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10 Trust Barometer Insights

This document discusses the results of the 2017 Edelman Trust Barometer, which found that globally, trust in institutions dropped 3 points and that two-thirds of surveyed countries now have under 50% trust. There is also a growing 15-point gap between how much the informed public trusts these institutions versus the mass population. Ten countries in particular combine high lack of belief that the system is working with societal fears, including France, Italy, Mexico, South Africa, Spain, Brazil, Colombia, the U.K., Australia and the U.S.

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100% found this document useful (13 votes)
29K views

10 Trust Barometer Insights

This document discusses the results of the 2017 Edelman Trust Barometer, which found that globally, trust in institutions dropped 3 points and that two-thirds of surveyed countries now have under 50% trust. There is also a growing 15-point gap between how much the informed public trusts these institutions versus the mass population. Ten countries in particular combine high lack of belief that the system is working with societal fears, including France, Italy, Mexico, South Africa, Spain, Brazil, Colombia, the U.K., Australia and the U.S.

Uploaded by

Edelman
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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The

Trust
10

01

Trust in
crisis

02

Globally, trust in the institutions


of business, media, government
and NGOs dropped three points
in 2017. Media is at all-time lows,
government trust continues to
erode, and two-thirds of surveyed
countries are now distrusters,
with under 50% trust.

03

A broken
system

Globally, there is now a 15-point


gap between the trust held by the
informed public and that held by
the mass populationa threepoint increase in the last year.

04

Failing system +
fears = action

06

Ten of the 28 surveyed countries


combine an above-average lack
of belief that the system is working
with multiple societal fearsthe
same hotspots of recent populist
actions: France, Italy, Mexico,
South Africa, Spain, Brazil,
Colombia, the U.K., Australia
and the U.S.

07

Peers highly
credible

Expectations for
business high
The three most important attributes
for building trust in a company are
treating employees well, offering
high-quality products and services,
and listening to customersand
they matter even more to those who
believe the system isnt working.

To explore the complete 2017 Edelman Trust Barometer,


visit www.edelman.com/trust2017

The media
echo chamber
People are nearly four times more
likely to ignore information that
supports a position they dont
believe in; dont regularly listen
to those with whom they often
disagree (53%); and are more
likely to believe search engines
(59%) over human editors (41%).

08

For the first time, a person like


yourself is as credible a source
for information about a company
as a technical or academic expert
(all three at 60%). Credibility of
CEOs is at an all-time low, with
a 12-point decline in the last year.

09

Concerns &
fears
Leading the list of societal
concerns and fears we measured
that are commonly associated with
populist actions are corruption
(69% concerned; 40% fearful);
globalization (62% concerned;
27% fearful); eroding social values
(56% concerned; 25% fearful);
immigration (55% concerned; 28%
fearful); and the pace of innovation
(51% concerned; 22% fearful).

Globally, 53% believe that the


system is not working for them
its unfair, doesnt give them hope
for the future and leaders wont
fix problems. 32% are uncertain,
and only 15% agree the system
is working.

05

Trust inequality
grows

Business adds
to fears
53% agree that the pace of change
in business and industry is too fast.
They worry about losing their jobs
due to lack of training or skills
(60%); foreign competitors (60%);
immigrants who work for less (58%);
jobs moving to cheaper markets
(55%); and automation (54%).

10

With the people


The trust crisis demands a new
operating model for organizations by
which they listen to all stakeholders;
provide context on the issues that
challenge their lives; engage in
dialogue with them; and tap
peers, especially employees,
to lead communications and
advocacy efforts.

All data is based on general population sample unless otherwise noted.

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