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SEC Newgate Global Team
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Milan, Italy; 14th January 2026: Public expectations of organisational behaviour continue to outpace their perceived performance, according to the SEC Newgate 2025 Impact Monitor: Managing Reputational Risk and Opportunity in a Fragmented World. The fifth annual global study by SEC Newgate – the global strategic communications, advocacy and research group – surveyed more than 20,000 people across 20 countries and territories, revealing a persistent confidence gap as communities judge organisations on their real-world impacts.
This year’s report, released ahead of the World Economic Forum (WEF) in Davos next week, reflects a world in which global ESG frameworks are not effectively delivering cohesive narratives in local markets. It is clear that impact is defined locally, with communities assessing organisations through the lens of local jobs, local investment and local values, and their responsiveness to local priorities and pressures including outcomes for staff and the environment. The research underscores a defining challenge for global businesses: communities want companies to engage, but the issues that matter — and the stances considered credible — differ widely by market. Navigating these local expectations is now central to managing global reputation.
This year marks the evolution from the group’s previous annual ‘ESG Monitor’ to the ‘Impact Monitor’, a shift driven by the realities of a world where global narratives are giving way to local priorities and pressures, and the public is increasingly looking for positive impacts and outcomes.
Speaking on the findings, Fiorenzo Tagliabue, Group CEO of SEC Newgate, said: “Corporate reputation has shifted markedly over the past year. As political scrutiny and social expectations evolve, our Impact Monitor shows a clear pattern across markets: people judge companies by the real impact they deliver — particularly in the communities closest to their operations. This shift is redefining how organisations earn credibility and permission to operate.”
“For global companies, the challenge is bringing differing local expectations together in a coherent global direction and, in turn, implementing that direction in ways that are meaningful in each market. Meeting this challenge requires a deep understanding of the communities, regulators, markets and media they operate among, as well as the ability to balance varied expectations while maintaining credibility worldwide.’’
The Impact Monitor also reveals a persistent gap between what the public expects from organisations and how they think those organisations are performing in traditional ESG and geopolitical matters. Yet there are some encouraging signs of progress. Over the past twelve months, perceived performance ratings have edged upwards, suggesting that many organisations are listening more closely to community concerns, responding more effectively to expectations and communicating their impact with greater clarity and credibility.
Stakeholder-oriented business models remain the preferred approach of the global public. An overwhelming three quarters (76%) of the global community believe businesses should act in the best interests of all stakeholders (i.e. customers, employees, suppliers, communities), not just shareholders. This sentiment is reflected with strong support for companies investing in local communities and sourcing from responsible suppliers, underscoring the importance of broader social value in corporate strategy.
Even as familiarity with the term ESG remains limited, the underlying issues continue to matter. Communities expect businesses to play an active role in addressing environmental and social issues, particularly in reducing carbon emissions and accelerating the transition to sustainable energy systems. But enthusiasm softens when these measures would potentially raise consumer costs, revealing the tension organisations must navigate between meaningful impact and affordability.
On social issues, the call for greater corporate engagement is unmistakable. Communities want organisations to speak out and communicate their values, even when these do not align with stakeholders or governments. There is widespread support for diversity, equity and inclusion initiatives, with many believing that businesses can, and should, do more to foster inclusive workplaces and address social challenges.
Governance remains an area where improvement is seemingly needed. Ethical conduct and accountability are seen as essential, but transparency stands out as a weak spot. Fewer than two in five (38%) of the global community believe large businesses are sufficiently open and transparent, making this the Impact Monitor’s lowest-rated aspect of governance and signalling a clear need for better communication and accountability.
Crucially, the report highlights the importance of framing impact efforts through a local lens. With geopolitical tensions on the rise, there is a growing global preference for businesses to manufacture locally, hire locally and source materials locally, even if it means higher costs for consumers. Communities increasingly link these localised benefits and outcomes to improved perceptions of organisations, reinforcing the need for companies to adapt their strategies to the realities of the markets in which they operate.
Looking at the perceived direction countries are going in, optimism is the highest in Saudi Arabia, UAE, Singapore and India where at least 8 in 10 think their country is heading on the right track (compared with the global average of 48%). Optimism varies widely by country, with sentiment most negative in France, Japan and the Netherlands, where only 1 in 4 or fewer are optimistic about their country’s direction. Levels of optimism across most countries are relatively stable compared to 2024, but there is a significant rise in optimism in both Australia and the USA, and declines in Poland and the UK.
As world leaders gather in Davos, the 2025 SEC Newgate Impact Monitor provides timely intelligence for organisations seeking to manage reputational risk and seize opportunity in an era defined by fragmentation, localisation, and rising stakeholder expectations.