10 -6 -4 +2-10 -3 -7-5 -5
Y-to-Y Change+−
NeutralDistrust Trust
Distrusted in 75% of countries
Trust in Government Further Evaporates
Source: 2017 Edelman Trust Barometer Q11-620. [TRACKING] [GOVERNMENT IN GENERAL] Below is a list of institutions. For each one, please indicate how much
you trust that institution to do what is right using a nine-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great
deal.“ (Top 4 Box, Trust) General Population, 28-country global total.
GDP 5 = U.S., China, Japan, Germany, U.K.
13
Percent trust in government, and change from 2016 to 2017
Declines in 14 countries
50%
41
47
15
20
24 24 25 25
28
31 32 32 33
36 37 37 37 38 40
43 44 45 47
51 51
69 71
75 75 76
Global28
GDP5
S.Africa
Poland
Brazil
Mexico
France
Spain
S.Korea
Italy
Colombia
Ireland
Argentina
U.K.
Australia
Japan
Malaysia
Germany
HongKong
Canada
Russia
Sweden
U.S.
Netherlands
Turkey
Singapore
Indonesia
India
UAE
China
0 +8 +2 +9 +13 +100+700+1+1+3+1+1 -1 -7 -2 -2 -1 -5 -10 -9 -5 -5 -3-1 -8 -8-1
Y-to-Y Change+−
NeutralDistrust Trust
53
47
21
23
31
39
43
46 46
48
52 53 54 55 56
58 58 58 59 59 59 60 60 60 61 61
64 64
71 71
Global28
GDP5
Russia
Sweden
Japan
Germany
Ireland
Netherlands
U.K.
Poland
Australia
Turkey
France
UAE
S.Korea
Malaysia
S.Africa
U.S.
Canada
HongKong
Italy
Brazil
Colombia
Spain
China
Singapore
Argentina
Indonesia
India
Mexico
Trust in NGOs Declines
Source: 2017 Edelman Trust Barometer Q11-620. [TRACKING] [NGOs IN GENERAL] Below is a list of institutions. For each one, please indicate how much you trust
that institution to do what is right using a nine-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal.“ (Top 4
Box, Trust) General Population, 28-country global total.
GDP 5 = U.S., China, Japan, Germany, U.K.
14
Percent trust in NGOs, and change from 2016 to 2017
Distrusted in 8 countries
50%
-2 +7 -3-6 +7-6-1-100-3+1+2-2+10-2 -2 -4 -2 -3-6 -3 -4 -5-3 -3 -6-2 -4 -2
Declines in 21 countries
Y-to-Y Change+−
NeutralDistrust Trust
NGOs less trusted than
business in 11 countries
Business on the Brink of Distrust
Source: 2017 Edelman Trust Barometer Q11-620. [TRACKING] [BUSINESS IN GENERAL] Below is a list of institutions. For each one, please indicate how much you
trust that institution to do what is right using a nine-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal.“
(Top 4 Box, Trust) General Population, 28-country global total.
GDP 5 = U.S., China, Japan, Germany, U.K.
15
Percent trust in business, and change from 2016 to 2017
Distrusted in 13 countries
50%
52 51
29
34
39 40 41 41 43 43 45 45 46 46 48 50 50
55 56 56 58 58 60 61
64 64
67 67
74 76
Global28
GDP5
S.Korea
HongKong
Russia
Poland
Ireland
Japan
Germany
Turkey
Argentina
U.K.
Spain
Sweden
Australia
France
Canada
Italy
Malaysia
S.Africa
Singapore
U.S.
Netherlands
Brazil
Colombia
UAE
China
Mexico
India
Indonesia
-4 +4 -2 -2 -4 -2 +7 +4 -3 -6 -3 -3 -9 +5 +5-4 -5-1 0-8 -1 -2+1-2 -2 +1+1 +2 -6+1
Declines in 18 countries
Y-to-Y Change+−
NeutralDistrust Trust
Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a
company from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box,
Very/Extremely Credible) General Population, 28-country global total, question asked of half the sample.
16
Credibility of Leadership in Crisis
Percent who rate each spokesperson as very/extremely credible
CEOs
37%
Credible
Government
Officials
29%
Credible
37
18
23 23 24 25 26 27 27 27 28 28 28
31
34
36
38
40 40
42 43 44
48 48
51 52
55
61
70
Global
28-Country
Japan
France
Poland
S.Korea
Canada
Australia
HongKong
Ireland
Netherlands
Germany
Italy
U.K.
Sweden
Russia
Singapore
U.S.
Malaysia
Spain
Argentina
Turkey
China
Brazil
Colombia
Indonesia
S.Africa
UAE
Mexico
India
All-time Low for CEO Credibility
Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company
from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible)
General Population, 28-country global total, question asked of half the sample.
GDP 5 = U.S., China, Japan, Germany, U.K.
17
Percent rate CEOs as extremely/very credible, 2016 vs. 2017
CEOs not credible in 23 countries
50%
-12 -15 -8-7 -12-16-6-16-18-13-17-10-16-5-14-10 -10 -12 -11 -15-12 -13 -19 -7-9 -12 -11-12 -16
Declines in all 28 countries
Y-to-Y Change+−
NeutralDistrust Trust
The System
Is Broken
Without Trust,
Belief in the System Fails
19
How true are each of the following?
Sense of Injustice
Desire for Change
Need forceful reformers to bring change
Lack of Confidence
No confidence in current leaders
Lack of Hope
Hard work not rewarded, children will not
have a better life, country not moving in
right direction
System biased in favor of elites, elites
indifferent to the people, getting richer than
they deserve
How true is
this for you?
Sense of injustice
Lack of hope
Lack of confidence
Desire for change
53%
32%
15%
Majority Believe the
System is Failing Them
Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690.
For details on how the “system failing” measure was calculated, please refer to the Technical Appendix.
20
Not at all true
9 8 7 6 5 4 3 2 1
1 in 3 are uncertain
Completely true
System failing System working
Approximately
Even Those at the Top Are Disillusioned
Percent who believe the system is not working
Source: 2017 Edelman Trust Barometer S8. Thinking about your annual household income in 2015, which of the following categories best describes your total
household income that year? S7. What is the last grade in school you completed? S9. How often do you follow public policy matters in the news? S10. How often do
you follow business news and information? General Population, 28-country global total, cut by ‘system failing’ measure. For details on how the “system failing”
measure was calculated, please refer to the Technical Appendix.
High-Income College-Educated Well-Informed
Top quartile of income College degree or higher
Follow business and public policy
information several times a week or more
48% 49% 51%
21
Trust Critical to Belief in the System
Average trust in institutions
22
Source: 2017 Edelman Trust Barometer. Q11-Q14. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. General
Population, 28-country global total, cut by ‘the system is failing segments’.
Trust differentiates those
who are uncertain and
those who believe the
system is failing them
Trust Index
55
Trust Index
55
Trust Index
41
Among those
who believe the
System
is Working
Among those
who are
Uncertain
Among those
who believe the
System
is Failing
Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690.
For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. The margin of error for the countries scores was added and
subtracted from the global mean. Countries were considered above the global average if their score was higher than the global mean plus the margin of error. Countries
were considered below the global average if their score was lower than the global mean minus the margin of error. All other scores were considered aligned. 23
Global
France
Italy
Mexico
S.Africa
Spain
Poland
Brazil
Colombia
Germany
U.K.
Australia
Ireland
U.S.
Netherlands
Canada
Sweden
Argentina
Malaysia
Turkey
Russia
S.Korea
Indonesia
Japan
India
HongKong
Singapore
China
UAE
System failing 53 72 72 67 67 67 64 62 62 62 60 59 59 57 56 55 55 53 52 51 48 48 42 42 36 35 30 23 19
Uncertain 32 22 24 25 24 25 25 25 27 26 29 30 26 33 33 30 29 29 37 31 28 41 40 45 45 50 43 47 40
In 14 countries, the percent of
population that has lost faith is
above the global average
Systemic loss of faith
restricted to Western-
style democracies1 in 2 Countries Have Lost
Faith in the System
Percent of population who believe
the system is not working
Above
global average
Aligned with
global average
Below
global average
Fears
Fuel the Fire
The Cycle of Fear and Distrust
25
Corruption Globalization Eroding Social Values Immigration Pace of Innovation
Widespread corruption
Compromising the safety of
our citizens
Makes it difficult to institute the
changes necessary to solve our
problems
Protect our jobs from
foreign competition
Foreign companies/influence
damaging our economy/
national culture
Foreign corporations favor their
home country
Most countries cannot be
trusted to engage in fair
trade practices
Values that made this country
great are disappearing
Society changing too quickly and
not in ways that benefit people
like me
Influx of people from other
countries damaging our economy
and national culture
Technological innovations
happening too quickly and leading
to changes not good for
people like me
Concerns Have Become Fears
Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation
Q677.
For details on how the societal fears were measured, please refer to the Technical Appendix.
26
Percent of respondents who are concerned or fearful regarding each issue
69% Concerned
40% Fearful
55% Concerned
28% Fearful
56% Concerned
25% Fearful
62% Concerned
27% Fearful
51% Concerned
22% Fearful
Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of
innovation Q677. System is failing: Q672-675, 678-680, 688-690. For details on how the societal fears and the “system failing” measure were calculated, please
refer to the Technical Appendix.
27
Fears Further Erode
Belief in the System
Percent of respondents with various fears
who also believe the system has failed them
When fears collide
with a belief that
the system is
failing, conditions
are ripe for
populist action
Corruption Globalization
Eroding
Social Values
Immigration
Pace of
Innovation
77 79 83 72 68
Systemic Distrust and Fear Trigger Action
Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation
Q677. System is failing: Q672-675, 678-680, 688-690. For details on how the societal fears and the “system failing” measure were calculated, please refer to the
Technical Appendix. The margin of error for the countries scores was added and subtracted from the global mean. Countries were considered above the global average if
their score was higher than the global mean plus the margin of error. 28
% Who Agree
System is Failing
53 72 72 67 67 67 64 62 62 62 60 59 59 57 56 55 55 53 52 51 48 48 42 42 36 35 30 23 19
Global
France
Italy
Mexico
S.Africa
Spain
Poland
Brazil
Colombia
Germany
U.K.
Australia
Ireland
U.S.
Netherlands
Canada
Sweden
Argentina
Malaysia
Turkey
Russia
S.Korea
Indonesia
Japan
India
HongKong
Singapore
China
UAE
Above-Average Level of Fear
Above-Average Belief the
System is Failing
Countries with Multiple
Fears and Failing System
10 countries with above-
average belief the system
is failing and multiple fears
4 countries with above-
average belief the system is
failing – but lack multiple fears
Corruption
Immigration
Globalization
Eroding social values
Pace of change
11
34
A Case in Point: U.S.
29
Trust Barometer Supplement: Post-U.S. Election Flash Poll,
1,000+ General Population Respondents, Nov. 28 to Dec. 11, 2016
Trump Voters Clinton Voters
25
42
67%
are fearful
45%
are fearful
Source: 2017 Edelman Trust U.S. Flash Poll Q14. Who did you vote for? Audience: U.S. General Population, grouped by “system failing” segments and level of fear from
the Trust Barometer. For details on how systemic distrust and societal fears were measured, please refer to the Technical Appendix. Respondents were labeled as “fearful”
if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of innovation.
System Failing
and Fearful Fearful
7
20
A Case in Point: U.K.
30
Trust Barometer Supplement: UK Supplement, 1,150 General
Population Respondents, December 23, 2016 to January, 7 2017
Leave
the EU
Remain
in the EU
54%
are fearful
27%
are fearful
Source: 2017 UK Trust Supplement Q15. Did you vote…? Audience: UK General Population, grouped by ‘system failing’ segments and level of fear from
the Trust Barometer. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix.
Respondents were labeled as ‘fearful’ if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social
values, and pace of innovation.
System Failing
and Fearful Fearful
LEAVE
10
44
The Echo
Chamber
Echo Chamber Amplifies Fears
and Accelerates the Cycle
32
33
The Echo Chamber in Action
Facts matter less Bias is the filter No humans needed
1 in 2 agree
“I would support politicians
I trust to make things better
for me and my family
even if they
exaggerated the truth”
53%
Do not regularly listen to
people or organizations
with whom they often
disagree
Nearly
4x more likely
to ignore information
that supports a position
they do not believe in
More likely
to believe
59%
Search
Engines
41%
Human
Editors
53%52% Never or rarely change their
position on important social issues
Source: 2017 Edelman Trust Barometer Q709-718. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q755 Have you ever changed your position on an important
social issue? (Sum of “Yes, but rarely,” “No, never”) General Population, 28-country global total. Q749. When someone you know provides you with some information that supports a position that you do NOT believe,
which of following do you typically do with it? Q752. How often do you read or listen to information or points of view from people, media sources or organizations with whom you often disagree? (Sum of “Never,” “Almost
Never,” “Several Times a year,” “Once or Twice a Month”) Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format for presenting information, or a
different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving you the truth. While we know that some of these choices may not be easy,
please do your best to select only one of the two options given--the one that is most likely to be true most often. General Population, 28-country global total, question asked of half the sample.
Nearly
43
2012 2017
Search engines* 61 64
Traditional media 62 57
Online-only
media**
46 51
Owned media 41 43
Social media 44 41
Media as an
institution
46 43
57
51
41
64
2012 2013 2014 2015 2016 2017
Traditional Media Shows Steepest Decline
Source: 2017 Edelman Trust Barometer Q178-182. When looking for general news and information, how much would you trust each type of source for general
news and information? Please use a nine-point scale where one means that you “do not trust it at all” and nine means that you “trust it a great deal.” (Top 4 Box,
Trust) General Population, 25-country global total, question asked of half the sample.
*From 2012-2015, “Online Search Engines” were included as a media type. In 2016, this was changed to “Search Engines.”
**From 2012-2015, “Hybrid Media” was included as a media type. In 2016, this was changed to “Online-Only media.”
Percent trust in each source for general news and information
34
Change,
2012 - 2017
+3
-5
+5
+2
-3
-3
Owned media now
as trusted as media
as an institution
Traditional media
down 5 points
43
Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format
for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving
you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one that is most likely to
be true most often. General Population, 28-country global total, choices shown to half the sample. 35
Official Sources Are Suspect
Percent who find each source more believable than its pair
55%
Individuals
45%
Institutions
71%
Reformer
29%
Preserver of
Status Quo
64%
Leaked
Information
36%
Company Press
Statements
1
60 60 60
48 46
43
37 35
29
Apersonlike
yourself
Technical
expert
Academic
expert
Employee
Financial
industry
analyst
NGO
representative
CEO
Boardof
directors
Government
official/
regulator
Peers Now as Credible as Experts
Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company
from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible)
General Population, 28-country global total, question asked of half the sample.
36
Percent who rate each spokesperson as extremely/very credible,
and change from 2016 to 2017
CEO credibility decreased the
most, dropping to an all-time low
-7 -5
“People in this
country have
had enough
of experts.”
– Michael Gove,
Member of Parliament, U.K.
A person like yourself now tied
for most credible spokesperson
-3 -7 -5 -4 -7 -5 -12 -10 -6
Y-to-Y Change+−
Business
on Notice
Business Plays a Role in Stoking Societal Fears
Source: 2017 Edelman Trust Barometer Q693-762. Some people say they worry about many things while others say they have few concerns. We are interested in
what you worry about. Specifically, how much do you worry about each of the following? Please indicate your answer using a nine point scale where one means “I do
not worry about this at all” and nine means “I am extremely worried about this”. (Top 4 Box, Worried) Q709-718. For each of the statements below, please indicate
how much you agree or disagree. (Top 4 Box, Agree) General Population, 28-country global total. Q349-671. For the statements below, please think about the pace of
development and change and select the response that most accurately represents your opinion. (Top 4 Box, Too Fast) General Population, 28-country global total,
question asked of half the sample.
38
Global population worries about
losing their jobs due to:
50% globalization
is taking us in the
wrong direction
53% the pace of change
in business and industry is
too fast
54%
55%
58%
60%
60%
Automation
Jobs moving to cheaper markets
Immigrants who work for less
Foreign competitors
Lack of training/skills
Support for Anti-Business Policies
Source: 2017 Edelman. Trust Barometer Q709-718 For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) General
Population, 28-country global total.
39
Nearly 1in2 agree 69%agree 72%agree
Protectionism Slower Growth
“The government
should protect our
jobs and local
industries, even if
it means that our
economy grows
more slowly.”
“We need to
prioritize the
interests of our
country over those
of the rest of the
world.”
“We should not
enter into free
trade agreements
because they hurt
our country’s
workers.”
Protectionism
License to Operate at Risk
Source: 2017 Edelman Trust Barometer Q667-670. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q661-
664. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q658. For the statement below, please indicate how
much you agree or disagree. (All respondents except Top 4 Box, Agree) General Population, 28-country global total, question asked of one-fifth the sample.
40
82%agree that the
pharmaceutical
industry needs
more regulations
70%agree that policy
makers should
tax foods that negatively
impact health
53%do not agree that
financial market reforms
have increased
economic stability
Regulation ReformTax Policy
41
Business Expected
to Lead
Source: 2017 Edelman Trust Barometer Q249-757. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree). General
Population, 28-country global total, question asked of half the sample.
.
75% agree
“A company can take specific
actions that both increase
profits and improve the economic
and social conditions in the
community where it operates.”
Business
Must Act
43
Most Trusted
Business is the most trusted
among the 1 in 3 who are
uncertain about the system
The Last Retaining Wall:
Business Most Trusted
by the Uncertain
Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right
using a 9-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal”. (Top 4 Box, Trust) General Population, 28-
country global total, cut by “the system is failing’ segments. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer
to the Technical Appendix.
NeutralDistrust Trust
% trust in each
institution
Among those
who believe the
System
is Working
Among those
who are
Uncertain
Among those
who believe the
System
is Failing
Most Trusted
Most Trusted
NGOs 51 57 52
Business 47 58 58
Media 37 50 47
Government 29 53 62
Source: 2017 Edelman Trust Barometer. Q732. What can businesses do that would cause the most damage to your trust in a better future?
(Please select up to five.) General Population, 28-country global total, question asked of half the sample.
44
First, Do No Harm
Actions business can take that would most damage
trust in a better future (top 5 most-selected)
1.
Pay bribes to
government
officials to
win contracts
2.
Pay
executives
hundreds of
times more
than workers
3.
Move profits
to other
countries to
avoid taxes
4.
Overcharge
for products
that people
need to live
5.
Reduce costs
by lowering
product
quality
When the System is Failing,
Companies Must Do More
Source: 2017 Edelman Trust Barometer Q80-639. How important is each of the following attributes to building your TRUST in a company? Use a 9-point scale where
one means that attribute is “not at all important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box,
Importance) Data displayed is mean Top 2 Box rating for the listed items. Items were included if they were considered important by 50% or more of those who believe
the system is failing. General Population and cut by “the system is failing segments”, 28-country global total. Q672-675, 678-680, 688-690. For details on how the
“system failing” measure was calculated, please refer to the Technical Appendix.
45
Percent who rate each attribute as important in building trust in a company
(top 5 most important shown)
56
56
58
59
62
65
66
67
68
72
Ethical business practices
Pays its fair share of taxes
Listens to customers
Offers high-quality products/services
Treats employees well
Among those who have
lost faith in the system,
expectations are higher
across the board
On average
+9pts
higher expectations
System Failing
General Population
Source: 2017 Edelman Trust Barometer
46
And Do Things Differently
Identify
the
business
need
Assess
need
relative to
economic
and
societal
fear(s)
1
Learn
without
bias
2
Provide
context
Advocate
Act
3
Engage
openly
Partnerships/
programs to address
societal issues
Business practices/
crisis handling
Financial earnings &
operational
performance
Employees Most Credible
Source: 2017 Edelman Trust Barometer Q610. Who do you trust MOST to provide you with credible and honest information about a company's financial earnings and operational
performance, and top leadership’s accomplishments? Q611. A company’s business practices, both positive and negative, and its handling of a crisis? Q612. A company’s employee
programs, benefits and working conditions, and how a company serves its customers and prioritizes customer needs ahead of company profits? Q613. A company’s partnerships
with NGOs and effort to address societal issues, including those to positively impact the local community? Q614. A company’s innovation efforts and new product development?
Q615. A company’s stand on issues related to the industry in which it operates? General Population, 28-country global total, question asked of one-quarter of the sample.
47
Most trusted spokesperson to communicate each topic
Innovation effortsTreatment of
employees/customers
Views on
industry issues
Company CEO
Senior executive
Employee
Activist consumer
Academic
Media spokesperson
17
20 21
24
26
2121 22 23
31
26
23
53
38 37
33 32
30
28 29 29
25
22
29
16
22 22 21
23 22
9 9
11 11
13 14
Which is more believable?
Talk With, Not At
48
Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a
different format for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are
more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two
options given-the one that is most likely to be true most often. General Population, 28-country global total, choices shown to half the sample.
51%
Personal
experience
49%
Data
57%
Spontaneous
speaker
43%
Rehearsed
speaker
54%
Blunt and
outspoken
46%
Diplomatic
and polite
62%
Company’s
social media
38%
Advertising
With the People,
Not For the People
A Fundamental Shift
50
Current
Tension
Old Model:
For the People
New Model:
With the People
Elites manage
institutions to
do things “for”
the people
Influence has
shifted to the
people; people
using influence to
reject established
authority
Institutions
working
with the people;
institutional silos
dissolved
Influence
& Authority
Influence
& Authority
Influence
& Authority
With the People:
The New Integrated
Operating Model
51
Thank You
1
Technical Appendix
2017 Edelman Trust Barometer
1. Why Edelman studies trust
2. The trust-building attributes
3. Methodology
4. The sample
5. How we measured: belief that the system is failing
6. How we measured: societal and economic fears
7. About the research team
8. About the social policy team
Table of Contents
54
2017 Edelman Trust Barometer Technical Appendix
Why Edelman Studies Trust
55
In modern society, we delegate important aspects of our well-being to the four institutions
of business (economic well-being), government (national security and public policy), media
(information and knowledge) and NGOs (social causes and issues).
In order to feel safe delegating important aspects of our lives and well-being to others, we
need to trust them to act with integrity and with our best interests in mind. Trust, therefore,
is at the heart of an individual’s relationship with an institution and, by association, its
leadership.
If trust in these institutions breaks down, we begin to fear that we are no longer in safe,
reliable hands. Without trust, the fabric of society can unravel to the detriment of all.
From an institutional standpoint, trust is a forward-looking metric. Unlike reputation, which
is based on an organization’s historical behavior, trust is a predictor of whether stakeholders
will find you credible in the future, will embrace new innovations you introduce and will
enthusiastically support you.
For these reasons, trust is a valuable asset for all institutions, and ongoing trust-building
activities should be one of the most important strategic priorities for every organization.
The Trust-Building Attributes
Each year, we ask respondents to rate
the importance of a series of attributes
in building trust in a company, and how
well companies are performing against
them. These can be grouped into five
clusters: Integrity, Engagement,
Products, Purpose and Operations.
These original 16 trust-building
attributes are shown on the next slide.
In 2017, we explored additional
dimensions to building trust in a
company. These new dimensions fall
into five areas, shown on the following
slide: Employee Engagement, Diversity,
Citizenship, Leadership and
Relationship-Building.
Integrity 56 39 17
Has ethical business practices 56 40 16
Takes responsible actions to address an issue or a crisis 55 39 16
Has transparent and open business practices 55 39 16
Engagement 56 40 16
Treats employees well 62 43 19
Listens to customer needs and feedback 58 41 17
Places customers ahead of profits 55 38 17
Communicates frequently and honestly on the state of its business 52 37 15
Products 51 41 10
Offers high quality products or services 59 44 15
Is an innovator of new products, services or ideas 44 39 5
Purpose 45 34 11
Works to protect and improve the environment 52 38 14
Creates programs that positively impact the local community 46 36 10
Addresses society's needs in its everyday business 46 35 11
Partners with NGOs, government and third parties to address societal issues 37 30 7
Operations 40 34 6
Has highly-regarded and widely admired top leadership 42 34 8
Ranks on A global list of top companies, such as best to work for or most admired 38 34 4
Delivers consistent financial returns to investors 38 34 4
The Trust-building Attributes
Company Importance vs. Performance %
Performance
%
Importance Gap
56
Source: 2017 Edelman Trust
Barometer Q80-95. How important is
each of the following attributes to
building your TRUST in a company?
Use a 9-point scale where one means
that attribute is “not at all important to
building your trust” and nine means it
is “extremely important to building
your trust” in a company. (Top 2 Box,
Importance) Q114-129. Please rate
businesses in general on how well
you think they are performing on each
of the following attributes. Use a 9-
point scale where one means they are
"performing extremely poorly" and
nine means they are "performing
extremely well". (Top 2 Box,
Performance) General Population, 28-
country global total.
Employee Empowerment 40 31 9
Empowers its employees to make decisions 41 32 9
Regular employees have a lot of influence in how the company is run 37 30 7
Supports employees joining worker’s/trade unions or other organizations that represent their interests 42 31 11
Diversity 37 31 6
Has a lot of ethnic diversity within its management team 34 30 4
Has a lot of gender diversity within its management team 36 30 6
Has a lot of diversity when it comes to attitudes, values and points of view within its management team 40 32 8
Citizenship 50 38 12
It creates many new jobs 47 38 9
The profits it makes in this country stay in this country 46 36 10
Pays its fair share of taxes 56 41 15
Leadership 38 31 7
The CEO gets personally involved in societal issues 39 31 8
The CEO is compensated based on the ability to produce sustainable, long-term growth 40 33 7
I know who the CEO is and what he or she stands for 36 29 7
Relationship Building 42 33 9
Invites the public to contribute to and help shape their products, services or policies 40 32 8
Has a public image or heritage that I can appreciate and relate to 42 34 8
Actively encourages and facilitates conversations and interactions with the public 43 34 9
Additional Dimensions that Inform Business Trust
Company Importance vs. Performance %
Performance
%
Importance Gap
57
Source: 2017 Edelman Trust
Barometer Q625-639. How important
is each of the following attributes to
building your TRUST in a company?
Use a 9-point scale where one means
that attribute is “not at all important to
building your trust” and nine means it
is “extremely important to building
your trust” in a company. (Top 2 Box,
Importance) Q640-654. Please rate
businesses in general on how well
you think they are performing on each
of the following attributes. Use a 9-
point scale where one means they are
"performing extremely poorly" and
nine means they are "performing
extremely well". (Top 2 Box,
Performance) General Population, 28-
country global total.
Informed
Public
9 years in 20+ markets
Represents 13% of total global population
500 respondents in U.S. and China; 200
in all other countries
Must meet 4 criteria:
Ages 25-64
College educated
In top 25% of household income per
age group in each country
Report significant media consumption
and engagement in business news
General Online
Population
6 years in 25+ markets
Ages 18+
1,150 respondents
per country
All slides show General
Online Population unless
otherwise noted
Methodology
28-country global data margin of error: General Population +/-0.6% (N=32,200), Informed Public +/- 1.2% (N=6,200), Mass Population +/- 0.6% (26,000+). Country-
specific data margin of error: General Population +/- 2.9 ( N=1,150), Informed Public +/- 6.9% (N = min 200, varies by country), China and U.S. +/- 4.4% (N=500), Mass
Population +/- 3.0 to 3.6 (N =min 740, varies by country), half sample Global General Online Population +/- 0.8 (N=16,100).
58
2017 Edelman Trust Barometer
17 years of data
33,000+ respondents total
All fieldwork was conducted
between October 13th and
November 16th, 2016
Online Survey in
28 Countries
Mass
Population
All population not including
Informed Public
Represents 87% of total
global population
Sample Size, Quotas and Margin of Error
59
2017 Edelman Trust Barometer
General Population Informed Public
Sample
Size
Quotas
Set On*
Margin of Error
Sample
Size**
Quotas
Set On***
Margin of Error
Global 32,200
Age, Gender,
Region
+/- 0.6% total sample
+/- .08% split sample
6,200
Age, Education, Gender,
Income
+/- 1.2% total sample
+/- 1.8% split sample
China and
U.S.
1,150
Age, Gender,
Region
+/- 2.6% total sample
+/- 4.1% split sample
500
Age, Education, Gender,
Income
+/- 4.4% total sample
+/- 6.2% split sample
All other countries 1,150
Age, Gender,
Region
+/- 2.6% total sample
+/- 4.1% split sample
200
Age, Education, Gender,
Income
+/- 6.9% total sample
+/- 9.8% split sample
* In U.S., U.K. and UAE, there were additional quotas on ethnicity.
** Some questions were asked of only half of the sample. Please refer to the footnotes on each slide for details.
*** In the UAE there was an additional quota on ethnicity.
Languages and Internet Penetration by Country
The Edelman Trust Barometer is an online survey. In developed countries, a nationally representative online sample closely mirrors the general
population. In countries with lower levels of Internet penetration, a nationally-representative online sample will be more affluent, educated, and
urban than the general population.
60
Languages
Internet
Penetration*
Global - 50%
Argentina Localized Spanish 79%
Australia English 92%
Brazil Portuguese 68%
Canada
English & French
Canadian
93%
China Simplified Chinese 52%
Colombia Localized Spanish 59%
France French 84%
Germany German 88%
Hong Kong
English &
Traditional Chinese
80%
*Data source: http://www.internet worldstats.com/stats.htm.
Languages
Internet
Penetration*
India Hindi & English 37%
Indonesia Indonesian 51%
Ireland English 83%
Italy Italian 62%
Japan Japanese 91%
Malaysia Malay 68%
Mexico Localized Spanish 56%
Netherlands Dutch & English 96%
Poland Polish 68%
Russia Russian 71%
Languages
Internet
Penetration*
Singapore
English &
Simplified Chinese
81%
South Africa English & Afrikaans 53%
South Korea Korean 92%
Spain Spanish 77%
Sweden Swedish & English 95%
Turkey Turkish 60%
UAE Arabic & English 92%
U.K. English 92%
U.S. English 89%
2017 Edelman Trust Barometer
How Did We Measure if People
Believed the System is Failing Them?
Four dimensions were examined to determine whether or not respondents
believe the system is failing them:
1) A sense of injustice stemming from the perception that society’s elites have
co-opted the system to their own advantage at the expense of regular people,
2) A lack of hope that the future will be better for you and your family,
3) A lack of confidence in the leaders of societal institutions to solve the
country’s problems, and
4) A desire for forceful reformers in positions of power that are capable of bring
about much-needed change.
61
For each one, please rate
how true you believe that
statement is using a nine-
point scale where one
means it is “not at all true”
and nine means it is
“completely true”.
Sense of Injustice Items
“The elites who run our institutions are out of touch with
regular people” Q678
“The elites who run our institutions are indifferent to the
will of the people” Q672
“As regular people struggle just to pay their bills, the
elites are getting richer than they deserve” Q673
“The system is biased against regular people and in
favor of the rich and powerful” Q674
Lack of Hope Items
“My hard work will be rewarded” (reverse scored) Q688
“My children will have a better life than I do” (reverse
scored) Q689
“The country is moving in the right direction” (reverse
scored) Q690
Lack of Confidence Items
“I do not have confidence that our current leaders will be
able to address our country’s challenges” Q680
Desire for Change Items
“We need forceful reformers in positions of power to
bring about much-needed change” Q679
Respondents
were asked:
How Did We Categorize People Based
on Their Perceptions of the System?
62
Overall system perception scores were calculated by taking the average of the nine item scores.
Respondents were categorized into one of three segments based their mean score:
• Those who averaged 6.00 or higher believe the system is failing them
• Those who averaged between 5.00 and 5.99 were labelled as uncertain
• Those who averaged less than 5.00 believe the system is working
System is failing Uncertain System is working
Not at all trueCompletely true
9 8 7 6 5 4 3 2 1
How Reliable is the System Failing Measure?
63
Country
General Population
Alpha Reliability
Japan 0.76
Malaysia 0.75
Mexico 0.68
Netherlands 0.82
Poland 0.74
Russia 0.80
Singapore 0.77
South Africa 0.71
South Korea 0.75
Spain 0.81
Sweden 0.79
Turkey 0.80
UAE 0.77
U.K. 0.79
U.S. 0.73
Country
General Population
Alpha Reliability
Global Average 0.77
Argentina 0.77
Australia 0.79
Brazil 0.67
Canada 0.79
China 0.76
Colombia 0.66
France 0.81
Germany 0.83
Hong Kong 0.72
India 0.76
Indonesia 0.79
Ireland 0.78
Italy 0.79
Alpha Reliability analyses were performed globally and within each of the 28 countries. Results indicated that the scale
was reliable in every market and that all of the items tap into different aspects of the same underlying construct.
Note: Alpha levels above .6 are considered to indicate good internal reliability.
In the 2017 Edelman Trust Barometer study we measured five societal fears as defined below.
Respondents rated how true each statement is using a nine-point scale where one means it is “not at all true”
and nine mean it is “completely true.”
Corruption Items Globalization Items Eroding Social Values Items Immigration Item Pace Of Innovation Item
Widespread corruption:
Compromising the safety of
our citizens (Q686)
Makes it difficult to institute the
changes necessary to solve our
problems (Q687)
Protect our jobs from
foreign competition (Q681)
Foreign companies/influence
damaging our economy/
national culture (Q682)
Foreign corporations favor their
home country (Q683)
Most countries cannot be
trusted to engage in fair
trade practices (Q684)
Values that made this country
great disappearing (Q676)
Society changing too quickly
and not in ways that benefit
people like me (Q758)
Influx of people from other
countries damaging our
economy and national culture
(Q685)
Technological innovations
happening too quickly and
leading to changes that not
good for people like me (Q677)
Scale Scoring:
Concerned = % who gave Top-
four box response to both items.
Fearful = % who gave Top-two
box response to both items.
Scale Scoring:
Concerned = % who gave Top-
four box response to 3+ items.
Fearful = % who gave Top-two
box response to 3+ items.
Scale Scoring:
Concerned = % who gave Top-
four box response to both items.
Fearful = % who gave Top-two
box response to both items
Scale Scoring:
Concerned = % who gave Top-
four box response to item.
Fearful = % who gave Top-two
box response to item.
Scale Scoring:
Concerned = % who gave Top-
four box response to item.
Fearful = % who gave Top-two
box response to item.
Societal Fears Subscales in Detail
64
65
Antoine Harary
Antoine is the global MD of Edelman
Intelligence. With his team of over 150 intelligence
experts, he manages international research and
consulting projects across more than 50 countries.
Over the last four years his work has been
recognized by two major awards from the
Communications Industry: the 2011 EMEA Sabre
Award for best public affairs campaign and the
2012 European Excellence award for PR
measurement.
Before joining Edelman, Antoine worked in the
automotive industry (PSA PEUGEOT CITROEN)
as a senior research manager. Antoine holds two
Masters Degrees: International PR from
CELSA/Sorbonne and Political Sciences from
Sciences Po Aix.
David M. Bersoff, Ph.D.
David is in charge of Edelman’s
global thought leadership research.
Before joining Edelman Intelligence, Dr. Bersoff
served as The Futures Company’s Chief Insights
Officer. In that role, he drove the research, data
analysis, IP creation and product development
strategy for all of their syndicated consumer
insights offers, including the Yankelovich
MONITOR.
David holds a Ph.D. in social and cross-cultural
psychology from Yale University.
Sarah Adkins
Sarah leads the operations side of all
IP projects at Edelman Intelligence.
Prior to joining the EI team, Sarah spent 8 years
at Nielsen (formerly Harris Interactive), designing
surveys, overseeing all parts of the project
management process, conducting data analysis
and working closely with clients from all
industries.
She has 16+ years of experience in market
research, with more than half of that spent in the
brand and communications industry.
Sarah graduated from Fredonia State University
with a bachelors degree in business
administration, specializing in marketing and
communications.
The Research Team: Edelman Intelligence
Edelman Intelligence is a world class research and analytics consultancy. It works to understand the mechanics of
human attitudes and behavior, organize and analyze content and conversations, and uncover connections and patterns
in complex data sets. The team is made up of experts from different backgrounds with different skillsets.
This allows Edelman Intelligence to approach challenges in a unique way – taking different perspectives to find the best
solutions to help drive growth for its clients.
66
Steve Schmidt
As Vice-Chairman of Public Affairs at
Edelman, Steve is a strategic counselor to chief
executive officers and senior decision makers at global
corporations, professional sports franchises, non-profit
organizations and academic institutions. Previously, he
served as a top strategist to President George W. Bush’s
2004 re-election and as Deputy Assistant to the
President and Counselor to the Vice President. During
his tenure with the Administration, Steve played a leading
role in the confirmations of Chief Justice John Roberts
and Justice Samuel Alito to the United States Supreme
Court. In 2006, Steve left the White House to lead the
successful re-election of California Governor Arnold
Schwarzenegger and subsequently served as a senior
advisor to Senator John McCain’s presidential campaign.
Steve is a graduate of the University of Delaware and
a Senior Fellow at the school’s Center for
Political Communication.
Stephanie Lvovich
Stephanie Lvovich is the global chair of
public affairs at Edelman. She has more than 23 years
of public affairs and political research experience and
specializes in multi-market issue advocacy and
corporate positioning including issue-based
communications, issue advocacy, and trade association
creation, strategy and management. Her client
experience focuses on the FMCG businesses and
includes Mars, the World Trade Organisation, Unilever,
the Coca-Cola Company, Mead Johnson Nutrition,
Danone Group, Danone Baby Nutrition, and others.
Prior to joining Edelman, Stephanie worked for APCO
Worldwide in London for nearly nine years where she
built and managed APCO Worldwide’s global Food &
Consumer Products practice internationally as well as
the firm’s new business function for Europe, Middle East,
Africa and India.
Stephanie has authored articles in the field of
international public affairs and corporate reputation and
was honoured by HRH Queen Elizabeth in 2003 as a
Pioneer to the Life of the Nation. She is also an active
presenter and moderator at international conferences.
The Social Policy Team
Edelman's Public Affairs practice uses stakeholder opinion insights, deep issue analysis, creative
storytelling and digital campaigning to create a positive environment for public engagement and
help shape better policy outcomes. The team has a deep and sophisticated understanding of
global politics. Several Edelman Public Affairs experts provided expertise and served as advisors
on the development of our model of Populist Action.
Gustavo Bonifaz
Gustavo is a Senior Account Manager in
Edelman’s Public Affairs practice, specialising in
comparative global politics and policy analysis. Gustavo
is a researcher on the Edge global model for the practice
of Public Affairs.
Prior to joining Edelman Gustavo earned a PhD in
Political Science at the London School of Economics,
where he also obtained a Msc. In Comparative Politics
(Latin America).
Kristin Heume
Kristin is the global public affairs team’s
global development manager. She designs and delivers
multi-market advocacy and engagement strategies, and
advises clients on business-critical issues.
Prior to joining Edelman, Kristin worked at APCO
Worldwide where she focused on issues and crisis
counsel as well as managing multi-market campaigns in
the aviation, food, tourism and international
public sectors.
Kristin holds a double Master’s degree in Global Media
and Communications from the London School of
Economics (MSc) and the University of Southern
California (MA), as well as a Bachelor of Arts in
European Studies and Economics from the University of
Osnabrück, Germany, with a stint at Aarhus
University, Denmark.

More Related Content

What's hot

A step-by-step overview of a typical cybersecurity attack—and how companies c...
A step-by-step overview of a typical cybersecurity attack—and how companies c...A step-by-step overview of a typical cybersecurity attack—and how companies c...
A step-by-step overview of a typical cybersecurity attack—and how companies c...
McKinsey & Company
 
Do You Struggle With Employee Recognition?
Do You Struggle With Employee Recognition?Do You Struggle With Employee Recognition?
Do You Struggle With Employee Recognition?
Elodie A.
 
Spotify CultureNext Report - BRAZIL
Spotify CultureNext Report - BRAZILSpotify CultureNext Report - BRAZIL
Spotify CultureNext Report - BRAZIL
FernandoBadSansero
 
SearchLove Boston 2015 | Craig Bradford, 'Creating Digital Strategy'
SearchLove Boston 2015 | Craig Bradford, 'Creating Digital Strategy'SearchLove Boston 2015 | Craig Bradford, 'Creating Digital Strategy'
SearchLove Boston 2015 | Craig Bradford, 'Creating Digital Strategy'
Distilled
 
Global flows in a digital age
Global flows in a digital ageGlobal flows in a digital age
Global flows in a digital age
McKinsey & Company
 
Business Case for Employer Branding: Glassdoor
Business Case for Employer Branding: GlassdoorBusiness Case for Employer Branding: Glassdoor
Business Case for Employer Branding: Glassdoor
Glassdoor
 
COVID 19 and Advancing Asian American Recover
COVID 19 and Advancing Asian American RecoverCOVID 19 and Advancing Asian American Recover
COVID 19 and Advancing Asian American Recover
McKinsey & Company
 
Secrets to a Great Team
Secrets to a Great TeamSecrets to a Great Team
Secrets to a Great Team
Elodie A.
 
The Shifting Economics of Global Manufacturing
The Shifting Economics of Global ManufacturingThe Shifting Economics of Global Manufacturing
The Shifting Economics of Global Manufacturing
Boston Consulting Group
 
Mckinsey presentation template
Mckinsey presentation templateMckinsey presentation template
Mckinsey presentation template
triphos
 
State of the Cloud 2017
State of the Cloud 2017State of the Cloud 2017
State of the Cloud 2017
Bessemer Venture Partners
 
Pitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to othersPitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to others
Jeroen van Geel
 
Winning competition through organizational agility
Winning competition through organizational agilityWinning competition through organizational agility
Winning competition through organizational agility
McKinsey & Company
 
2023 Brand & Digital Marketing Trends Prediction Indonesia - part 1
2023 Brand & Digital Marketing Trends Prediction Indonesia - part 1 2023 Brand & Digital Marketing Trends Prediction Indonesia - part 1
2023 Brand & Digital Marketing Trends Prediction Indonesia - part 1
Aldridge Christian Seubelan
 
10 Best Practices of a Best Company to Work For
10 Best Practices of a Best Company to Work For10 Best Practices of a Best Company to Work For
10 Best Practices of a Best Company to Work For
O.C. Tanner
 
Moz: A New Beginning
Moz: A New BeginningMoz: A New Beginning
Moz: A New Beginning
Rand Fishkin
 
Gauging Long Term Impact in the Social Sector
Gauging Long Term Impact in the Social SectorGauging Long Term Impact in the Social Sector
Gauging Long Term Impact in the Social Sector
Boston Consulting Group
 
2017 holiday survey: An annual analysis of the peak shopping season
2017 holiday survey: An annual analysis of the peak shopping season2017 holiday survey: An annual analysis of the peak shopping season
2017 holiday survey: An annual analysis of the peak shopping season
Deloitte United States
 
2022 COVID-19 hospital insights survey-Feb 2022
2022 COVID-19 hospital insights survey-Feb 20222022 COVID-19 hospital insights survey-Feb 2022
2022 COVID-19 hospital insights survey-Feb 2022
McKinsey on Healthcare
 
McKinsey Quarterly 50th Anniversary Highlights
McKinsey Quarterly 50th Anniversary HighlightsMcKinsey Quarterly 50th Anniversary Highlights
McKinsey Quarterly 50th Anniversary Highlights
McKinsey & Company
 

What's hot (20)

A step-by-step overview of a typical cybersecurity attack—and how companies c...
A step-by-step overview of a typical cybersecurity attack—and how companies c...A step-by-step overview of a typical cybersecurity attack—and how companies c...
A step-by-step overview of a typical cybersecurity attack—and how companies c...
 
Do You Struggle With Employee Recognition?
Do You Struggle With Employee Recognition?Do You Struggle With Employee Recognition?
Do You Struggle With Employee Recognition?
 
Spotify CultureNext Report - BRAZIL
Spotify CultureNext Report - BRAZILSpotify CultureNext Report - BRAZIL
Spotify CultureNext Report - BRAZIL
 
SearchLove Boston 2015 | Craig Bradford, 'Creating Digital Strategy'
SearchLove Boston 2015 | Craig Bradford, 'Creating Digital Strategy'SearchLove Boston 2015 | Craig Bradford, 'Creating Digital Strategy'
SearchLove Boston 2015 | Craig Bradford, 'Creating Digital Strategy'
 
Global flows in a digital age
Global flows in a digital ageGlobal flows in a digital age
Global flows in a digital age
 
Business Case for Employer Branding: Glassdoor
Business Case for Employer Branding: GlassdoorBusiness Case for Employer Branding: Glassdoor
Business Case for Employer Branding: Glassdoor
 
COVID 19 and Advancing Asian American Recover
COVID 19 and Advancing Asian American RecoverCOVID 19 and Advancing Asian American Recover
COVID 19 and Advancing Asian American Recover
 
Secrets to a Great Team
Secrets to a Great TeamSecrets to a Great Team
Secrets to a Great Team
 
The Shifting Economics of Global Manufacturing
The Shifting Economics of Global ManufacturingThe Shifting Economics of Global Manufacturing
The Shifting Economics of Global Manufacturing
 
Mckinsey presentation template
Mckinsey presentation templateMckinsey presentation template
Mckinsey presentation template
 
State of the Cloud 2017
State of the Cloud 2017State of the Cloud 2017
State of the Cloud 2017
 
Pitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to othersPitching Ideas: How to sell your ideas to others
Pitching Ideas: How to sell your ideas to others
 
Winning competition through organizational agility
Winning competition through organizational agilityWinning competition through organizational agility
Winning competition through organizational agility
 
2023 Brand & Digital Marketing Trends Prediction Indonesia - part 1
2023 Brand & Digital Marketing Trends Prediction Indonesia - part 1 2023 Brand & Digital Marketing Trends Prediction Indonesia - part 1
2023 Brand & Digital Marketing Trends Prediction Indonesia - part 1
 
10 Best Practices of a Best Company to Work For
10 Best Practices of a Best Company to Work For10 Best Practices of a Best Company to Work For
10 Best Practices of a Best Company to Work For
 
Moz: A New Beginning
Moz: A New BeginningMoz: A New Beginning
Moz: A New Beginning
 
Gauging Long Term Impact in the Social Sector
Gauging Long Term Impact in the Social SectorGauging Long Term Impact in the Social Sector
Gauging Long Term Impact in the Social Sector
 
2017 holiday survey: An annual analysis of the peak shopping season
2017 holiday survey: An annual analysis of the peak shopping season2017 holiday survey: An annual analysis of the peak shopping season
2017 holiday survey: An annual analysis of the peak shopping season
 
2022 COVID-19 hospital insights survey-Feb 2022
2022 COVID-19 hospital insights survey-Feb 20222022 COVID-19 hospital insights survey-Feb 2022
2022 COVID-19 hospital insights survey-Feb 2022
 
McKinsey Quarterly 50th Anniversary Highlights
McKinsey Quarterly 50th Anniversary HighlightsMcKinsey Quarterly 50th Anniversary Highlights
McKinsey Quarterly 50th Anniversary Highlights
 

Viewers also liked

Edelman Trust Barometer 2017 - UK Results
Edelman Trust Barometer 2017 - UK ResultsEdelman Trust Barometer 2017 - UK Results
Edelman Trust Barometer 2017 - UK Results
Edelman_UK
 
2017 Edelman Trust Barometer - Trust and the U.S. Presidential Election
2017 Edelman Trust Barometer - Trust and the U.S. Presidential Election2017 Edelman Trust Barometer - Trust and the U.S. Presidential Election
2017 Edelman Trust Barometer - Trust and the U.S. Presidential Election
Edelman
 
Predictive Data & Ambient Intelligence
Predictive Data & Ambient IntelligencePredictive Data & Ambient Intelligence
Predictive Data & Ambient Intelligence
Edelman
 
Walk this way new
Walk this way newWalk this way new
Walk this way new
Jonathan Dunnemann
 
Education1 ch2-sample
Education1 ch2-sampleEducation1 ch2-sample
Education1 ch2-sample
Jonathan Dunnemann
 
The 5 most powerful self-beliefs that ignite human behavior
The 5 most powerful self-beliefs that ignite human behaviorThe 5 most powerful self-beliefs that ignite human behavior
The 5 most powerful self-beliefs that ignite human behavior
Jonathan Dunnemann
 
Sense of community
Sense of communitySense of community
Sense of community
Jonathan Dunnemann
 
Persistent Human Dimensions of Poverty
Persistent Human Dimensions of PovertyPersistent Human Dimensions of Poverty
Persistent Human Dimensions of Poverty
Jonathan Dunnemann
 
Education in a hip hop nation- our identity politics & pedagogy
Education in a hip hop nation- our identity politics & pedagogyEducation in a hip hop nation- our identity politics & pedagogy
Education in a hip hop nation- our identity politics & pedagogy
Jonathan Dunnemann
 
The tandem project_un_questionnaire_returned
The tandem project_un_questionnaire_returnedThe tandem project_un_questionnaire_returned
The tandem project_un_questionnaire_returned
Jonathan Dunnemann
 
Spirituality - Teen Survey
Spirituality - Teen SurveySpirituality - Teen Survey
Spirituality - Teen Survey
Jonathan Dunnemann
 
A deeper-rap
A deeper-rapA deeper-rap
A deeper-rap
Jonathan Dunnemann
 
America's Changing Religious Identity
America's Changing Religious IdentityAmerica's Changing Religious Identity
America's Changing Religious Identity
Jonathan Dunnemann
 
Personal Goal Setting and High Order Motives
Personal Goal Setting and High Order Motives Personal Goal Setting and High Order Motives
Personal Goal Setting and High Order Motives
Jonathan Dunnemann
 
Sample sq21reportdeepchange
Sample sq21reportdeepchangeSample sq21reportdeepchange
Sample sq21reportdeepchange
Jonathan Dunnemann
 
Ghetto music
Ghetto musicGhetto music
Ghetto music
Jonathan Dunnemann
 
100 Years of Research in Youth Development
100  Years of Research in Youth Development100  Years of Research in Youth Development
100 Years of Research in Youth Development
Jonathan Dunnemann
 
Practical Spirituality
Practical SpiritualityPractical Spirituality
Practical Spirituality
Jonathan Dunnemann
 
The Neglected Ethical and Spiritual Motivations in the Workplace
The Neglected Ethical and Spiritual Motivations in the WorkplaceThe Neglected Ethical and Spiritual Motivations in the Workplace
The Neglected Ethical and Spiritual Motivations in the Workplace
Jonathan Dunnemann
 
The Wisdom of Nature
The Wisdom of NatureThe Wisdom of Nature
The Wisdom of Nature
Jonathan Dunnemann
 

Viewers also liked (20)

Edelman Trust Barometer 2017 - UK Results
Edelman Trust Barometer 2017 - UK ResultsEdelman Trust Barometer 2017 - UK Results
Edelman Trust Barometer 2017 - UK Results
 
2017 Edelman Trust Barometer - Trust and the U.S. Presidential Election
2017 Edelman Trust Barometer - Trust and the U.S. Presidential Election2017 Edelman Trust Barometer - Trust and the U.S. Presidential Election
2017 Edelman Trust Barometer - Trust and the U.S. Presidential Election
 
Predictive Data & Ambient Intelligence
Predictive Data & Ambient IntelligencePredictive Data & Ambient Intelligence
Predictive Data & Ambient Intelligence
 
Walk this way new
Walk this way newWalk this way new
Walk this way new
 
Education1 ch2-sample
Education1 ch2-sampleEducation1 ch2-sample
Education1 ch2-sample
 
The 5 most powerful self-beliefs that ignite human behavior
The 5 most powerful self-beliefs that ignite human behaviorThe 5 most powerful self-beliefs that ignite human behavior
The 5 most powerful self-beliefs that ignite human behavior
 
Sense of community
Sense of communitySense of community
Sense of community
 
Persistent Human Dimensions of Poverty
Persistent Human Dimensions of PovertyPersistent Human Dimensions of Poverty
Persistent Human Dimensions of Poverty
 
Education in a hip hop nation- our identity politics & pedagogy
Education in a hip hop nation- our identity politics & pedagogyEducation in a hip hop nation- our identity politics & pedagogy
Education in a hip hop nation- our identity politics & pedagogy
 
The tandem project_un_questionnaire_returned
The tandem project_un_questionnaire_returnedThe tandem project_un_questionnaire_returned
The tandem project_un_questionnaire_returned
 
Spirituality - Teen Survey
Spirituality - Teen SurveySpirituality - Teen Survey
Spirituality - Teen Survey
 
A deeper-rap
A deeper-rapA deeper-rap
A deeper-rap
 
America's Changing Religious Identity
America's Changing Religious IdentityAmerica's Changing Religious Identity
America's Changing Religious Identity
 
Personal Goal Setting and High Order Motives
Personal Goal Setting and High Order Motives Personal Goal Setting and High Order Motives
Personal Goal Setting and High Order Motives
 
Sample sq21reportdeepchange
Sample sq21reportdeepchangeSample sq21reportdeepchange
Sample sq21reportdeepchange
 
Ghetto music
Ghetto musicGhetto music
Ghetto music
 
100 Years of Research in Youth Development
100  Years of Research in Youth Development100  Years of Research in Youth Development
100 Years of Research in Youth Development
 
Practical Spirituality
Practical SpiritualityPractical Spirituality
Practical Spirituality
 
The Neglected Ethical and Spiritual Motivations in the Workplace
The Neglected Ethical and Spiritual Motivations in the WorkplaceThe Neglected Ethical and Spiritual Motivations in the Workplace
The Neglected Ethical and Spiritual Motivations in the Workplace
 
The Wisdom of Nature
The Wisdom of NatureThe Wisdom of Nature
The Wisdom of Nature
 

Similar to 2017 Edelman TRUST BAROMETER™- Global Results

2017 Edelman Trust Barometer - Korea
2017 Edelman Trust Barometer - Korea2017 Edelman Trust Barometer - Korea
2017 Edelman Trust Barometer - Korea
Edelman APACMEA
 
2017 Edelman Trust Barometer - Japan
2017 Edelman Trust Barometer - Japan2017 Edelman Trust Barometer - Japan
2017 Edelman Trust Barometer - Japan
Edelman Japan
 
2017 Edelman Trust Barometer - Japan
2017 Edelman Trust Barometer - Japan2017 Edelman Trust Barometer - Japan
2017 Edelman Trust Barometer - Japan
Edelman APACMEA
 
2017 Edelman Trust Barometer - Canadian Results
2017 Edelman Trust Barometer - Canadian Results2017 Edelman Trust Barometer - Canadian Results
2017 Edelman Trust Barometer - Canadian Results
Edelman
 
Barómetro sobre CONFIANZA de Edelman 2016
Barómetro sobre CONFIANZA de Edelman 2016Barómetro sobre CONFIANZA de Edelman 2016
Barómetro sobre CONFIANZA de Edelman 2016
Soymimarca
 
2017 Edelman Trust Barometer - Indonesia
2017 Edelman Trust Barometer - Indonesia2017 Edelman Trust Barometer - Indonesia
2017 Edelman Trust Barometer - Indonesia
Edelman APACMEA
 
2016 Edelman Trust Barometer Korea
2016 Edelman Trust Barometer Korea2016 Edelman Trust Barometer Korea
2016 Edelman Trust Barometer Korea
Edelman APACMEA
 
2016 trust barometer global master deck woolf institute
2016 trust barometer global master deck   woolf institute2016 trust barometer global master deck   woolf institute
2016 trust barometer global master deck woolf institute
Christina Fuhr, Ph.D.
 
2017 Edelman Ireland Trust Barometer
2017 Edelman Ireland Trust Barometer 2017 Edelman Ireland Trust Barometer
2017 Edelman Ireland Trust Barometer
Edelman
 
2016 Edelman Trust Barometer - Financial Services Results
2016 Edelman Trust Barometer - Financial Services Results2016 Edelman Trust Barometer - Financial Services Results
2016 Edelman Trust Barometer - Financial Services Results
Edelman
 
Edelman Trust Barometer 2016 - Italian launch
Edelman Trust Barometer 2016 - Italian launchEdelman Trust Barometer 2016 - Italian launch
Edelman Trust Barometer 2016 - Italian launch
Edelman Italia
 
2017 Edelman Trust Barometer - South Africa
2017 Edelman Trust Barometer - South Africa2017 Edelman Trust Barometer - South Africa
2017 Edelman Trust Barometer - South Africa
Edelman APACMEA
 
2018 Edelman Trust Barometer - South Korea
2018 Edelman Trust Barometer - South Korea2018 Edelman Trust Barometer - South Korea
2018 Edelman Trust Barometer - South Korea
Edelman APACMEA
 
Edelman: Trust in Crisis
Edelman: Trust in CrisisEdelman: Trust in Crisis
Edelman: Trust in Crisis
Brandwatch
 
2016 Edelman Trust Barometer Singapore
2016 Edelman Trust Barometer Singapore2016 Edelman Trust Barometer Singapore
2016 Edelman Trust Barometer Singapore
Edelman APACMEA
 
2018 Edelman Trust Barometer - Global Report
2018 Edelman Trust Barometer - Global Report2018 Edelman Trust Barometer - Global Report
2018 Edelman Trust Barometer - Global Report
Jesper Andersen
 
Edelman Trust Barometer 2016: Ergebnisse Financial Services
Edelman Trust Barometer 2016: Ergebnisse Financial ServicesEdelman Trust Barometer 2016: Ergebnisse Financial Services
Edelman Trust Barometer 2016: Ergebnisse Financial Services
Edelman.ergo GmbH
 
2017 Edelman Trust Barometer - India
2017 Edelman Trust Barometer - India2017 Edelman Trust Barometer - India
2017 Edelman Trust Barometer - India
Edelman APACMEA
 
Edelman Trust Barometer 2016 Indonesia
Edelman Trust Barometer 2016 IndonesiaEdelman Trust Barometer 2016 Indonesia
Edelman Trust Barometer 2016 Indonesia
Edelman APACMEA
 
2018 Edelman Trust Barometer - Singapore
2018 Edelman Trust Barometer - Singapore2018 Edelman Trust Barometer - Singapore
2018 Edelman Trust Barometer - Singapore
Edelman APACMEA
 

Similar to 2017 Edelman TRUST BAROMETER™- Global Results (20)

2017 Edelman Trust Barometer - Korea
2017 Edelman Trust Barometer - Korea2017 Edelman Trust Barometer - Korea
2017 Edelman Trust Barometer - Korea
 
2017 Edelman Trust Barometer - Japan
2017 Edelman Trust Barometer - Japan2017 Edelman Trust Barometer - Japan
2017 Edelman Trust Barometer - Japan
 
2017 Edelman Trust Barometer - Japan
2017 Edelman Trust Barometer - Japan2017 Edelman Trust Barometer - Japan
2017 Edelman Trust Barometer - Japan
 
2017 Edelman Trust Barometer - Canadian Results
2017 Edelman Trust Barometer - Canadian Results2017 Edelman Trust Barometer - Canadian Results
2017 Edelman Trust Barometer - Canadian Results
 
Barómetro sobre CONFIANZA de Edelman 2016
Barómetro sobre CONFIANZA de Edelman 2016Barómetro sobre CONFIANZA de Edelman 2016
Barómetro sobre CONFIANZA de Edelman 2016
 
2017 Edelman Trust Barometer - Indonesia
2017 Edelman Trust Barometer - Indonesia2017 Edelman Trust Barometer - Indonesia
2017 Edelman Trust Barometer - Indonesia
 
2016 Edelman Trust Barometer Korea
2016 Edelman Trust Barometer Korea2016 Edelman Trust Barometer Korea
2016 Edelman Trust Barometer Korea
 
2016 trust barometer global master deck woolf institute
2016 trust barometer global master deck   woolf institute2016 trust barometer global master deck   woolf institute
2016 trust barometer global master deck woolf institute
 
2017 Edelman Ireland Trust Barometer
2017 Edelman Ireland Trust Barometer 2017 Edelman Ireland Trust Barometer
2017 Edelman Ireland Trust Barometer
 
2016 Edelman Trust Barometer - Financial Services Results
2016 Edelman Trust Barometer - Financial Services Results2016 Edelman Trust Barometer - Financial Services Results
2016 Edelman Trust Barometer - Financial Services Results
 
Edelman Trust Barometer 2016 - Italian launch
Edelman Trust Barometer 2016 - Italian launchEdelman Trust Barometer 2016 - Italian launch
Edelman Trust Barometer 2016 - Italian launch
 
2017 Edelman Trust Barometer - South Africa
2017 Edelman Trust Barometer - South Africa2017 Edelman Trust Barometer - South Africa
2017 Edelman Trust Barometer - South Africa
 
2018 Edelman Trust Barometer - South Korea
2018 Edelman Trust Barometer - South Korea2018 Edelman Trust Barometer - South Korea
2018 Edelman Trust Barometer - South Korea
 
Edelman: Trust in Crisis
Edelman: Trust in CrisisEdelman: Trust in Crisis
Edelman: Trust in Crisis
 
2016 Edelman Trust Barometer Singapore
2016 Edelman Trust Barometer Singapore2016 Edelman Trust Barometer Singapore
2016 Edelman Trust Barometer Singapore
 
2018 Edelman Trust Barometer - Global Report
2018 Edelman Trust Barometer - Global Report2018 Edelman Trust Barometer - Global Report
2018 Edelman Trust Barometer - Global Report
 
Edelman Trust Barometer 2016: Ergebnisse Financial Services
Edelman Trust Barometer 2016: Ergebnisse Financial ServicesEdelman Trust Barometer 2016: Ergebnisse Financial Services
Edelman Trust Barometer 2016: Ergebnisse Financial Services
 
2017 Edelman Trust Barometer - India
2017 Edelman Trust Barometer - India2017 Edelman Trust Barometer - India
2017 Edelman Trust Barometer - India
 
Edelman Trust Barometer 2016 Indonesia
Edelman Trust Barometer 2016 IndonesiaEdelman Trust Barometer 2016 Indonesia
Edelman Trust Barometer 2016 Indonesia
 
2018 Edelman Trust Barometer - Singapore
2018 Edelman Trust Barometer - Singapore2018 Edelman Trust Barometer - Singapore
2018 Edelman Trust Barometer - Singapore
 

More from Edelman

2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
Edelman
 
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
Edelman
 
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
Edelman
 
2018 Federal Cabinet Shuffle
2018 Federal Cabinet Shuffle2018 Federal Cabinet Shuffle
2018 Federal Cabinet Shuffle
Edelman
 
The Edelman Perspective - 2018 Federal Cabinet Shuffle
The Edelman Perspective - 2018 Federal Cabinet ShuffleThe Edelman Perspective - 2018 Federal Cabinet Shuffle
The Edelman Perspective - 2018 Federal Cabinet Shuffle
Edelman
 
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World 2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
Edelman
 
Edelman Trust Barometer – U.S. Natural Gas Industry Perceptions
Edelman Trust Barometer – U.S. Natural Gas Industry PerceptionsEdelman Trust Barometer – U.S. Natural Gas Industry Perceptions
Edelman Trust Barometer – U.S. Natural Gas Industry Perceptions
Edelman
 
2017 Edelman Trust Barometer Special Report: Institutional Investors
2017 Edelman Trust Barometer Special Report: Institutional Investors2017 Edelman Trust Barometer Special Report: Institutional Investors
2017 Edelman Trust Barometer Special Report: Institutional Investors
Edelman
 
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
Edelman
 
8 Trends That Will Shape Travel in 2018
8 Trends That Will Shape Travel in 20188 Trends That Will Shape Travel in 2018
8 Trends That Will Shape Travel in 2018
Edelman
 
The Edelman Perspective - Ontario Budget 2018
The Edelman Perspective - Ontario Budget 2018The Edelman Perspective - Ontario Budget 2018
The Edelman Perspective - Ontario Budget 2018
Edelman
 
2018 Edelman Trust Barometer Special Report: Trust in Brand China
2018 Edelman Trust Barometer Special Report:  Trust in Brand China2018 Edelman Trust Barometer Special Report:  Trust in Brand China
2018 Edelman Trust Barometer Special Report: Trust in Brand China
Edelman
 
2018 Edelman Trust Barometer - Italy Report
2018 Edelman Trust Barometer - Italy Report 2018 Edelman Trust Barometer - Italy Report
2018 Edelman Trust Barometer - Italy Report
Edelman
 
Tendências em Viagens e Turismo na América Latina em 2018
Tendências em Viagens e Turismo na América Latina em 2018Tendências em Viagens e Turismo na América Latina em 2018
Tendências em Viagens e Turismo na América Latina em 2018
Edelman
 
2018 Edelman Trust Barometer - UAE
2018 Edelman Trust Barometer - UAE2018 Edelman Trust Barometer - UAE
2018 Edelman Trust Barometer - UAE
Edelman
 
2018 Edelman Trust Barometer - Malaysia Report
2018 Edelman Trust Barometer - Malaysia Report2018 Edelman Trust Barometer - Malaysia Report
2018 Edelman Trust Barometer - Malaysia Report
Edelman
 
2018 Edelman Trust Barometer - Australia Results
2018 Edelman Trust Barometer - Australia Results2018 Edelman Trust Barometer - Australia Results
2018 Edelman Trust Barometer - Australia Results
Edelman
 
2018 Edelman Trust Barometer - South Africa Report
2018 Edelman Trust Barometer - South Africa Report2018 Edelman Trust Barometer - South Africa Report
2018 Edelman Trust Barometer - South Africa Report
Edelman
 
2018 Edelman Trust Barometer - Brasil Report
2018 Edelman Trust Barometer - Brasil Report2018 Edelman Trust Barometer - Brasil Report
2018 Edelman Trust Barometer - Brasil Report
Edelman
 
Edelman 2018 Federal Budget Update
Edelman 2018 Federal Budget UpdateEdelman 2018 Federal Budget Update
Edelman 2018 Federal Budget Update
Edelman
 

More from Edelman (20)

2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_U.S.
 
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
2020 Edelman-LinkedIn B2B Thought Leadership Impact Study_GLOBAL
 
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
2019 Edelman-LinkedIn B2B Thought Leadership Impact Study
 
2018 Federal Cabinet Shuffle
2018 Federal Cabinet Shuffle2018 Federal Cabinet Shuffle
2018 Federal Cabinet Shuffle
 
The Edelman Perspective - 2018 Federal Cabinet Shuffle
The Edelman Perspective - 2018 Federal Cabinet ShuffleThe Edelman Perspective - 2018 Federal Cabinet Shuffle
The Edelman Perspective - 2018 Federal Cabinet Shuffle
 
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World 2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
2018 Edelman Trust Barometer: Attitudes Toward Energy in a Polarized World
 
Edelman Trust Barometer – U.S. Natural Gas Industry Perceptions
Edelman Trust Barometer – U.S. Natural Gas Industry PerceptionsEdelman Trust Barometer – U.S. Natural Gas Industry Perceptions
Edelman Trust Barometer – U.S. Natural Gas Industry Perceptions
 
2017 Edelman Trust Barometer Special Report: Institutional Investors
2017 Edelman Trust Barometer Special Report: Institutional Investors2017 Edelman Trust Barometer Special Report: Institutional Investors
2017 Edelman Trust Barometer Special Report: Institutional Investors
 
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
2017 Edelman Trust Barometer Special Report: Investor Trust Executive Summary
 
8 Trends That Will Shape Travel in 2018
8 Trends That Will Shape Travel in 20188 Trends That Will Shape Travel in 2018
8 Trends That Will Shape Travel in 2018
 
The Edelman Perspective - Ontario Budget 2018
The Edelman Perspective - Ontario Budget 2018The Edelman Perspective - Ontario Budget 2018
The Edelman Perspective - Ontario Budget 2018
 
2018 Edelman Trust Barometer Special Report: Trust in Brand China
2018 Edelman Trust Barometer Special Report:  Trust in Brand China2018 Edelman Trust Barometer Special Report:  Trust in Brand China
2018 Edelman Trust Barometer Special Report: Trust in Brand China
 
2018 Edelman Trust Barometer - Italy Report
2018 Edelman Trust Barometer - Italy Report 2018 Edelman Trust Barometer - Italy Report
2018 Edelman Trust Barometer - Italy Report
 
Tendências em Viagens e Turismo na América Latina em 2018
Tendências em Viagens e Turismo na América Latina em 2018Tendências em Viagens e Turismo na América Latina em 2018
Tendências em Viagens e Turismo na América Latina em 2018
 
2018 Edelman Trust Barometer - UAE
2018 Edelman Trust Barometer - UAE2018 Edelman Trust Barometer - UAE
2018 Edelman Trust Barometer - UAE
 
2018 Edelman Trust Barometer - Malaysia Report
2018 Edelman Trust Barometer - Malaysia Report2018 Edelman Trust Barometer - Malaysia Report
2018 Edelman Trust Barometer - Malaysia Report
 
2018 Edelman Trust Barometer - Australia Results
2018 Edelman Trust Barometer - Australia Results2018 Edelman Trust Barometer - Australia Results
2018 Edelman Trust Barometer - Australia Results
 
2018 Edelman Trust Barometer - South Africa Report
2018 Edelman Trust Barometer - South Africa Report2018 Edelman Trust Barometer - South Africa Report
2018 Edelman Trust Barometer - South Africa Report
 
2018 Edelman Trust Barometer - Brasil Report
2018 Edelman Trust Barometer - Brasil Report2018 Edelman Trust Barometer - Brasil Report
2018 Edelman Trust Barometer - Brasil Report
 
Edelman 2018 Federal Budget Update
Edelman 2018 Federal Budget UpdateEdelman 2018 Federal Budget Update
Edelman 2018 Federal Budget Update
 

Recently uploaded

Top mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptxTop mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptx
JeremyPeirce1
 
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
APCO
 
Observation Lab PowerPoint Assignment for TEM 431
Observation Lab PowerPoint Assignment for TEM 431Observation Lab PowerPoint Assignment for TEM 431
Observation Lab PowerPoint Assignment for TEM 431
ecamare2
 
3 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 20243 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 2024
SEOSMMEARTH
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
Adnet Communications
 
Call8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessingCall8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessing
➑➌➋➑➒➎➑➑➊➍
 
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationInnovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Operational Excellence Consulting
 
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
Lacey Max
 
Chapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .pptChapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .ppt
ssuser567e2d
 
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
my Pandit
 
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
my Pandit
 
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Lviv Startup Club
 
The latest Heat Pump Manual from Newentide
The latest Heat Pump Manual from NewentideThe latest Heat Pump Manual from Newentide
The latest Heat Pump Manual from Newentide
JoeYangGreatMachiner
 
Income Tax exemption for Start up : Section 80 IAC
Income Tax  exemption for Start up : Section 80 IACIncome Tax  exemption for Start up : Section 80 IAC
Income Tax exemption for Start up : Section 80 IAC
CA Dr. Prithvi Ranjan Parhi
 
Profiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdfProfiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdf
TTop Threads
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
jeffkluth1
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
Christian Dahlen
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Stone Art Hub
 
Best Forex Brokers Comparison in INDIA 2024
Best Forex Brokers Comparison in INDIA 2024Best Forex Brokers Comparison in INDIA 2024
Best Forex Brokers Comparison in INDIA 2024
Top Forex Brokers Review
 
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
Stephen Cashman
 

Recently uploaded (20)

Top mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptxTop mailing list providers in the USA.pptx
Top mailing list providers in the USA.pptx
 
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...
 
Observation Lab PowerPoint Assignment for TEM 431
Observation Lab PowerPoint Assignment for TEM 431Observation Lab PowerPoint Assignment for TEM 431
Observation Lab PowerPoint Assignment for TEM 431
 
3 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 20243 Simple Steps To Buy Verified Payoneer Account In 2024
3 Simple Steps To Buy Verified Payoneer Account In 2024
 
Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024Lundin Gold Corporate Presentation - June 2024
Lundin Gold Corporate Presentation - June 2024
 
Call8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessingCall8328958814 satta matka Kalyan result satta guessing
Call8328958814 satta matka Kalyan result satta guessing
 
Innovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & InnovationInnovation Management Frameworks: Your Guide to Creativity & Innovation
Innovation Management Frameworks: Your Guide to Creativity & Innovation
 
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....
 
Chapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .pptChapter 7 Final business management sciences .ppt
Chapter 7 Final business management sciences .ppt
 
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...
 
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...
 
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
Maksym Vyshnivetskyi: PMO KPIs (UA) (#12)
 
The latest Heat Pump Manual from Newentide
The latest Heat Pump Manual from NewentideThe latest Heat Pump Manual from Newentide
The latest Heat Pump Manual from Newentide
 
Income Tax exemption for Start up : Section 80 IAC
Income Tax  exemption for Start up : Section 80 IACIncome Tax  exemption for Start up : Section 80 IAC
Income Tax exemption for Start up : Section 80 IAC
 
Profiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdfProfiles of Iconic Fashion Personalities.pdf
Profiles of Iconic Fashion Personalities.pdf
 
Part 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 SlowdownPart 2 Deep Dive: Navigating the 2024 Slowdown
Part 2 Deep Dive: Navigating the 2024 Slowdown
 
Industrial Tech SW: Category Renewal and Creation
Industrial Tech SW:  Category Renewal and CreationIndustrial Tech SW:  Category Renewal and Creation
Industrial Tech SW: Category Renewal and Creation
 
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666Best Competitive Marble Pricing in Dubai - ☎ 9928909666
Best Competitive Marble Pricing in Dubai - ☎ 9928909666
 
Best Forex Brokers Comparison in INDIA 2024
Best Forex Brokers Comparison in INDIA 2024Best Forex Brokers Comparison in INDIA 2024
Best Forex Brokers Comparison in INDIA 2024
 
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
The Heart of Leadership_ How Emotional Intelligence Drives Business Success B...
 

2017 Edelman TRUST BAROMETER™- Global Results

  • 2. Informed Public 9 years in 20+ markets Represents 13% of total global population 500 respondents in U.S. and China; 200 in all other countries Must meet 4 criteria: Ages 25-64 College educated In top 25% of household income per age group in each country Report significant media consumption and engagement in business news General Online Population 6 years in 25+ markets Ages 18+ 1,150 respondents per country All slides show General Online Population unless otherwise noted 2017 Edelman Trust Barometer Methodology 28-country global data margin of error: General Population +/-0.6% (N=32,200), Informed Public +/- 1.2% (N=6,200), Mass Population +/- 0.6% (26,000+). Country- specific data margin of error: General Population +/- 2.9 ( N=1,150), Informed Public +/- 6.9% (N = min 200, varies by country), China and U.S. +/- 4.4% (N=500), Mass Population +/- 3.0 to 3.6 (N =min 740, varies by country), half sample Global General Online Population +/- 0.8 (N=16,100). 2 17 years of data 33,000+ respondents total All fieldwork was conducted between October 13th and November 16th, 2016 Online Survey in 28 Countries Mass Population All population not including Informed Public Represents 87% of total global population
  • 3. Trust in Retrospect 3 Rising Influence of NGOs 2001 Business Must Partner with Government to Regain Trust 2009 Fall of the Celebrity CEO 2002 Earned Media More Credible Than Advertising 2003 U.S. Companies in Europe Suffer Trust Discount 2004 Trust Shifts from “Authorities” to Peers 2005 “A Person Like Me” Emerges as Credible Spokesperson 2006 Business More Trusted Than Government and Media 2007 Young Influencers Have More Trust in Business 2008 Trust is Now an Essential Line of Business 2010 Rise of Authority Figures 2011 Fall of Government 2012 Crisis of Leadership 2013 Business to Lead the Debate for Change 2014 Trust is Essential to Innovation 2015 Trust in Crisis 2017 Growing Inequality of Trust 2016
  • 4. 2016: The Inversion of Influence 4 Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. Informed Public and Mass Population, 28-country global total. Mass Population 85% of population 48 Trust Index 15% of population 60 Trust Index Informed Public 12pt Gap Influence & Authority Influence Authority
  • 5. 2017: Trust Gap Widens Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. Informed Public and Mass Population, 25-country global total. 5 Percent trust in the four institutions of government, business, media and NGOs, 2012 to 2017 21 pts 19 pts 18 pts 53 60 60 44 48 45 2012 2016 2017 Informed Public 15pt Gap 9pt Gap A 3-point increase in the last year 12pt Gap Largest Gaps Mass Population
  • 6. 45 Global 70 India 67 Indonesia 62 China 59 Singapore 59 UAE 52 Netherlands 50 Colombia 50 Mexico 47 Brazil 47 Canada 47 Italy 47 Malaysia 47 U.S. 45 Argentina 42 Hong Kong 41 S. Africa 41 Spain 41 Turkey 40 Australia 39 Germany 38 France 37 U.K. 36 S. Korea 36 Sweden 35 Ireland 34 Japan 34 Poland 31 Russia Trust Index Mass Population Left Behind Average trust in institutions, Informed Public vs. Mass Population The Mass Population distrusts their institutions in 20 of 28 countries Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. Informed Public and Mass Population, 28-country global total. Mass Population Informed Public 6 60 Global 80 India 79 China 78 Indonesia 77 UAE 71 Singapore 68 U.S. 62 Canada 62 Netherlands 61 Italy 61 Mexico 57 Malaysia 57 Spain 56 France 56 U.K. 55 Colombia 54 Australia 54 Germany 53 Hong Kong 51 Argentina 51 Brazil 50 S. Korea 50 Turkey 49 Japan 49 S. Africa 47 Sweden 45 Russia 44 Ireland 43 Poland Trusters (60-100) Neutrals (50-59) Distrusters (1-49)
  • 7. 2017: Mass Population Rejects Established Authority 7 Mass population now has influence and authority Establishment left empty-handed Influence & Authority
  • 9. How much do you trust each institution to do what is right?
  • 10. 50% 55 53 48 42 53 52 43 41 Trust in All Four Institutions Declines Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right using a nine-point scale, where one means that you “do not trust them at all” and nine means that you “trust them a great deal.” (Top 4 Box, Trust) General Population, 28-country global total. 10 Percent trust in the four institutions of government, business, media and NGOs, 2016 vs. 2017 Business MediaNGOs Government Two of four institutions distrusted Neutral Trusted Distrusted -2 -1 -5 -1 20172016
  • 11. Trust Index A World of Distrust Average trust in institutions, General Population, 2016 vs. 2017 11 47 Global 72 India 69 Indonesia 67 China 60 Singapore 60 UAE 53 Netherlands 52 Mexico 52 U.S. 50 Colombia 49 Canada 48 Brazil 48 Italy 48 Malaysia 45 Argentina 44 Hong Kong 44 Spain 43 Turkey 42 Australia 42 S. Africa 41 Germany 40 France 40 U.K. 38 S. Korea 37 Sweden 36 Ireland 35 Japan 35 Poland 34 Russia 2016 2017 50 Global 73 China 66 UAE 65 India 64 Singapore 62 Indonesia 60 Mexico 56 Canada 55 Colombia 52 Netherlands 51 Argentina 51 Malaysia 50 Brazil 49 Australia 49 Italy 49 U.S. 47 Hong Kong 46 Spain 45 S. Africa 42 Germany 42 S. Korea 42 U.K. 41 France 41 Ireland 41 Turkey 39 Russia 38 Japan 37 Sweden 35 Poland Trusters (60-100) Neutrals (50-59) Distrusters (1-49) Source: 2017 Edelman Trust Barometer. The Trust Index is an average of a country's trust in the institutions of government, business, media and NGOs. General Population, 28-country global total. 3-point decrease in the global Trust Index Trust declines in 21 of 28 countries—the broadest declines since beginning General Population tracking in 2012 2 in 3 countries are now distrusters
  • 12. 43 43 25 29 31 31 32 32 32 33 33 39 40 40 42 42 42 44 44 45 45 47 47 48 48 54 54 65 66 67 Global28 GDP5 Turkey Ireland Poland Russia Australia Japan U.K. France Sweden S.Africa Argentina S.Korea Germany HongKong Malaysia Spain UAE Canada Colombia Mexico U.S. Brazil Italy Netherlands Singapore China India Indonesia Trust in Media Plunges to All-Time Lows Source: 2017 Edelman Trust Barometer Q11-620. [TRACKING] [MEDIA IN GENERAL] Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right using a nine-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal.“ (Top 4 Box, Trust) General Population, 28-country global total. GDP 5 = U.S., China, Japan, Germany, U.K. 12 Percent trust in media, and change from 2016 to 2017 Distrusted in 82% of countries 50% All-time low in 17 countries -5 -11 +3 +4+2 -8-6-1-2-60-10-10-15-5-3-6 -13 -3 -2 -5-10 -6 -4 +2-10 -3 -7-5 -5 Y-to-Y Change+− NeutralDistrust Trust
  • 13. Distrusted in 75% of countries Trust in Government Further Evaporates Source: 2017 Edelman Trust Barometer Q11-620. [TRACKING] [GOVERNMENT IN GENERAL] Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right using a nine-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal.“ (Top 4 Box, Trust) General Population, 28-country global total. GDP 5 = U.S., China, Japan, Germany, U.K. 13 Percent trust in government, and change from 2016 to 2017 Declines in 14 countries 50% 41 47 15 20 24 24 25 25 28 31 32 32 33 36 37 37 37 38 40 43 44 45 47 51 51 69 71 75 75 76 Global28 GDP5 S.Africa Poland Brazil Mexico France Spain S.Korea Italy Colombia Ireland Argentina U.K. Australia Japan Malaysia Germany HongKong Canada Russia Sweden U.S. Netherlands Turkey Singapore Indonesia India UAE China 0 +8 +2 +9 +13 +100+700+1+1+3+1+1 -1 -7 -2 -2 -1 -5 -10 -9 -5 -5 -3-1 -8 -8-1 Y-to-Y Change+− NeutralDistrust Trust
  • 14. 53 47 21 23 31 39 43 46 46 48 52 53 54 55 56 58 58 58 59 59 59 60 60 60 61 61 64 64 71 71 Global28 GDP5 Russia Sweden Japan Germany Ireland Netherlands U.K. Poland Australia Turkey France UAE S.Korea Malaysia S.Africa U.S. Canada HongKong Italy Brazil Colombia Spain China Singapore Argentina Indonesia India Mexico Trust in NGOs Declines Source: 2017 Edelman Trust Barometer Q11-620. [TRACKING] [NGOs IN GENERAL] Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right using a nine-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal.“ (Top 4 Box, Trust) General Population, 28-country global total. GDP 5 = U.S., China, Japan, Germany, U.K. 14 Percent trust in NGOs, and change from 2016 to 2017 Distrusted in 8 countries 50% -2 +7 -3-6 +7-6-1-100-3+1+2-2+10-2 -2 -4 -2 -3-6 -3 -4 -5-3 -3 -6-2 -4 -2 Declines in 21 countries Y-to-Y Change+− NeutralDistrust Trust NGOs less trusted than business in 11 countries
  • 15. Business on the Brink of Distrust Source: 2017 Edelman Trust Barometer Q11-620. [TRACKING] [BUSINESS IN GENERAL] Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right using a nine-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal.“ (Top 4 Box, Trust) General Population, 28-country global total. GDP 5 = U.S., China, Japan, Germany, U.K. 15 Percent trust in business, and change from 2016 to 2017 Distrusted in 13 countries 50% 52 51 29 34 39 40 41 41 43 43 45 45 46 46 48 50 50 55 56 56 58 58 60 61 64 64 67 67 74 76 Global28 GDP5 S.Korea HongKong Russia Poland Ireland Japan Germany Turkey Argentina U.K. Spain Sweden Australia France Canada Italy Malaysia S.Africa Singapore U.S. Netherlands Brazil Colombia UAE China Mexico India Indonesia -4 +4 -2 -2 -4 -2 +7 +4 -3 -6 -3 -3 -9 +5 +5-4 -5-1 0-8 -1 -2+1-2 -2 +1+1 +2 -6+1 Declines in 18 countries Y-to-Y Change+− NeutralDistrust Trust
  • 16. Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible) General Population, 28-country global total, question asked of half the sample. 16 Credibility of Leadership in Crisis Percent who rate each spokesperson as very/extremely credible CEOs 37% Credible Government Officials 29% Credible
  • 17. 37 18 23 23 24 25 26 27 27 27 28 28 28 31 34 36 38 40 40 42 43 44 48 48 51 52 55 61 70 Global 28-Country Japan France Poland S.Korea Canada Australia HongKong Ireland Netherlands Germany Italy U.K. Sweden Russia Singapore U.S. Malaysia Spain Argentina Turkey China Brazil Colombia Indonesia S.Africa UAE Mexico India All-time Low for CEO Credibility Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible) General Population, 28-country global total, question asked of half the sample. GDP 5 = U.S., China, Japan, Germany, U.K. 17 Percent rate CEOs as extremely/very credible, 2016 vs. 2017 CEOs not credible in 23 countries 50% -12 -15 -8-7 -12-16-6-16-18-13-17-10-16-5-14-10 -10 -12 -11 -15-12 -13 -19 -7-9 -12 -11-12 -16 Declines in all 28 countries Y-to-Y Change+− NeutralDistrust Trust
  • 19. Without Trust, Belief in the System Fails 19 How true are each of the following? Sense of Injustice Desire for Change Need forceful reformers to bring change Lack of Confidence No confidence in current leaders Lack of Hope Hard work not rewarded, children will not have a better life, country not moving in right direction System biased in favor of elites, elites indifferent to the people, getting richer than they deserve
  • 20. How true is this for you? Sense of injustice Lack of hope Lack of confidence Desire for change 53% 32% 15% Majority Believe the System is Failing Them Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. 20 Not at all true 9 8 7 6 5 4 3 2 1 1 in 3 are uncertain Completely true System failing System working Approximately
  • 21. Even Those at the Top Are Disillusioned Percent who believe the system is not working Source: 2017 Edelman Trust Barometer S8. Thinking about your annual household income in 2015, which of the following categories best describes your total household income that year? S7. What is the last grade in school you completed? S9. How often do you follow public policy matters in the news? S10. How often do you follow business news and information? General Population, 28-country global total, cut by ‘system failing’ measure. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. High-Income College-Educated Well-Informed Top quartile of income College degree or higher Follow business and public policy information several times a week or more 48% 49% 51% 21
  • 22. Trust Critical to Belief in the System Average trust in institutions 22 Source: 2017 Edelman Trust Barometer. Q11-Q14. The Trust Index is an average of a country’s trust in the institutions of government, business, media and NGOs. General Population, 28-country global total, cut by ‘the system is failing segments’. Trust differentiates those who are uncertain and those who believe the system is failing them Trust Index 55 Trust Index 55 Trust Index 41 Among those who believe the System is Working Among those who are Uncertain Among those who believe the System is Failing
  • 23. Source: 2017 Edelman Trust Barometer Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. The margin of error for the countries scores was added and subtracted from the global mean. Countries were considered above the global average if their score was higher than the global mean plus the margin of error. Countries were considered below the global average if their score was lower than the global mean minus the margin of error. All other scores were considered aligned. 23 Global France Italy Mexico S.Africa Spain Poland Brazil Colombia Germany U.K. Australia Ireland U.S. Netherlands Canada Sweden Argentina Malaysia Turkey Russia S.Korea Indonesia Japan India HongKong Singapore China UAE System failing 53 72 72 67 67 67 64 62 62 62 60 59 59 57 56 55 55 53 52 51 48 48 42 42 36 35 30 23 19 Uncertain 32 22 24 25 24 25 25 25 27 26 29 30 26 33 33 30 29 29 37 31 28 41 40 45 45 50 43 47 40 In 14 countries, the percent of population that has lost faith is above the global average Systemic loss of faith restricted to Western- style democracies1 in 2 Countries Have Lost Faith in the System Percent of population who believe the system is not working Above global average Aligned with global average Below global average
  • 25. The Cycle of Fear and Distrust 25
  • 26. Corruption Globalization Eroding Social Values Immigration Pace of Innovation Widespread corruption Compromising the safety of our citizens Makes it difficult to institute the changes necessary to solve our problems Protect our jobs from foreign competition Foreign companies/influence damaging our economy/ national culture Foreign corporations favor their home country Most countries cannot be trusted to engage in fair trade practices Values that made this country great are disappearing Society changing too quickly and not in ways that benefit people like me Influx of people from other countries damaging our economy and national culture Technological innovations happening too quickly and leading to changes not good for people like me Concerns Have Become Fears Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation Q677. For details on how the societal fears were measured, please refer to the Technical Appendix. 26 Percent of respondents who are concerned or fearful regarding each issue 69% Concerned 40% Fearful 55% Concerned 28% Fearful 56% Concerned 25% Fearful 62% Concerned 27% Fearful 51% Concerned 22% Fearful
  • 27. Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation Q677. System is failing: Q672-675, 678-680, 688-690. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix. 27 Fears Further Erode Belief in the System Percent of respondents with various fears who also believe the system has failed them When fears collide with a belief that the system is failing, conditions are ripe for populist action Corruption Globalization Eroding Social Values Immigration Pace of Innovation 77 79 83 72 68
  • 28. Systemic Distrust and Fear Trigger Action Source: 2017 Edelman Trust Barometer. Corruption Q685-687, Globalization Q681-684, Eroding social values Q676 and Q758, Immigration Q685, Pace of innovation Q677. System is failing: Q672-675, 678-680, 688-690. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix. The margin of error for the countries scores was added and subtracted from the global mean. Countries were considered above the global average if their score was higher than the global mean plus the margin of error. 28 % Who Agree System is Failing 53 72 72 67 67 67 64 62 62 62 60 59 59 57 56 55 55 53 52 51 48 48 42 42 36 35 30 23 19 Global France Italy Mexico S.Africa Spain Poland Brazil Colombia Germany U.K. Australia Ireland U.S. Netherlands Canada Sweden Argentina Malaysia Turkey Russia S.Korea Indonesia Japan India HongKong Singapore China UAE Above-Average Level of Fear Above-Average Belief the System is Failing Countries with Multiple Fears and Failing System 10 countries with above- average belief the system is failing and multiple fears 4 countries with above- average belief the system is failing – but lack multiple fears Corruption Immigration Globalization Eroding social values Pace of change
  • 29. 11 34 A Case in Point: U.S. 29 Trust Barometer Supplement: Post-U.S. Election Flash Poll, 1,000+ General Population Respondents, Nov. 28 to Dec. 11, 2016 Trump Voters Clinton Voters 25 42 67% are fearful 45% are fearful Source: 2017 Edelman Trust U.S. Flash Poll Q14. Who did you vote for? Audience: U.S. General Population, grouped by “system failing” segments and level of fear from the Trust Barometer. For details on how systemic distrust and societal fears were measured, please refer to the Technical Appendix. Respondents were labeled as “fearful” if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of innovation. System Failing and Fearful Fearful
  • 30. 7 20 A Case in Point: U.K. 30 Trust Barometer Supplement: UK Supplement, 1,150 General Population Respondents, December 23, 2016 to January, 7 2017 Leave the EU Remain in the EU 54% are fearful 27% are fearful Source: 2017 UK Trust Supplement Q15. Did you vote…? Audience: UK General Population, grouped by ‘system failing’ segments and level of fear from the Trust Barometer. For details on how the societal fears and the “system failing” measure were calculated, please refer to the Technical Appendix. Respondents were labeled as ‘fearful’ if they were fearful of at least one of the following societal issues: corruption, immigration, globalization, eroding social values, and pace of innovation. System Failing and Fearful Fearful LEAVE 10 44
  • 32. Echo Chamber Amplifies Fears and Accelerates the Cycle 32
  • 33. 33 The Echo Chamber in Action Facts matter less Bias is the filter No humans needed 1 in 2 agree “I would support politicians I trust to make things better for me and my family even if they exaggerated the truth” 53% Do not regularly listen to people or organizations with whom they often disagree Nearly 4x more likely to ignore information that supports a position they do not believe in More likely to believe 59% Search Engines 41% Human Editors 53%52% Never or rarely change their position on important social issues Source: 2017 Edelman Trust Barometer Q709-718. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q755 Have you ever changed your position on an important social issue? (Sum of “Yes, but rarely,” “No, never”) General Population, 28-country global total. Q749. When someone you know provides you with some information that supports a position that you do NOT believe, which of following do you typically do with it? Q752. How often do you read or listen to information or points of view from people, media sources or organizations with whom you often disagree? (Sum of “Never,” “Almost Never,” “Several Times a year,” “Once or Twice a Month”) Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one that is most likely to be true most often. General Population, 28-country global total, question asked of half the sample. Nearly
  • 34. 43 2012 2017 Search engines* 61 64 Traditional media 62 57 Online-only media** 46 51 Owned media 41 43 Social media 44 41 Media as an institution 46 43 57 51 41 64 2012 2013 2014 2015 2016 2017 Traditional Media Shows Steepest Decline Source: 2017 Edelman Trust Barometer Q178-182. When looking for general news and information, how much would you trust each type of source for general news and information? Please use a nine-point scale where one means that you “do not trust it at all” and nine means that you “trust it a great deal.” (Top 4 Box, Trust) General Population, 25-country global total, question asked of half the sample. *From 2012-2015, “Online Search Engines” were included as a media type. In 2016, this was changed to “Search Engines.” **From 2012-2015, “Hybrid Media” was included as a media type. In 2016, this was changed to “Online-Only media.” Percent trust in each source for general news and information 34 Change, 2012 - 2017 +3 -5 +5 +2 -3 -3 Owned media now as trusted as media as an institution Traditional media down 5 points 43
  • 35. Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given--the one that is most likely to be true most often. General Population, 28-country global total, choices shown to half the sample. 35 Official Sources Are Suspect Percent who find each source more believable than its pair 55% Individuals 45% Institutions 71% Reformer 29% Preserver of Status Quo 64% Leaked Information 36% Company Press Statements
  • 36. 1 60 60 60 48 46 43 37 35 29 Apersonlike yourself Technical expert Academic expert Employee Financial industry analyst NGO representative CEO Boardof directors Government official/ regulator Peers Now as Credible as Experts Source: 2017 Edelman. Trust Barometer Q130-747 Below is a list of people. In general, when forming an opinion of a company, if you heard information about a company from each person, how credible would the information be—extremely credible, very credible, somewhat credible, or not credible at all? (Top 2 Box, Very/Extremely Credible) General Population, 28-country global total, question asked of half the sample. 36 Percent who rate each spokesperson as extremely/very credible, and change from 2016 to 2017 CEO credibility decreased the most, dropping to an all-time low -7 -5 “People in this country have had enough of experts.” – Michael Gove, Member of Parliament, U.K. A person like yourself now tied for most credible spokesperson -3 -7 -5 -4 -7 -5 -12 -10 -6 Y-to-Y Change+−
  • 38. Business Plays a Role in Stoking Societal Fears Source: 2017 Edelman Trust Barometer Q693-762. Some people say they worry about many things while others say they have few concerns. We are interested in what you worry about. Specifically, how much do you worry about each of the following? Please indicate your answer using a nine point scale where one means “I do not worry about this at all” and nine means “I am extremely worried about this”. (Top 4 Box, Worried) Q709-718. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) General Population, 28-country global total. Q349-671. For the statements below, please think about the pace of development and change and select the response that most accurately represents your opinion. (Top 4 Box, Too Fast) General Population, 28-country global total, question asked of half the sample. 38 Global population worries about losing their jobs due to: 50% globalization is taking us in the wrong direction 53% the pace of change in business and industry is too fast 54% 55% 58% 60% 60% Automation Jobs moving to cheaper markets Immigrants who work for less Foreign competitors Lack of training/skills
  • 39. Support for Anti-Business Policies Source: 2017 Edelman. Trust Barometer Q709-718 For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) General Population, 28-country global total. 39 Nearly 1in2 agree 69%agree 72%agree Protectionism Slower Growth “The government should protect our jobs and local industries, even if it means that our economy grows more slowly.” “We need to prioritize the interests of our country over those of the rest of the world.” “We should not enter into free trade agreements because they hurt our country’s workers.” Protectionism
  • 40. License to Operate at Risk Source: 2017 Edelman Trust Barometer Q667-670. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q661- 664. For each of the statements below, please indicate how much you agree or disagree. (Top 4 Box, Agree) Q658. For the statement below, please indicate how much you agree or disagree. (All respondents except Top 4 Box, Agree) General Population, 28-country global total, question asked of one-fifth the sample. 40 82%agree that the pharmaceutical industry needs more regulations 70%agree that policy makers should tax foods that negatively impact health 53%do not agree that financial market reforms have increased economic stability Regulation ReformTax Policy
  • 41. 41 Business Expected to Lead Source: 2017 Edelman Trust Barometer Q249-757. Please indicate how much you agree or disagree with the following statements. (Top 4 Box, Agree). General Population, 28-country global total, question asked of half the sample. . 75% agree “A company can take specific actions that both increase profits and improve the economic and social conditions in the community where it operates.”
  • 43. 43 Most Trusted Business is the most trusted among the 1 in 3 who are uncertain about the system The Last Retaining Wall: Business Most Trusted by the Uncertain Source: 2017 Edelman Trust Barometer Q11-620. Below is a list of institutions. For each one, please indicate how much you trust that institution to do what is right using a 9-point scale where one means that you “do not trust them at all” and nine means that you “trust them a great deal”. (Top 4 Box, Trust) General Population, 28- country global total, cut by “the system is failing’ segments. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. NeutralDistrust Trust % trust in each institution Among those who believe the System is Working Among those who are Uncertain Among those who believe the System is Failing Most Trusted Most Trusted NGOs 51 57 52 Business 47 58 58 Media 37 50 47 Government 29 53 62
  • 44. Source: 2017 Edelman Trust Barometer. Q732. What can businesses do that would cause the most damage to your trust in a better future? (Please select up to five.) General Population, 28-country global total, question asked of half the sample. 44 First, Do No Harm Actions business can take that would most damage trust in a better future (top 5 most-selected) 1. Pay bribes to government officials to win contracts 2. Pay executives hundreds of times more than workers 3. Move profits to other countries to avoid taxes 4. Overcharge for products that people need to live 5. Reduce costs by lowering product quality
  • 45. When the System is Failing, Companies Must Do More Source: 2017 Edelman Trust Barometer Q80-639. How important is each of the following attributes to building your TRUST in a company? Use a 9-point scale where one means that attribute is “not at all important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box, Importance) Data displayed is mean Top 2 Box rating for the listed items. Items were included if they were considered important by 50% or more of those who believe the system is failing. General Population and cut by “the system is failing segments”, 28-country global total. Q672-675, 678-680, 688-690. For details on how the “system failing” measure was calculated, please refer to the Technical Appendix. 45 Percent who rate each attribute as important in building trust in a company (top 5 most important shown) 56 56 58 59 62 65 66 67 68 72 Ethical business practices Pays its fair share of taxes Listens to customers Offers high-quality products/services Treats employees well Among those who have lost faith in the system, expectations are higher across the board On average +9pts higher expectations System Failing General Population
  • 46. Source: 2017 Edelman Trust Barometer 46 And Do Things Differently Identify the business need Assess need relative to economic and societal fear(s) 1 Learn without bias 2 Provide context Advocate Act 3 Engage openly
  • 47. Partnerships/ programs to address societal issues Business practices/ crisis handling Financial earnings & operational performance Employees Most Credible Source: 2017 Edelman Trust Barometer Q610. Who do you trust MOST to provide you with credible and honest information about a company's financial earnings and operational performance, and top leadership’s accomplishments? Q611. A company’s business practices, both positive and negative, and its handling of a crisis? Q612. A company’s employee programs, benefits and working conditions, and how a company serves its customers and prioritizes customer needs ahead of company profits? Q613. A company’s partnerships with NGOs and effort to address societal issues, including those to positively impact the local community? Q614. A company’s innovation efforts and new product development? Q615. A company’s stand on issues related to the industry in which it operates? General Population, 28-country global total, question asked of one-quarter of the sample. 47 Most trusted spokesperson to communicate each topic Innovation effortsTreatment of employees/customers Views on industry issues Company CEO Senior executive Employee Activist consumer Academic Media spokesperson 17 20 21 24 26 2121 22 23 31 26 23 53 38 37 33 32 30 28 29 29 25 22 29 16 22 22 21 23 22 9 9 11 11 13 14
  • 48. Which is more believable? Talk With, Not At 48 Source: 2017 Edelman Trust Barometer Q754. You are about to see a series of two choices. Each choice describes a different source of information, a different format for presenting information, or a different style of communicating information. For each pair, we want you to choose the one that you are more likely to believe is giving you the truth. While we know that some of these choices may not be easy, please do your best to select only one of the two options given-the one that is most likely to be true most often. General Population, 28-country global total, choices shown to half the sample. 51% Personal experience 49% Data 57% Spontaneous speaker 43% Rehearsed speaker 54% Blunt and outspoken 46% Diplomatic and polite 62% Company’s social media 38% Advertising
  • 49. With the People, Not For the People
  • 50. A Fundamental Shift 50 Current Tension Old Model: For the People New Model: With the People Elites manage institutions to do things “for” the people Influence has shifted to the people; people using influence to reject established authority Institutions working with the people; institutional silos dissolved Influence & Authority Influence & Authority Influence & Authority
  • 51. With the People: The New Integrated Operating Model 51
  • 54. 1. Why Edelman studies trust 2. The trust-building attributes 3. Methodology 4. The sample 5. How we measured: belief that the system is failing 6. How we measured: societal and economic fears 7. About the research team 8. About the social policy team Table of Contents 54 2017 Edelman Trust Barometer Technical Appendix
  • 55. Why Edelman Studies Trust 55 In modern society, we delegate important aspects of our well-being to the four institutions of business (economic well-being), government (national security and public policy), media (information and knowledge) and NGOs (social causes and issues). In order to feel safe delegating important aspects of our lives and well-being to others, we need to trust them to act with integrity and with our best interests in mind. Trust, therefore, is at the heart of an individual’s relationship with an institution and, by association, its leadership. If trust in these institutions breaks down, we begin to fear that we are no longer in safe, reliable hands. Without trust, the fabric of society can unravel to the detriment of all. From an institutional standpoint, trust is a forward-looking metric. Unlike reputation, which is based on an organization’s historical behavior, trust is a predictor of whether stakeholders will find you credible in the future, will embrace new innovations you introduce and will enthusiastically support you. For these reasons, trust is a valuable asset for all institutions, and ongoing trust-building activities should be one of the most important strategic priorities for every organization. The Trust-Building Attributes Each year, we ask respondents to rate the importance of a series of attributes in building trust in a company, and how well companies are performing against them. These can be grouped into five clusters: Integrity, Engagement, Products, Purpose and Operations. These original 16 trust-building attributes are shown on the next slide. In 2017, we explored additional dimensions to building trust in a company. These new dimensions fall into five areas, shown on the following slide: Employee Engagement, Diversity, Citizenship, Leadership and Relationship-Building.
  • 56. Integrity 56 39 17 Has ethical business practices 56 40 16 Takes responsible actions to address an issue or a crisis 55 39 16 Has transparent and open business practices 55 39 16 Engagement 56 40 16 Treats employees well 62 43 19 Listens to customer needs and feedback 58 41 17 Places customers ahead of profits 55 38 17 Communicates frequently and honestly on the state of its business 52 37 15 Products 51 41 10 Offers high quality products or services 59 44 15 Is an innovator of new products, services or ideas 44 39 5 Purpose 45 34 11 Works to protect and improve the environment 52 38 14 Creates programs that positively impact the local community 46 36 10 Addresses society's needs in its everyday business 46 35 11 Partners with NGOs, government and third parties to address societal issues 37 30 7 Operations 40 34 6 Has highly-regarded and widely admired top leadership 42 34 8 Ranks on A global list of top companies, such as best to work for or most admired 38 34 4 Delivers consistent financial returns to investors 38 34 4 The Trust-building Attributes Company Importance vs. Performance % Performance % Importance Gap 56 Source: 2017 Edelman Trust Barometer Q80-95. How important is each of the following attributes to building your TRUST in a company? Use a 9-point scale where one means that attribute is “not at all important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box, Importance) Q114-129. Please rate businesses in general on how well you think they are performing on each of the following attributes. Use a 9- point scale where one means they are "performing extremely poorly" and nine means they are "performing extremely well". (Top 2 Box, Performance) General Population, 28- country global total.
  • 57. Employee Empowerment 40 31 9 Empowers its employees to make decisions 41 32 9 Regular employees have a lot of influence in how the company is run 37 30 7 Supports employees joining worker’s/trade unions or other organizations that represent their interests 42 31 11 Diversity 37 31 6 Has a lot of ethnic diversity within its management team 34 30 4 Has a lot of gender diversity within its management team 36 30 6 Has a lot of diversity when it comes to attitudes, values and points of view within its management team 40 32 8 Citizenship 50 38 12 It creates many new jobs 47 38 9 The profits it makes in this country stay in this country 46 36 10 Pays its fair share of taxes 56 41 15 Leadership 38 31 7 The CEO gets personally involved in societal issues 39 31 8 The CEO is compensated based on the ability to produce sustainable, long-term growth 40 33 7 I know who the CEO is and what he or she stands for 36 29 7 Relationship Building 42 33 9 Invites the public to contribute to and help shape their products, services or policies 40 32 8 Has a public image or heritage that I can appreciate and relate to 42 34 8 Actively encourages and facilitates conversations and interactions with the public 43 34 9 Additional Dimensions that Inform Business Trust Company Importance vs. Performance % Performance % Importance Gap 57 Source: 2017 Edelman Trust Barometer Q625-639. How important is each of the following attributes to building your TRUST in a company? Use a 9-point scale where one means that attribute is “not at all important to building your trust” and nine means it is “extremely important to building your trust” in a company. (Top 2 Box, Importance) Q640-654. Please rate businesses in general on how well you think they are performing on each of the following attributes. Use a 9- point scale where one means they are "performing extremely poorly" and nine means they are "performing extremely well". (Top 2 Box, Performance) General Population, 28- country global total.
  • 58. Informed Public 9 years in 20+ markets Represents 13% of total global population 500 respondents in U.S. and China; 200 in all other countries Must meet 4 criteria: Ages 25-64 College educated In top 25% of household income per age group in each country Report significant media consumption and engagement in business news General Online Population 6 years in 25+ markets Ages 18+ 1,150 respondents per country All slides show General Online Population unless otherwise noted Methodology 28-country global data margin of error: General Population +/-0.6% (N=32,200), Informed Public +/- 1.2% (N=6,200), Mass Population +/- 0.6% (26,000+). Country- specific data margin of error: General Population +/- 2.9 ( N=1,150), Informed Public +/- 6.9% (N = min 200, varies by country), China and U.S. +/- 4.4% (N=500), Mass Population +/- 3.0 to 3.6 (N =min 740, varies by country), half sample Global General Online Population +/- 0.8 (N=16,100). 58 2017 Edelman Trust Barometer 17 years of data 33,000+ respondents total All fieldwork was conducted between October 13th and November 16th, 2016 Online Survey in 28 Countries Mass Population All population not including Informed Public Represents 87% of total global population
  • 59. Sample Size, Quotas and Margin of Error 59 2017 Edelman Trust Barometer General Population Informed Public Sample Size Quotas Set On* Margin of Error Sample Size** Quotas Set On*** Margin of Error Global 32,200 Age, Gender, Region +/- 0.6% total sample +/- .08% split sample 6,200 Age, Education, Gender, Income +/- 1.2% total sample +/- 1.8% split sample China and U.S. 1,150 Age, Gender, Region +/- 2.6% total sample +/- 4.1% split sample 500 Age, Education, Gender, Income +/- 4.4% total sample +/- 6.2% split sample All other countries 1,150 Age, Gender, Region +/- 2.6% total sample +/- 4.1% split sample 200 Age, Education, Gender, Income +/- 6.9% total sample +/- 9.8% split sample * In U.S., U.K. and UAE, there were additional quotas on ethnicity. ** Some questions were asked of only half of the sample. Please refer to the footnotes on each slide for details. *** In the UAE there was an additional quota on ethnicity.
  • 60. Languages and Internet Penetration by Country The Edelman Trust Barometer is an online survey. In developed countries, a nationally representative online sample closely mirrors the general population. In countries with lower levels of Internet penetration, a nationally-representative online sample will be more affluent, educated, and urban than the general population. 60 Languages Internet Penetration* Global - 50% Argentina Localized Spanish 79% Australia English 92% Brazil Portuguese 68% Canada English & French Canadian 93% China Simplified Chinese 52% Colombia Localized Spanish 59% France French 84% Germany German 88% Hong Kong English & Traditional Chinese 80% *Data source: http://www.internet worldstats.com/stats.htm. Languages Internet Penetration* India Hindi & English 37% Indonesia Indonesian 51% Ireland English 83% Italy Italian 62% Japan Japanese 91% Malaysia Malay 68% Mexico Localized Spanish 56% Netherlands Dutch & English 96% Poland Polish 68% Russia Russian 71% Languages Internet Penetration* Singapore English & Simplified Chinese 81% South Africa English & Afrikaans 53% South Korea Korean 92% Spain Spanish 77% Sweden Swedish & English 95% Turkey Turkish 60% UAE Arabic & English 92% U.K. English 92% U.S. English 89% 2017 Edelman Trust Barometer
  • 61. How Did We Measure if People Believed the System is Failing Them? Four dimensions were examined to determine whether or not respondents believe the system is failing them: 1) A sense of injustice stemming from the perception that society’s elites have co-opted the system to their own advantage at the expense of regular people, 2) A lack of hope that the future will be better for you and your family, 3) A lack of confidence in the leaders of societal institutions to solve the country’s problems, and 4) A desire for forceful reformers in positions of power that are capable of bring about much-needed change. 61 For each one, please rate how true you believe that statement is using a nine- point scale where one means it is “not at all true” and nine means it is “completely true”. Sense of Injustice Items “The elites who run our institutions are out of touch with regular people” Q678 “The elites who run our institutions are indifferent to the will of the people” Q672 “As regular people struggle just to pay their bills, the elites are getting richer than they deserve” Q673 “The system is biased against regular people and in favor of the rich and powerful” Q674 Lack of Hope Items “My hard work will be rewarded” (reverse scored) Q688 “My children will have a better life than I do” (reverse scored) Q689 “The country is moving in the right direction” (reverse scored) Q690 Lack of Confidence Items “I do not have confidence that our current leaders will be able to address our country’s challenges” Q680 Desire for Change Items “We need forceful reformers in positions of power to bring about much-needed change” Q679 Respondents were asked:
  • 62. How Did We Categorize People Based on Their Perceptions of the System? 62 Overall system perception scores were calculated by taking the average of the nine item scores. Respondents were categorized into one of three segments based their mean score: • Those who averaged 6.00 or higher believe the system is failing them • Those who averaged between 5.00 and 5.99 were labelled as uncertain • Those who averaged less than 5.00 believe the system is working System is failing Uncertain System is working Not at all trueCompletely true 9 8 7 6 5 4 3 2 1
  • 63. How Reliable is the System Failing Measure? 63 Country General Population Alpha Reliability Japan 0.76 Malaysia 0.75 Mexico 0.68 Netherlands 0.82 Poland 0.74 Russia 0.80 Singapore 0.77 South Africa 0.71 South Korea 0.75 Spain 0.81 Sweden 0.79 Turkey 0.80 UAE 0.77 U.K. 0.79 U.S. 0.73 Country General Population Alpha Reliability Global Average 0.77 Argentina 0.77 Australia 0.79 Brazil 0.67 Canada 0.79 China 0.76 Colombia 0.66 France 0.81 Germany 0.83 Hong Kong 0.72 India 0.76 Indonesia 0.79 Ireland 0.78 Italy 0.79 Alpha Reliability analyses were performed globally and within each of the 28 countries. Results indicated that the scale was reliable in every market and that all of the items tap into different aspects of the same underlying construct. Note: Alpha levels above .6 are considered to indicate good internal reliability.
  • 64. In the 2017 Edelman Trust Barometer study we measured five societal fears as defined below. Respondents rated how true each statement is using a nine-point scale where one means it is “not at all true” and nine mean it is “completely true.” Corruption Items Globalization Items Eroding Social Values Items Immigration Item Pace Of Innovation Item Widespread corruption: Compromising the safety of our citizens (Q686) Makes it difficult to institute the changes necessary to solve our problems (Q687) Protect our jobs from foreign competition (Q681) Foreign companies/influence damaging our economy/ national culture (Q682) Foreign corporations favor their home country (Q683) Most countries cannot be trusted to engage in fair trade practices (Q684) Values that made this country great disappearing (Q676) Society changing too quickly and not in ways that benefit people like me (Q758) Influx of people from other countries damaging our economy and national culture (Q685) Technological innovations happening too quickly and leading to changes that not good for people like me (Q677) Scale Scoring: Concerned = % who gave Top- four box response to both items. Fearful = % who gave Top-two box response to both items. Scale Scoring: Concerned = % who gave Top- four box response to 3+ items. Fearful = % who gave Top-two box response to 3+ items. Scale Scoring: Concerned = % who gave Top- four box response to both items. Fearful = % who gave Top-two box response to both items Scale Scoring: Concerned = % who gave Top- four box response to item. Fearful = % who gave Top-two box response to item. Scale Scoring: Concerned = % who gave Top- four box response to item. Fearful = % who gave Top-two box response to item. Societal Fears Subscales in Detail 64
  • 65. 65 Antoine Harary Antoine is the global MD of Edelman Intelligence. With his team of over 150 intelligence experts, he manages international research and consulting projects across more than 50 countries. Over the last four years his work has been recognized by two major awards from the Communications Industry: the 2011 EMEA Sabre Award for best public affairs campaign and the 2012 European Excellence award for PR measurement. Before joining Edelman, Antoine worked in the automotive industry (PSA PEUGEOT CITROEN) as a senior research manager. Antoine holds two Masters Degrees: International PR from CELSA/Sorbonne and Political Sciences from Sciences Po Aix. David M. Bersoff, Ph.D. David is in charge of Edelman’s global thought leadership research. Before joining Edelman Intelligence, Dr. Bersoff served as The Futures Company’s Chief Insights Officer. In that role, he drove the research, data analysis, IP creation and product development strategy for all of their syndicated consumer insights offers, including the Yankelovich MONITOR. David holds a Ph.D. in social and cross-cultural psychology from Yale University. Sarah Adkins Sarah leads the operations side of all IP projects at Edelman Intelligence. Prior to joining the EI team, Sarah spent 8 years at Nielsen (formerly Harris Interactive), designing surveys, overseeing all parts of the project management process, conducting data analysis and working closely with clients from all industries. She has 16+ years of experience in market research, with more than half of that spent in the brand and communications industry. Sarah graduated from Fredonia State University with a bachelors degree in business administration, specializing in marketing and communications. The Research Team: Edelman Intelligence Edelman Intelligence is a world class research and analytics consultancy. It works to understand the mechanics of human attitudes and behavior, organize and analyze content and conversations, and uncover connections and patterns in complex data sets. The team is made up of experts from different backgrounds with different skillsets. This allows Edelman Intelligence to approach challenges in a unique way – taking different perspectives to find the best solutions to help drive growth for its clients.
  • 66. 66 Steve Schmidt As Vice-Chairman of Public Affairs at Edelman, Steve is a strategic counselor to chief executive officers and senior decision makers at global corporations, professional sports franchises, non-profit organizations and academic institutions. Previously, he served as a top strategist to President George W. Bush’s 2004 re-election and as Deputy Assistant to the President and Counselor to the Vice President. During his tenure with the Administration, Steve played a leading role in the confirmations of Chief Justice John Roberts and Justice Samuel Alito to the United States Supreme Court. In 2006, Steve left the White House to lead the successful re-election of California Governor Arnold Schwarzenegger and subsequently served as a senior advisor to Senator John McCain’s presidential campaign. Steve is a graduate of the University of Delaware and a Senior Fellow at the school’s Center for Political Communication. Stephanie Lvovich Stephanie Lvovich is the global chair of public affairs at Edelman. She has more than 23 years of public affairs and political research experience and specializes in multi-market issue advocacy and corporate positioning including issue-based communications, issue advocacy, and trade association creation, strategy and management. Her client experience focuses on the FMCG businesses and includes Mars, the World Trade Organisation, Unilever, the Coca-Cola Company, Mead Johnson Nutrition, Danone Group, Danone Baby Nutrition, and others. Prior to joining Edelman, Stephanie worked for APCO Worldwide in London for nearly nine years where she built and managed APCO Worldwide’s global Food & Consumer Products practice internationally as well as the firm’s new business function for Europe, Middle East, Africa and India. Stephanie has authored articles in the field of international public affairs and corporate reputation and was honoured by HRH Queen Elizabeth in 2003 as a Pioneer to the Life of the Nation. She is also an active presenter and moderator at international conferences. The Social Policy Team Edelman's Public Affairs practice uses stakeholder opinion insights, deep issue analysis, creative storytelling and digital campaigning to create a positive environment for public engagement and help shape better policy outcomes. The team has a deep and sophisticated understanding of global politics. Several Edelman Public Affairs experts provided expertise and served as advisors on the development of our model of Populist Action. Gustavo Bonifaz Gustavo is a Senior Account Manager in Edelman’s Public Affairs practice, specialising in comparative global politics and policy analysis. Gustavo is a researcher on the Edge global model for the practice of Public Affairs. Prior to joining Edelman Gustavo earned a PhD in Political Science at the London School of Economics, where he also obtained a Msc. In Comparative Politics (Latin America). Kristin Heume Kristin is the global public affairs team’s global development manager. She designs and delivers multi-market advocacy and engagement strategies, and advises clients on business-critical issues. Prior to joining Edelman, Kristin worked at APCO Worldwide where she focused on issues and crisis counsel as well as managing multi-market campaigns in the aviation, food, tourism and international public sectors. Kristin holds a double Master’s degree in Global Media and Communications from the London School of Economics (MSc) and the University of Southern California (MA), as well as a Bachelor of Arts in European Studies and Economics from the University of Osnabrück, Germany, with a stint at Aarhus University, Denmark.