2016 Edelman Trust Barometer: Executive Summary

7/21/2019 2016 Edelman Trust Barometer: Executive Summary

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ExecutiveSummary

2016


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12016 | Edelman Trust Barometer

The Stateof TrustMounting Trust

InequalityThe Inversion ofInuenceThe Opportunityfor BusinessLeadership in aDivided World

04

06

08

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12

TABLE OF CONTENTS


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There is deeply disturbing news in the Edelman TRUSTBAROMETER 2016: A yawning trust gap is emergingbetween elite and mass populations. The globalsurvey asks respondents how much they trust the fourinstitutions of government, business, nongovernmentalorganizations and media to do what is right. The surveyshows that trust is rising in the elite or informed publicgroup those with at least a college education, whoare very engaged in media, and have an income in thetop 25 percent. However, in the mass population (theremaining 85 percent of our sample), trust levels havebarely budged since the Great Recession.

From the economics of inequality, described by ThomasPiketty in his best-seller, Capital in the Twenty-FirstCentury , we now observe the inequality of trust aroundthe world. I would posit that there is a grand illusion atplay a lingering notion that elites continue to lead and

the masses will follow. This historic model of inuencewas predicated on the belief that elites have access tosuperior information, their interests are interconnectedwith those of the broader public, and that becomingan elite was open to all who work hard. Risingincome inequality, high-prole revelations of greed andmisbehavior and the democratization of media haveipped the classic pyramid of inuence. The trust of themass population can no longer be taken for granted,and any continuation of the grand illusion is dangerousfor leaders in todays world.

In more than 60 percent of countries surveyed for theEdelman TRUST BAROMETER, the trust levels of themass population are below 50 percent. By contrast,trust levels of the elite population are at the highestlevels in the 16 years of the study, with double-digit

jumps in the United States, United Kingdom, Canada,Italy and Mexico. In three-fourths of the countries, trustlevels in institutions are over 50 percent among elites.

The average gap in trust in institutions between theelites and the mass population has grown to 12 points(across the developing and developed world). In theU.S. the difference is 19 points; in the U.K. it is 17 points;and in India it is 16 points. The Edelman TRUSTBAROMETER also reveals that trust inequalitycorrelates with income inequality across the world.In 18 of 28 countries surveyed, we see a double-digitgap in trust between high-income and low-incomerespondents. In the U.S., the gap is 31 points, in Franceit is 29 points, in Brazil it is 26 points and in India, 22points. This trust divide also corresponds to the publicsexpectations of its future well-being. For example, intwo-thirds of the countries surveyed, fewer than halfof mass population respondents think they will bebetter off in ve years.

Beyond theGrand IllusionRichard EdelmanPresident & CEO

16 years of data33,000+ respondents totalAll eldwork was conducted betweenOctober 13th and November 16th, 2015

Online Survey in 28 Countries

Five years in 25 markets1,150 respondents per countryAges 18+

General Online Population

Eight years in 20+ markets500 respondents in U.S. andChina; 200 in all other countriesRepresents 15% of total population

Must meet four criteria: Ages 25-64

College educated

In top 25% of household income per age group in each country

Report signicant media consumption andengagement in business news and public policy

Informed Public

All population not includinginformed public

Mass Population


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2016 | Edelman Trust Barometer 3

The most profound difference between the elite and thebroader populations is found in their attitudes towardbusiness. There are double-digit gaps in half of thecountries surveyed, the most signicant being in theU.S., where 70 percent of the elite population expresstrust in business in contrast to 51 percent of the generalpopulation, a 19-point difference. This skepticism isclearly manifested in the perception of specic industries,in particular the nancial services sector where there isa gap of more than 20 points between the elites trustin the sector and the general populations. CEOs aresubstantially more trusted by the elite population, anddouble-digit trust gaps exist in half of the countries.

Inequality of trust has important consequences. Themost obvious is growing receptivity to politicians whoprey on fear instead of offering solutions. Examplesinclude assertions that refugees are a major securitythreat and that unemployment can be addressed bystopping foreign trade. Trust inequality seems to be amajor pillar in the campaigns of Donald Trump in theU.S. and Marine Le Pen in France.

Another consequence of the trust divide is theincreasing skepticism of business innovation as wellas expectations of governments to enact additionalregulation. By a margin of two-to-one, the generalpopulation believes the pace of innovation is too rapid.The industries of greatest concern are food, which islinked to popular worries about genetic modication,and nancial and online services, which raise fearsabout privacy and security.

In tandem with these developments, we are seeingthe ipping of the classic pyramid of inuence as peer-to-peer discussions overtake the inuence of elites.It is my belief that the mass population is relying lesson newspapers and magazines and, instead, choosesself-affirming online communities and television news.The most credible source of information on socialnetworking sites is my friends and family, a sourceconsidered much more believable than CEOs andgovernment officials.

However, the survey shows that despite the generalpopulations skepticism, business has the best chanceof bridging the trust gap while still fullling its mandateto create value. The general population sees businessas the institution best able to keep pace with rapid

change, ranking it well above government and higherthan nongovernmental organizations. Business is alsosubstantially more trusted than government. In Mexico,it is more trusted by 44 points, in South Africa by 44points and in the U.S. by 12 points.

According to the Edelman TRUST BAROMETER 2016,a decisive 80 percent of the general public expectthat businesses can both increase prots and improveeconomic and social conditions in the communitiesin which they operate. A good example of this isTupperware Brands. There, a global salesforce ofalmost 3.1 million women in countries including China,India, Indonesia and South Africa drive sales revenuefor the company while earning much-needed incomefrom selling the products.

The public is also responding positively to CEOs who

believe they can fulll the dual mandate of earningprots and providing societal benets. In fact, trust inCEOs has risen substantially in the past ve years toa global average of 49 percent. This is a vote in favorof the CEOs who have stepped forward on importantissues, including Paul Polman of Unilever on theenvironment, Howard Schultz of Starbucks on youthemployment, Cyrus Mistry of Tata on education andJack Ma of Alibaba on inclusion.

We are in a time of discontinuous change, urbanization,mass migration, environmental constraints, technologicaladvances, globalization and challenges to public health.These disruptions provide commercial opportunities, butthey also create societal problems and expectationsthat businesses will collaborate with civil society andgovernment. Realizing this opportunity will happen onecompany at a time, driven by leaders courageous enoughto embrace the business possibility and wise enough tooperate within a framework of inclusive growth, in whichall stakeholders reap the benets of change.

For the past seven years, in the wake of the GreatRecession, the overwhelming majority of businessleaders have tended to focus on their enterprise andshort-term performance. The time for that narrowfocus to end is now. Trust inequality has many negativeconsequences, but it also presents an opportunity forbusinesses that want to achieve differentiation andsustained growth. Modern, effective leadership meansmoving beyond the grand illusion to embrace andengage the new inuence of the mass population. Trustin institutions is no longer automatically granted on thebasis of hierarchy or title. In todays world, that trustmust be earned.

Inequality of trust andincome have important

consequences.


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Trust in all four institutions climbed to its highest levelin 2016, ushered by a surge of trust among the informedpublic. Seven countriesthe U.S., Mexico, Australia,Canada, U.K., Italy and Irelandrecorded double-digitincreases in trust among informed publics, withthe U.S. and Mexico leading the way.

Of the four institutions, business registered the largestincrease in trust among both the informed public andthe larger general population, closing in on the lead

that NGOs have historically maintained. Meanwhile,media saw a six-point increase in trust among theinformed public, which is three times the increase itexperienced among the general population. Government,while recording a modest one-point gain among thegeneral population, remains the least trusted institution.

The State of TrustTrust rebounds to post-recession

high, but a trust divide widens

Post-Recession HighsPercent trust in the four institutions of government,business, media and NGOs, 2012 to 2016

Less than half of the mass populationbelieve they will be better off in ve

years than they are today. This heraldsa tremendous needand opportunityfor business to reconsider what society

expects and to recognize the newrelationship between societal action

and trust. In order for business tosucceed, it must ultimately earn this

trust through societal actions thatcreate value.

Ben BoydPresident of Practices, Sectors & Offerings

InformedPublic

GeneralPopulation

NGOs Media

Business Government

2012 2013 2014 2015 2016 2012 2013 2014 2015 2016

66

55

56

49

51

43

62

53


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The Trust IndexAverage trust in institutions, Informed Publicvs. General Population vs. Mass Population, 2016

For the mass population, 17 of 28

countries are distrusters

CanadaColombiaNetherlandsArgentinaMalaysiaBrazil

AustraliaItaly

U.S.

Hong Kong

Spain

S. Africa

Germany

S. Korea

U.K.

France

Ireland

TurkeyRussia

Poland

Sweden

Japan

Mexico

ChinaUAEIndia

Indonesia

56

55

52

51

51

50

49

49

49

47

46

45

42

42

42

41

41

41

39

35

37

38

60

73

66

65

62

64 Singapore

50 Global

IndonesiaU.S.

AustrialiaCanadaNetherlandsColombia

BrazilItalyMalaysiaU.K.FranceS. AfricaArgentinaSpain

Hong KongGermanyS. Korea

IrelandTurkeySwedenPolandRussiaJapan

ChinaIndiaUAE

Singapore70

64

6363

62

61

58

58

58

57

55

54

53

53

5251

50

49

47

46

42

42

41

82

78

74

72

72 Mexico

60 Global

MexicoCanadaColombiaNetherlandsArgentinaMalaysia

ChinaUAEIndia

SingaporeIndonesia

Brazil

Australia

Italy

U.S.

S. Africa

Germany

S. Korea

U.K.

France

Ireland

Turkey

Russia

Poland

Sweden

Japan

Hong Kong

57

55

55

52

50

50

71

65

62

62

62

48

47

47

45

44

42

40

40

39

39

39

39

34

36

38

46

44 Spain

48 Global

Kathryn BeiserGlobal Chair, Corporate Practice

GeneralPopulation

InformedPublic

MassPopulation

What do stakeholders expect of businesstoday? Certainly a solid and steady focus

on nancial returns, but even more sayaction around education, healthcare,

income inequality and other issues. Theseare the things that respondents expect

businesswith CEOs at the leadto betalking about and solving.


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And yet, along with a general increase in trust, this yearwitnessed a marked divide between the informed publicand the mass population when it comes to trust in allinstitutions. This represents a split rst witnessed in2012 that has gained momentum and widened over timein 16 of 25 countries.

Today, a 12-point chasm separates the more trustinginformed public (representing 15 percent of thepopulation) from the mass population, who now

technically fall into distruster territory. When trust isviewed solely through the lens of the mass population,60 percent of countries are distrustersincluding theU.S., Germany, U.K., France and Japan.

While the gap is a global phenomenon, it is mostpronounced in 15 countries, each with a double-digittrust differential between the informed public and the

mass population. No nation presents a larger divide thanthe U.S., with a nearly 20-point gap between the trustinginformed public and distrusting mass population (64to 45 percent). Following shortly behind are the U.K.,France, India, Australia and Mexico.

In tandem with this trend, the Barometer also revealeda double-digit gap in trust between high-income andlow-income respondents, with the U.S., France andBrazil leading the way. The gulf between the informed

public and all others is further highlighted through ageneral divergence in expectations. Broadly, those whotrust less harbor less optimism for the future. Globally,less than half of the mass population believe they will bebetter off in ve years time. In the U.S., while nearly two-thirds of the informed public believe they will be betteroff in the future, only 45 percent of the mass populationis optimistic that they will fare better in ve years.

Mounting TrustInequality

A Signicant DividePercent trust in the four institutions of government,business, media and NGOs, 2012 to 2016

12 ptGap

46

48

60

44

53

58

56

47

56

46

9 ptGap

InformedPublic

MassPopulation


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Country

Italy

Mexico

Australia

India

U.S.

China

France

U.K.

InformedPublic

58

72

63

78

64

82

55

57

47

57

47

62

45

71

39

40

Gap

11

15

16

16

19

11

16

17

Singapore

S. Korea

S. Africa

Sweden

Brazil

Netherlands

Ireland

72

50

54

46

58

62

49

62

40

44

36

48

52

39

10

10

10

10

10

10

10

MassPopulation

77

A Global PhenomenonTrust Index, Informed Public vs. Mass Population,countries with the double-digit trust gaps

A Link to Income InequalityPercent trust, respondents in top quartile of incomevs. respondents in bottom quartile of income in eachcountry, ranked by the size of the gap between them

High-incomerespondents

Low-incomerespondents

U.S. France Brazil India Russia U.K.Netherlands

71

40

64

35

78

52

78

56

68

48 49

30

52

33

31 29 26 22 20 19 19

It is a disturbing feature of this years study that oneof the strengths we often ascribe to democratic

government, that it gives everyone a say and thereforeencourages cohesion, seems to be breaking down. We

appear to have lost the trickle-down effect in trustas well as in economics in many markets, and may be

entering new and darker trust territory.

David BrainPresident and CEO, Asia Pacic, Middle East & Africa


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In sync with the emergence of a widening trust gap, thetraditional pyramid of inuencewith elites on tophas been up-ended. Today, inuence decidedly restsin the hands of the mass population. The net result is anew phenomenon where the most inuential segmentof the population (or 85 percent of the population) is atthe same time the least trusting.

This reality stems from the fact that a person likeyourself, or an average employee, is far more trustedthan a CEO or government official. In fact, a person like

yourself is almost twice as trusted as a governmentofficial. Peer-inuenced mediaincluding search andsocialnow represents two of the top three most-used

The Inversionof Inuence

sources of news and information. Both search andsocial outrank every traditional source of information,with the exception of television, in terms of frequencyof use. And increasingly, peers inuence purchasingdecisions, with 59 percent saying theyve recommendeda company to a friend or colleague in the last year,and according to the 2015 EARNED BRAND study, 75percent say that they made a decision about a brandbased on a conversation with a peer.

Peers, Employees MoreCredible than LeadersPercent who rate each spokespersonas extremely/very credible, 2015 vs. 2016

In a world where the least trustingsegments of the population are themost inuential in terms of purchasedecision, the implications for marketersare signicant. Now more than ever,marketers need to nd new ways to earnboth attention and the right to be a part ofconversations online and off.

Michelle HuttonGlobal Chair, Consumer Practice2015 2016GeneralPopulation

Technicalexpert

6367

Academicexpert

64 64

Financial industryanalyst

50 53

NGOrepresentative

50 48

Board ofDirectors

39 44

Employee

48 52

Governmentofficial/regulator

33 35

A person likeyourself

57 63

+6

CEO

41

49

+8


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85%48

of Population

Trust Index

15%60

of Population

Trust Index

This years data reinforces thetrusted role that search and socialtechnology platforms play in taking afragmented landscape of publishedcontent and re-aggregating it in afashion that often directly reects

an individuals worldview. The datareinforces the need to build integratedcommunications programs that mapthe total journey stakeholders taketo consume information.

Steve RubelChief Content Strategist

AUTHORITY& INFLUENCE

INFLUENCE

AUTHORITY


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4241 41

Government

53

48

61

Business

4745

56

Media

55

51

55

NGOs

10

Business nds itself today in a new situation ofstrength, a unique position that translates into anopportunity to help mend the trust divide.

In the face of change, it is business that is the mosttrusted to keep pacemore than NGOs, government,or media. Moreover, in 2016, no institution recorded alarger gain in trust among the general population thanbusinessa phenomenon aided in part by a gradualrecovery of the nancial services sector. Registeringan eight-point rise over the last ve years, nancial

services moved to 51 percent in 2016, a larger gain thanany other sector. Technology remains on top as industrysector leader. The uptick for business is a globalphenomenon. In 25 of 28 countries, trust in businessincreased or remained steady. The uptick for businessis a global phenomenon. In 25 of 28 countries, trust inbusiness increased or remained steady. As a result,business is closing in on the historic lead held by NGOsas the most trusted institution.

When compared to government, 21 of 28 countriesare now more trusting of business. This reality is

particularly pronounced in Mexico, Brazil and SouthAfrica, each with a more than 40-point trust differentialbetween business and government. Whereas 59percent believe that it is the role of government toregulate, 80 percent say that its the responsibilityof business to lead to solve problems. Specically,eight in 10 individuals believe that a company can takespecic actions that both increase prots and improvethe economic and social conditions in the communitywhere it operates. For business, this also representsa growing expectationup from 74 percent in 2015.

Among the issues cited as most critical for businessto address are: access to education and training,access to healthcare, protecting and improvingthe environment, improving human and civil rights,income inequality, creating or maintaining a moderninfrastructure, and reducing poverty.

Lastly, adding to business newfound position ofstrength is the recharged credibility of the CEO as aspokesperson. CEOs experienced an eight-point uptickin credibility, more than experts, analysts, employees oreven a person like yourself.

The Opportunityfor Business

Business Most Trustedto Keep PacePercent trust, 2015 and 2016, and percentwho trust each institution to keep up withthe changing times, 2016

2015 2016 Trusted tokeep pace

GeneralPopulation


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agree that business mustplay a role in addressing

societal issues

Sector Trends: Financial Services ReboundsTrust in each industry sector, 2012 to 2016

While the technology sectorcontinues to be more trustedthan any other industry, theinherent skepticism aboutthe pace of innovation could

present headwinds for thesector in the near-term.

Maria AmundsonGlobal Chair, Technology Sector

Industry

Pharmaceutical

Energy Automotive

Telecommunications

Technology

Financial Service

Consumer Packaged Goods

Food & Beverage

5 yr.Trend2012

54

53

62

58

76

43

57

63

2013

54

57

65

60

73

47

60

63

2014

55

57

69

61

75

48

61

64

2015

54

56

66

59

73

48

60

63

2016

53%

58%

60%

60%

74%

51%

61%

64%

1

5

2

2

2

8

4

1

2012 2013 2014 2015 2016

40%

50%

45%

60%

55%

70%

65%

75%

80%

GeneralPopulation

80%


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ActionsThis years Barometer indicates that the focus of CEOsis misaligned with what the general population believesto be most important. For instance, most say that CEOsfocus too much on short-term nancial results (67percent) and lobbying (57 percent). Equally important, 49percent say that they do not focus enough on job creationand 57 percent say they dont focus enough on positivelong-term impact. At the same time, 80 percent agreethat CEOs should be personally visible in discussingsocietal issues, as compared to 72 percent who believeCEOs should be visible discussing nancial results.

Having the right focus matters for both a business and

its leaders, for action impacts trust. In fact, 45 percentattribute a business contribution to the greater goodas the reason that their trust in business has grown.Conversely, of those whose trust in business decreased,half cited a business failure to contribute to the greatergood as the main driver.

Leadershipin a DividedWorld A world of divided trust and dispersedauthority presents a leadership opening.Yet, as the data indicates, it is notbusiness leadership as usual that willresonate. As the 2016 ndings show,leadership for a divided world mustrecognize the importance of action, values, engagement and employeeadvocacy. In each area, there areopportunities for business to embracenew actions and attitudes that speak

to what is expected of leaders today.

Not Enough

Job Creation Positive long-term impact

57%

Too Much

Focus on short-termnancial results Lobbying

12

49%

67% 57%

Actions

Values

TRUST Engagement

EmployeeAdvocacy

INFLUENCE

LEADERSHIP

GeneralPopulation


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EngagementIn a fragmented media landscape, the rules ofengagement have changed. A search engines ndingsare now the most trusted source of general news andinformation. Search engines are more trusted thantraditional media by a measure of ve percentagepointsa gap that widens to eight points for Millennials.Ones friends and family are more trusted as contentcreators than journalists by more than 30 percentagepoints. Engagement that builds trust and reachesbeyond the informed public must take into account thefull universe of todays content creatorsnot simply thetraditional media.

At the same time, as the Barometer shows, building trustrelies on a number of different forms of engagement.In fact, while blogs, social media and traditional mediainterviews are all seen as fundamental to building trustin CEOs, communication via industry conferences isviewed with even more importance.

ValuesYet, typically most CEOs believe that their duty is tofocus on the operational and nancial aspects of thecompany when communicating. While important, thisnarrative alone is insufficient for fostering connectionand building trust. In a world where inuence hasmoved to the mass, making the human connectionthrough the story of personal experience and sharedstruggle is more important than ever.

Almost eight in 10 say that hearing information aboutpersonal values is important to building trust in a leader.Just as important is hearing about the obstacles a CEOhas overcome, their personal success story, and how

their education has shaped them.

Employee AdvocacyGlobally, roughly one out of three employees do nottrust the company for whom they work. In Japan, Russiaand France, the situation is far more ominous, whereemployee trust levels hover below 50 percent.

Against this backdrop, the Barometer shows thattrust in employees as credible spokespeople forcompanies is on the rise. In 2016, 52 percent agreethat employees are a credible source of informationfour points greater than a year ago. In fact, in severalareas, employees are viewed as the most trustedsources of information, particularly when it comes tocommunicating on nancial earnings and operationalperformance, a business practices or handling of acrisis, and how it treats employees and customers.In each of these areas, they outrank a company CEO,senior executive, activist consumer, academic, andmedia spokesperson as far as trust and credibility.

Such ndings point to an opening today for businessto more fully engage its employees. As the Barometerreveals, when businessand more specically when theCEOis involved in societal issues, employee advocacyand engagement increases. When a CEO is engaged inaddressing societal issues, an employees motivation toperform escalates by 22 points. Similarly, an employeeswillingness to stay working for the company climbs by22 points, and inclination to recommend the companyas an employer grows by 25 points.


Virtually no spokesperson is moretrusted than a companys ownemployees. And yet, one out of everythree employees doesnt trust his orher own company. For nearly everycompany, deeper engagement withemployees is a low hanging fruitanda direct avenue to growing trust inbusiness, at the organizational level,

and at the institutional level.

Michael StewartPresident & CEO, Europe & CIS


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Leaders Seen as UnderperformingPerformance vs. Importance of 16 trust-buildingleadership attributes

PurposeIs dedicated to protecting and improving the environment

Ensures that the company creates programs thatpositively impact the local community in which it operates

Ensures that the company addresses societys needs inits everyday business

Ensures that the company partners with NGOs,government and third parties to address societal issues

OperationsAttracts and retains a highly regarded and widelyadmired top leadership team

Is ranked on a global list of top CEOs, such as The BestPerforming CEOs in The World

Manages the company in a way that delivers consistentnancial returns

3728

Gap 9

4025

Gap 15

IntegrityExhibits highly ethical behaviors

Takes responsible actions to address an issue or crisis

Behaves in a way that is transparent and open

EngagementTreats employees well

Listens to customer needs and feedback

Places customer ahead of prots

Communicates frequently and honestly on thestate of their company

ProductsPlaces a premium on offering high-qualityproducts or services

Is focused on driving innovation and introducing newproducts, services and ideas

Gap

49

2524

4533

Gap 12

5127

Gap 24

ImportancePerformance

Leadership

in a DividedWorld

GeneralPopulation


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2016 | Edelman Trust Barometer 152016 | Edelman Trust Barometer

Personal ValuesPercent who agree that each type of informationis important in building trust in a CEO

Employee Advocacy Increases with Societal Issue EngagementPercent who agree with each statement, comparing thosewho work at companies involved in addressing broadersocietal issues vs. those who dont

79%

70 %65 % 62 %

Employeesat companiesengaged insocietal issues

Employees atcompanies NOTengaged insocietal issues

Impact ofCompanyEngagement

Committed toachieving our strategy

Recommend productsand services to others

Do the best possible job for the customer

Their personal values The obstacles theyhave overcome

Their personalsuccess story

Their education andhow it shaped them

Motivated to perform

Condence in thefuture of the company

Stay working for thecompany

Recommend companyas an employer

78 90

66 87

68 87

62 84

60 84

61 83

57 82

12

21

19

22

24

22

25


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Trust in institutions and their

license to operate is no longerautomatically granted onthe basis of hierarchy or title;rather, in todays world, trust

must be earned.Richard EdelmanPresident & CEO


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About EdelmanEdelman is a leading global communicationsmarketing rm that partners with many of the worldslargest and emerging businesses and organizations,helping them evolve, promote and protect their

brands and reputations. Edelman was named oneof Advertising Ages Agency to Watch in 2014; oneof Forbes 14 Most Inuential Agencies of 2014;and The Holmes Reports 2013 Global Agencyof the Year. Edelman was awarded the GrandPrix Cannes Lion for PR in 2014 and was amongGlassdoors Best Places to Work for the third timein 2014. Edelman owns specialty rms EdelmanBerland (research) and United Entertainment Group(entertainment, sports, experiential), a joint venturewith United Talent Agency. About the Edelman Trust BarometerThe 2016 Edelman Trust Barometer is the rms 16thannual trust and credibility survey. The survey waspowered by research rm Edelman Berland andconsisted of 20-minute online interviews conductedon October 13th November 16th, 2015. The 2016Edelman Trust Barometer surveyed more than33,000 respondents with an oversample of 1,150general population respondents ages 18 and over

and 500 informed public respondents in the U.S. andChina and 200 informed public respondents in allother countries representing 15 percent of the totalpopulation across 28 countries. All informed publicsmet the following criteria: ages 25-64, college-educated; household income in the top 25 percentfor their age in their country; report signicant mediaconsumption and engagement in business news andpublic policy. For more information, visitwww.edelman.com/trust2016 .

On the cover, from top left: German Chancellor Angela Merkel Arrives:AFP/ERIC FEFERBERG; BRAZIL-POLITICS-PROTEST: AFP/ JEFFERSONBERNARDES; Turing Pharmaceutical CEO Martin Shkreli Arrested ForSecurities Fraud: Getty Images News/ Andrew Burton; Paris Turns Blue,White and Red For Victims Of Fridays Terrorist Attacks: Getty ImagesNews/ Christopher Furlong; Protesters Continue To Call For ResignationOf Rahm Emanuel In Wake Police Video Releases: Getty Images News/Scott Olson; VATICAN-POPE-AUDIENCE: AFP/ FILIPPO MONTEFORTE;Extraordinary FIFA Executive Committee Meeting: Getty Images Sport/Philipp Schmidli; Migrants Cross Into Slovenia: Getty Images News/ Jeff JMitchell; HONG KONG-CHINA-POLITICS-EDUCATION: AFP/ ANTHONYWALLACE

2016 Edelman Trust Barometer: Executive Summary

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