ANTI-CORRUPTION MEASURES OF THE INDEPENDENTCOMMISSION AGAINST CORRUPTION, HONG KONG SPECIALADMINISTRATION REGION, CHINA AND STRATEGIES AND
EXPERIENCE OF ITS COMMUNITY RELATIONS DEPARTMENT
Corinna Wong＊

I. INTRODUCTION
Through the efforts of the Independent Commission Against Corruption (ICAC) working in partnershipwith the public, Hong Kong has been transformed from a city with widespread corruption into one of thecleanest places in the world. This paper gives an overview of the history and the anti-corruption measures of
the ICAC, highlighting the strategies and experience of its Community Relations Department in changing the
public attitude towards corruption.

II. HISTORY AND BIRTH OF THE ICAC
Hong Kong was in a state of rapid changes in the 1960s and 70s. The massive growth in population andfast expansion of the manufacturing industry accelerated the pace of social and economic development. The
Government, while maintaining social order and delivering the bare essential public services, was unable tomeet the needs of the swelling population. This provided a fertile environment for the unscrupulous. Many
people had to take the “backdoor route” simply to earn a living and secure the basic services. Paying “teamoney”, “black money”, “hell money” ̶ whatever its name ̶ became not only familiar to many Hong Kong
people, but was also accepted as a necessary way of life.
Corruption was rampant in the public sector. We had stories like an ambulanceman who demanded
money before picking up a sick person or a hospital ward attendant who asked for “tips” before giving
patients a bedpan or a glass of water. Offering bribes to the right officials was also “part of the procedure”
when applying for housing, schooling and other public services. Corruption was particularly serious in the
Police Force. Corrupt police officers offered protection to vice, gambling and drug activities. Law and order
was under threat and many in the community had fallen victim to corruption.
At that time, investigation of corruption cases, as viewed like any criminal cases, was the responsibility ofa dedicated Anti-Corruption Office within the Hong Kong Police Force. However, corruption remainedlargely unchecked and people had great doubt about governmentʼs political will in addressing the problem.
Public resentment escalated to new heights when a corrupt senior expatriate police officer, Peter Godber,
was able to flee to England whilst under investigation by the Anti-Corruption Office. Godberʼs escapeunleashed a public outcry and students took to the street to demand action from the Government against
rampant corruption.
In response to mounting public demand, the then Governor appointed Sir Alastair Blair-Kerr, a SeniorJudge, to look into Hong Kongʼs corruption problem in 1973. Noting the publicʼs loss of confidence in the abilityof the police to investigate bribery cases, Sir Alastair raised the suggestion of setting up a dedicated agency
separated from the civil service, including the police, to pursue corruption.
I think the situation calls for an organisation, led by men of high rank and status, which can devote its
whole time to the eradication of this evil...... A further and conclusive argument is that publicconfidence is very much involved. Clearly the public would have more confidence in a unit that is
entirely independent, and separated from any department of the Government, including the Police.
Alastair Blair-Kerr Report

Assistant Director, Community Relations Department, Independent Commission Against Corruption, Hong Kong Special
Administrative Region, China.
＊

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Against this background and the strong determination of the Government, the ICAC was established in
February 1974 after the enactment of the ICAC Ordinance. The new agency is a statutory body specializing
in fighting corruption to help keep Hong Kong fair, just, stable and prosperous. To enable the effectivefunctioning of this new agency, the Government had conferred a unique status on the ICAC, which is also
guaranteed in Article 57 of the Basic Law1 of the Hong Kong Special Administrative Region (HKSAR), China.
The ICAC is independent from the civil service and was directly accountable to the then governor (now the
Chief Executive of HKSAR), mandating its operation is free from any interference. The Government lends its
support to the fight against corruption and allocates sufficient resources to the ICAC. The ICACʼs
independent status and the grant of adequate provision of resources, which accord with Article 62 and Article
363 of the United Nation Convention Against Corruption (UNCAC), are instrumental to the success in its anticorruption work.

III. ADOPTING THE HOLISTIC THREE-PRONGED STRATEGY
Since its inception, the ICAC has recognised that it could not win the battle against corruption only bypunishing the corrupt. A holistic and coordinated strategy embracing detection of crime, prevention ofpotential loopholes and education on the evils of corruption was required. Hence, from the outset, the ICAC
has been advocating its three-pronged strategy to fight corruption by:building a strong enforcement arm to make corruption a high risk crime;
implementing system changes to minimize corruption opportunities; andtransforming social values and behavior patterns to reinforce the principles of justice and fairness.
Under the ICAC Commissioner and serviced by the Administration Branch, three distinct but
interdependent functional departments, namely, the Operations Department (Ops), Corruption Prevention
Department (CPD) and Community Relations Department (CRD) strategically carry out their anti-corruption
missions enshrined in the ICAC Ordinance.
A. Operations Department
The Ops is the investigative arm of the ICAC. It is the largest department in the Commission, comprising
about 70% of the ICACʼs workforce of about 1,500. Its statutory duties include:
receive and consider allegations of corrupt practice;investigate any alleged or suspected offences under the ICAC Ordinance, Prevention of Bribery
Ordinance (POBO) and Elections (Corrupt and Illegal Conduct) Ordinance (ECICO)4;
investigate any alleged offences of blackmail committed by a prescribed officer through misuse of
office; andinvestigate any conduct of a prescribed officer, which is connected with or conducive to corrupt
practices and report thereon to the Chief Executive.
The three pieces of legislation, ICAC Ordinance, POBO and ECICO provide the legal basis for combating
corruption. The ICAC Ordinance provides for the appointment of the Commissioner and his officers andother matters relating to the management of the ICAC. It also sets out the duties and responsibilities of theCommissioner and empowers the ICAC to investigate corruption-related offences. The POBO sets out theoffences of bribery and corruption in both the public and private sectors and the penalties for them. The
ECICO governs the conduct of public elections and sets out the offences to be investigated by the ICAC.
Article 57 of the Basic Law of HKSAR: A Commission Against Corruption shall be established in the Hong Kong Special
Administrative Region. It shall function independently and be accountable to the Chief Executive.
2
Article 6 of UNCAC: Each State Party shall grant the corruption prevention body or bodies the necessary independence, in
accordance with the fundamental principles of its legal system, to enable the body or bodies to carry out its or their functions
effectively and free from any undue influence.
3
Article 36 of UNCAC: Such body or bodies or persons shall be granted the necessary independence, in accordance with thefundamental principles of the legal system of the State Party, to be able to carry out their functions effectively and without any
undue influence. Such persons or staff of such body or bodies should have the appropriate training and resources to carry out
their tasks.
4
More information on the ICAC Ordinance, POBO and ECICO can be accessed from the Bilingual Law System (https://www.
elegislation.gov.hk/)
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The ICAC is given wide-ranging powers to investigate corruption offences which are difficult to detectand investigate because of their secretive nature. The ICAC Ordinance sets the parameters of the ICAC
investigation, the procedures for handling suspects and disposal of property connected with relevant offences.
It also gives the investigators the power of arrest, detention, search and seizure to deal with bribery offences
as well as offences which are facilitated by or connected with bribery. The POBO gives the ICAC special
powers of investigation, such as searching bank accounts held by the suspect, his family members or
associates. With judicial supervision, the investigators may freeze accounts or restrain assets, requiresuspects and any person to provide information, surrender travel documents and not to leave Hong Kong. All
these powers are essential to the investigation of corruption.
The increasing mobility in international travel, rapid development of financial and banking systems aswell as the advancement of information technology make corruption a transnational crime. International
cooperation between the ICAC and other jurisdictions has been well-established under UNCAC and bilateralagreements of mutual assistance on criminal matters, bringing the culprits to justice no matter where theyare.
B. Corruption Prevention Department
The CPD believes “Prevention is better than cure”. Opportunities for corruption can be removed throughtransparent and accountable procedures; effective leadership and supervisory control; and improved system
controls and safeguards. Its statutory duties are to:examine the practices and procedures of government departments and public bodies, and securerevision of any methods of work or procedures that may be conducive to corruption; andadvise upon request of private organisations or individuals on how to prevent corruption.
The CPD monitors developments in public policies, law and government initiatives to provide timely
advice to government bureaux, departments and public bodies to ensure anti-corruption measures are built infrom the start through consultation. Concurrent corruption prevention advice is also given in the process.
The CPD conducts assignment studies to make recommendations to minimise opportunities forcorruption and monitors completed studies to ensure effective implementation of the agreed recommendations. Almost all government departments and most public bodies have had their key procedures studied,including all major public functions such as law enforcement, licensing and regulatory systems, procurement,
contract administration, staff management and public works, etc.
Also, the CPD has been increasingly proactive to provide advice for private organisations. Its Corruption
Prevention Advisory Services team provides tailor-made corruption prevention advice to individual privatecompanies upon request. It adopts a cross public-private sector strategy in preventing corruption in theprivate sector where public interest is involved, e.g. grantees in subvention schemes, contractors of works
projects, etc.
C. Community Relations Department
The ICAC had a difficult start in 1974. With a skeptical public that believed the Government condoned
corrupt practices. The real challenges for the ICAC were to bring about a drastic and collective change of
public attitude towards tolerating corruption and rebuilding public confidence in Governmentʼs determinationin fighting corruption. Sir Jack Cater, the founding Commissioner of ICAC wrote in the first ICAC Annual
Report:Success in the Operations Department and success in the Corruption Prevention Department are
essential as a springboard to the work of the Community Relations Department. And this is vital, forthere can be no real victory in our fight against corruption unless there are changes of attitude
throughout the community.
To effect a change in peopleʼs attitude towards corruption was no easy task at the early time. While it wasconsidered mission impossible, the mammoth task of changing public attitude is entrusted to the CRD, withthe following statutory duties:
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educating the public against the evils of corruption; andenlisting public support in combating corruption.
In carrying out these duties, the CRD extensively uses multimedia publicity and reaches out to the society
through a network of seven Regional Offices located in densely populated and strategic areas to initiate
proactive and intensive communication with the general public. It promotes public awareness of the evils ofcorruption, fosters public confidence in and support for the work of the ICAC, explains the laws relating tocorruption and encourages the public to report corruption.

IV. THREE-PRONGED ANTI-CORRUPTION STRATEGY IN PRACTICE:
THE CONSTRUCTION INDUSTRY AS AN EXAMPLE
The three-pronged anti-corruption strategy has been put in practice in different fields in both the public
and private sectors. One of the significant examples is the construction industry. The construction industry,
which ranks 7th in terms of its contribution to our GDP of US$16 billion in 20165, is one of the major pillars of
the economy of Hong Kong, embracing all the construction activities of major infrastructure and real estate
properties, and involving many stakeholders such as real estate developers, professionals, academics,
contractors, workers and government officials. Corruption in the construction industry is of particular publicconcern because, monetary costs aside, public safety is at risk.
One could see how costly corruption was when Hong Kong was plagued by two major cases in theconstruction industry. The first one occurred in 1982 involving the use of substandard cement for building up
concrete structures of 26 public housing blocks through bribery. While investigating the case, the ICAC
investigators vetted a mountain of documents and records, enquired 3,730 persons/companies and visitedoverseas countries like Australia, Canada, Cyprus, New Zealand, Spain, United Kingdom and United States ofAmerica. In the end, three contractors and seven serving or former civil servants were among the accusedand charged with a total of 46 corruption-related offences under the POBO. The culprits were charged andsentenced for 3 to 33 monthsʼ imprisonment. The 26 public housing blocks had to be demolished, and 78,000
people had to be relocated. The re-building costs amounted to US$100 million. The second case took place in2001 concerning the short-piling problem in a housing project. The staff of the piling sub-contractor fabricatedsite records to conceal the short-piling construction. In the end, the offenders were sentenced for 42 months
to 12 years imprisonment. The two housing blocks involved had to be pulled down, resulting in a loss of US$83
million.
Under the three-pronged strategy, other than criminalizing the corrupt by law enforcement, we turned
the observations gained from investigations into system enhancement to plug corruption loopholes andlessons to learn in training and mass education programmes.
On the prevention front, the CPD identified the common causes to the problems and proposed corruption
resistant measures to plug loopholes, including recommending the Government to implement drastic site
supervision system, stringent probity requirements concerning acceptance of advantages, handling ofconflicts of interest and confidential information. Moreover, the CPD produced a Best Practices Checklist toalert practitioners about the corruption risks and preventive measures in the construction field. The Best
Practices Checklist covers specific vulnerable areas such as the award and administration of construction
contracts and consultancy agreements, as well as testing of materials. The CPD also helps individual privatecompanies to strengthen their corporate governance and internal controls through a dedicated team, theCorruption Prevention Advisory Services. A set of capacity building training package containing common
corruption pitfalls in the construction industry and their preventive safeguards was also produced with thecollaboration of major stakeholders. The electronic version of the package has been uploaded onto the ICAC
website for public access.
On the education front, the CRD aims at heightening awareness of ethical values and strengthening

Hong Kong in Figures in 2016” by the Census and Statistic Department, HKSARG (www.censtatd.gov.hk/hkstat/hkif/index.
jsp)
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integrity throughout the construction industry. We organised integrity trainings, seminars and workshops forthe professionals, contract administrators, site supervisory staff and students of construction related courses.
Besides, anti-corruption talks are regularly arranged for staff members of individual companies, alerting themto important issues such as bribery and misconduct in public office, managing staff integrity and handlingconflicts of interest, etc.
This three-pronged anti-corruption strategy also applies to all trades and industries in both the private
and public sectors. Our ultimate aim is to eradicate the root of corruption while bringing the issue of
corruption to the forefront of public awareness.

V. MISSION OF THE CRD
The CRD believes that high ethical standards are the first line of defense against corruption. Our missionof “Ethics for All” aims at gaining the support of people from different walks of life in maintaining high ethicalstandards, showing zero tolerance for graft, and reporting it whenever it occurs. To achieve this, the CRD
uses four effective strategies which are summarized in the acronym “TAPE”:
1.
2.
3.
4.

Target-oriented strategy
All-round communication strategy
Partnership strategy
Engagement strategy

VI. THE TAPE STRATEGIES IN ACTION
A. Target-Oriented Strategy
Educating the public against the evils of corruption and enlisting public support in combating corruption
are the mandate of the CRD. Driven by this ultimate objective, the thrust of CRDʼs efforts is to unite allsegments of the community to build and sustain a culture of probity. However, individual sectors havedistinctive needs and concerns in anti-corruption education. We have to be target-oriented and customise ourservices to cater for the needs of different target groups through segmentation. Hence, we have organised
our work into various programme areas for different targets and formulate target-oriented education
programmes for their specific needs. These include the government and public sector, business community,
young people, non-governmental organisations, the general public, including the new arrivals and ethnic
minorities, etc. Each programme area is tailored to enhance the targetsʼ ethical standards and understandingof the anti-corruption law, equip them with knowledge about common corruption pitfalls and provide themwith practical advice on how to address these problems.
The segmentation of target groups has been suitably refined and adjusted to suit the changing social andeconomic environment. For instance, in the business sector, we tailor-made our education and prevention
programmes for different trades. Our training modules are recognised or accredited by more than 60
professional bodies as their continuing professional development courses for members, including company
directors, lawyers, engineers, surveyors, estate agents, securities intermediaries, etc. Over 40,000 businessexecutives and practitioners are reached through ICAC training sessions every year.
B. All-Round Communication Strategy
To enlist public support for the ICAC, the public needs to be constantly assured that the ICAC is capableof carrying out its duty effectively without fear or favour. The CRD integrates face-to-face contacts andmultimedia publicity to spread the messages to people from all walks of life, like civil servants, private sector
practitioners, young people and the general public, etc. through an all-round communication strategy via
multiple platforms. The face-to-face contacts and multimedia publicity complement and supplement eachother in enhancing the education efforts and publicity impact of the probity messages.
1. Face-to-Face Contacts“Reaching out to the community” is a major feature of CRDʼs work. Through the network of seven
Regional Offices located in densely populated or strategic areas which cover the entire geographical area ofHong Kong, the CRD officers reach out to the community by engaging in face-to-face visits and talks tomembers of the public, from classroom to boardroom. They also serve as the focal point of contact with local
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community leaders and organisations with which the Regional Offices jointly organise publicity activities todisseminate probity messages. The face-to-face education work enhances the cognitive understanding of the
public on what corruption is; serves to impart the anti-corruption messages and dispel misconception; andhelps build up the long-term rapport and public trust in the ICAC. It also facilitates our officers to grasp firsthand public sentiments and comments on the work of ICAC which could shed light on our work planning andlong-term development. The Regional Offices also receive corruption complaints and enquiries frommembers of the public.
Moreover, the Regional Offices regularly organise meet-the-public sessions for people from different
strata, from district leaders to housewives, ethnic minorities to young people, etc. to collect their feedback on
our work and enlist their support for anti-corruption work.
2. Multimedia Publicity
To change the public attitude and effectively create awareness of corruption intolerance, we have also
used the mass media extensively for publicity since the establishment of the ICAC. The anti-corruption
messages have penetrated into the lives of the public through different media channels, such as TV, radio,
printed media and other forms of promotions. In fact, the ICAC is the first non-commercial organisation in
Hong Kong to use TV advertisements to promote its messages. Over the years, we have produced many TV
advertisements which are uploaded on the ICAC corporate website with different approaches and themes tomaximize the publicity impact. They include:(a) TV advertisements(i)Create deterrent effect ̶ to scare people off corruption by emphasising that corruption is a highrisk crime which leads to grave consequences.

(ii)

Highlight evils of corruption ̶ to educate the public on the evils of corruption.

(iii)

Promote fair society ̶ to urge the young people to adopt a “zero tolerance” attitude towards
corruption. We tried to speak their language and present the messages in a lively manner.

(iv)

Encourage reporting corruption and enlist support to ICAC ̶ over 90% of our investigations startwith a report by a member of the public. We therefore attach great importance to encouraging thisessential help from the community.

(v)

Keep close tabs on the publicʼs concern ̶ these advertisements carry specific messages. For
example, we remind voters not to sell their votes through bribery and to support clean elections
during public election years.

(b) TV drama(i)

The TV drama series based on real ICAC cases depicts how the ICAC brings the corrupt to justice
without fear or favour. It also educates the public on the evils and consequences of corruption. These
series are very popular and effective. It is also a soft approach for brand building and educational
purposes, building public trust in ICACʼs ability and determination to fight corruption.

(c) Social media(i)With the rapid development of social media, more diversified formats with interactive
communication with the general public are now in place. They include the ICAC corporate website,various thematic websites, YouTube, Facebook, Weibo, mobile phone applications, and Instagram.
Social media is a powerful and effective way to promote ICAC messages to a larger number ofpeople, particularly the youth. Through the multimedia channels in Hong Kong, the community canreceive anti-corruption messages anytime and anywhere.

C. Partnership Strategy
The ICAC is independent but we are not alone. The CRD sees the need to leverage on resources in the150

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community to serve as a multiplier for CRDʼs preventive education work. Our corporate slogan is “HongKong ̶ the Advantage is always you and the ICAC”, which underlines the importance we place on ourpartnership with the public in fighting the anti-corruption battle. With our efforts of district entrenchment
and collaboration, our partners share the probity value of the ICAC and are willing to offer their expertise in
assisting the CRD to produce anti-corruption products and online programmes. Throughout the years, theCRD has collaborated with different strategic partners in the community:
1. Business Sector
The CRD forms strategic collaborations with various trades and professions in the business sector.
Pioneer work in engaging the private sector started in the 1980s and culminated into the establishment of theHong Kong Ethics Development Centre in 1995 (now renamed as the Hong Kong Business Ethics
Development Centre). Today, with 10 major chambers of commerce6 forming an advisory committee to steer
the work of the Centre, and through networks set up respectively with over 70 trade associations of different
industries and more than 70 banks, corruption prevention messages are promoted effectively to a wider
business community.
2. Public Sector
In collaboration with the Civil Service Bureau of the Government (CSB), the ICAC initiated in 2006 theEthics Officers Network which now comprises 150 officers from all bureaux and government departments.
Since the set up of the Ethics Officers Network, 17 thematic workshops have been organised to enhance the
Network membersʼ capabilities to implement integrity management in their departments. Our latest
initiative is the launching of a web learning portal on integrity management together with the CSB for all civil
servants to complete the online training courses at their own pace and obtain online reference materials on
relevant integrity issue.
3. General Public
At district level, liaison clusters with all 18 district councils, non-governmental organisations andcommunity-based associations are established to jointly organise anti-corruption activities in the local
communities. We also encourage district organisations to take ownership for anti-corruption activities so as toalign them with the “Ethics for All” mission. In 2017, over 820, 000 people and 1, 600 organisations werereached through partnership with around 830 organisations. These collaborations reinforce the culture ofprobity in the local communities.
D. Engagement Strategy
Active participation is the best proof of public support. By involving and encouraging members of the
public to take part in or even to take ownership of preventive education activities is the most effective meansof aligning them with the anti-corruption cause.
Young people are our future. To build up a community intolerant of corruption, we disseminate probity
messages to the younger generation ranging from kindergartens to universities and further engage them tospread probity messages to their peers. We have launched the Ambassador Programme in 2007/08 to
mobilise tertiary students to organise activities promoting integrity messages to their fellow students on
campus. After a decade of hard work, now all the 20 tertiary institutions in Hong Kong have joined theprogramme. Similarly, through another iTeen Leadership Programme for secondary school students
launched in 2013/14 school year. The iTeen Leaders assist their teachers in organising integrity activities toinstil positive values such as honesty, fairness and self-discipline into their schoolmates.
6

The 10 major chambers of commerce are:
- Federation of Hong Kong Industries,- The American Chamber of Commerce in Hong Kong,- The Chinese General Chamber of Commerce,- The Chinese Manufacturersʼ Association of Hong Kong,- The Hong Kong Chinese Enterprises Association,- The Hong Kong General Chamber of Commerce,- The British Chamber of Commerce in Hong Kong,- The European Chamber of Commerce in Hong Kong,- The Hong Kong Japanese Chamber of Commerce & Industry, and- The Indian Chamber of Commerce Hong Kong.

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The ICAC also proactively mobilises citizens to take part in the anti-corruption drive by recruiting themas volunteers to assist in education and publicity projects, and as multipliers to spread probity messages to all
walks of life. In 1997, the ICAC Club was set up to provide these supporters a platform for direct participationand engagement in ICAC activities. Currently, the ICAC Club has over 2,600 members and the accumulative
service hours provided by members have exceeded 60,000.

VII. EFFECTIVENESS OF ICACʼS WORK
A. Current Corruption Situation
After over four decades of hard work, the current corruption situation and some survey findings suggestthat the ICAC is effective in its anti-corruption work.
In recent years, an average of 3,000 corruption reports were received each year, with about two-thirds
against the private sector and one-third concerning the public sector. Around 200 persons were prosecutedeach year and the case-based conviction has been well over 80%. The overall corruption situation in Hong
Kong is well under control. There is no sign of a new and notable corruption pattern that calls for concern,
nor is there any deterioration in the overall corruption scene.
In recent years, the ICAC has undertaken investigation of a few high profile cases involving very senior
government officials, well known businessmen and listed companies, which were widely reported in both
local and overseas media. These are isolated cases and they show evidently that ICAC conducts
investigations without fear or favour, regardless of the background or status of the persons involved.
B. Achievements
Hong Kong now has fundamentally a clean public service. In 1974, the ICACʼs first year of operation, 86%of the corruption reports were related to government departments. With the relentless efforts of the ICAC
and government departments to tackle corruption and promote integrity, the figures were substantiallyreduced to 40% in 2000 and 27% in 2017 respectively.
In the business sector, with the ICACʼs proactive approach to outreach, the businessmen were getting
convinced that the ICAC could help in protecting the erosion of profits of the company by corruption. Since
the 1990s, a relationship of close cooperation was gradually built up between the ICAC and the businesssector. The business sector is now more alert to business ethics and corporate governance and Hong Kong
has been hailed as a place providing a level playing field for business.
Internationally, Hong Kong is now recognised as one of the least corrupt places in the world. In its 2018
Index of Economic Freedom, the Heritage Foundation ranked Hong Kong the worldʼs freest economy for 24
consecutive years, and praised that Hong Kong has a high quality legal framework that strongly supports therule of law, and there is little tolerance of corruption, and a high degree of transparency which enhances
government integrity. Hong Kong was ranked the second most competitive economy among 63 economies in
the World Competitiveness Yearbook 2018. According to Transparency Internationalʼs Corruption
Perceptions Index 2017, Hong Kong was ranked the 13th least corrupt place among 180 countries andterritories.
Locally, as shown in the ICAC Annual Survey 2017, 99.2% of the respondents agreed that keeping Hong
Kong corruption-free was important to the overall development of Hong Kong; 96.8% of the respondents
expressed their support to the ICAC. Last but not least, 99.1% had not encountered corruption in the past 12
months. More importantly, over 70% of the corruption reports are lodged non-anonymously nowadays which
is a great leap when compared with the 30% non-anonymous reports in the early days of the ICAC.

VIII. THE MISSION CONTINUES
To mark its 45th Anniversary in 2019, the ICAC is launching a series of activities to encourage citizens to
support the ICAC in fighting corruption through a multi-year cross-sector “All for Integrity” territory-wide
campaign. On the international front, the ICAC will organise the ICAC Symposium in May 2019 to provide
graft busters and law enforcement officers the platform to exchange and learn from each other the latest
strategies and tactics to fight corruption in its totality. Apart from that, the ICAC, through its Centre of Anti152

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Corruption Studies and International Training, is ready to provide training and advisory services to otherjurisdictions to fulfil our obligation under UNCAC to help other state parties in anti-corruption capacity
building.
The ICAC, partnering with the international graft fighters, is always staying vigilant to fight corruption.
We will continue to keep up with the changing times, strengthen our capability and professional training tomaintain our effectiveness in upholding a clean community in Hong Kong. The ICAC will continue to partnerwith all graft-fighters over the world in fighting corruption.

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