For the Dossier section of this edition of the magazine, we have selected a number of articles illustrating Customs’ efforts to create a culture of integrity and highlighting a number of innovative practices.

The first article introduces the online tool, piloted recently by Argentina Customs, that has been developed to facilitate the implementation of the Customs Integrity Perception Survey (CIPS). The CIPS aims at providing insights into the perceived success rates of each Customs administration in promoting integrity and combating corruption, and at collecting experience and data on existing behaviours. It is one of the methods used by the A-CIP Programme team to assess the impact of measures which have been implemented by Customs administrations (other methods are described here). The new online tool requires significantly fewer resources than the on-the-ground data collection method and will enable more administrations to use the survey.

The second article also looks at the CIPS and explains how the survey results can be used to generate more meaningful communications in order to ensure compliance with an integrity measure. Some WCO Members who have undertaken the CIPS have discussed the results with key stakeholders (see edition 104 of WCO News), but the article argues that insights generated by the survey can also be used to design communications that effectively “nudge” individuals to make a better behavioural choice, based on what is known about and what might drive that choice.

Next is an article by the Ghana Revenue Authority explaining how the organization engages the staff union to leverage its expertise, influence and reach with a view to promoting integrity, preventing corruption and creating a more transparent and accountable organization. Ghana’s experience shows that involving staff unions in Customs integrity strategies is not only possible but desirable, provided that a good governance framework can be established. The challenge is to move from a place of mistrust to one of constructive cooperation and collaboration around common objectives.

It is then the turn of Mauritius Customs to explain how it is leveraging asset declarations in order to strengthen integrity. By developing rigorous methodologies and processes, its Internal Affairs Division has transformed the analysis of asset declarations into a powerful mechanism for detecting illicit enrichment, tax evasion and conflicts of interest.

This is followed by an article by the Canada Border Services Agency (CBSA) introducing the Next Generation Network (NGN) and its core initiatives. Led and organized by young staff at the Agency, the network supports employees’ professional growth, strengthens their engagement and contributes to creating a sense of community spirit.

The Customs Authority of Saudi Arabia (ZATCA) then presents the IT system it has developed to manage workforce mobility more effectively and ensure equitable staff rotation. The system not only enhances operational efficiency, but also prioritizes employee development and engagement, directly impacting employee satisfaction and morale, two factors that also influence staff integrity.

We then gain insight into building awareness of the risk of criminal infiltration with an article by Dutch Customs which explains how to spark meaningful discussions on this issue and provide staff with the knowledge and skills that will enable them to determine the best course of action in the face of a threatening situation. It reminds us that speaking about integrity connects with people on a deep level, making them think about their values and actions.

The next two articles present the integrity reforms conducted respectively by the South African Revenue Service and the Philippines’ Bureau of Customs with the support of the WCO Secretariat. Both highlight the concrete link established between anti-corruption and integrity promotion policies and reforms.

Many more articles on integrity have been published in the magazine over the years and can be found here. They all demonstrate the dynamism of Customs administrations on this issue and show that, as WCO documents often emphasize, an imaginative, multi-faceted approach must be adopted to create and maintain a culture of integrity. Allow me to conclude by warmly thanking all the contributors to the magazine and invite those who would like to share their experience or expertise on integrity matters to contact me.