MESSAGE FROM THE EXECUTIVE DIRECTOR
When I sat to write this message, I found myself reflecting on a phrase I often use when describing Lebanon: “You never get bored here.” It is not a nod to our beautiful nature or vibrant nightlife, but to the relentless pace of crises and the daily necessity to adapt, to persist, and to lead with purpose. Over the past two years, TI-LB has had to navigate multiple storms: economic collapse, institutional inertia, governance breakdowns, and war. Yet, through it all, we have continued not only to stand firm but to grow, pivot, and lead the fight for a more transparent and accountable Lebanon.
Our journey has been marked by grit and bold transformation. We contributed to policy milestones, such as the integration of Beneficial Ownership in public procurement laws and the IMF’s public call for asset disclosure by high-ranking officials, both testament to the power of sustained, strategic advocacy, and political savviness. With over 3,000 individuals reached, including citizens, public servants, and civil society actors, TI-LB empowered those most affected by corruption to act. Our platforms, especially Ekhbar, facilitated 358 corruption reports. We trained over 1,800 people, hosted forums, published research, sub-granted 26 local CSOs, and celebrated national and international recognition, from Cannes and Dubai Lynx to the ARIJ Gold Award.
We also redefined ourselves. The launch of our Integrity Framework, the redesign of our Code of Conduct, and a thorough organizational review allowed us to model the very values we champion publicly. Our team grew in strength, our systems matured, and our internal culture became sharper, bolder, and more aligned with our mission. This transformation was recognized globally, culminating in our successful re-accreditation by the TI Secretariat in early 2025, which lauded TI-LB as one of the most active and effective chapters in the MENA region.
But none of this was easy. The escalation of armed conflict in 2024 forced us to cancel fieldwork, suspend dialogues, and reallocate resources. Our team faced intense fatigue, security risks, and ever-shifting priorities. Some projects even met internal resistance. Others had to be redesigned from scratch. Yet we remained agile. We adjusted training models, expanded digital delivery, and focused on results over routines. Our crisis-born Lebanon Aid Monitoring Platform (LAMP) proved that integrity can, and must, survive even during war, and reconstruction.
Looking ahead, we recognize that credibility is built not only through outputs but through trust and relevance. Through SPOR (Strategic Planning and Organizational Review) and ReMO (Resource Mobilization and Optimization), we are anchoring our future in strategic clarity and financial resilience. These internal reforms are not bureaucratic exercises; they are declarations of intent. We are preparing for a TI-LB that is bigger, stronger, and bolder than ever, ready to scale local impact and regional leadership.
None of this would be possible without the team I have the privilege to work with every day, our staff, board, partners, and volunteers. Nor would it be possible without our donors’ trust and the unwavering support of our peers in the Transparency International movement. To each of you: thank you. You are not only part of our journey; you are contributing to our growth.
Let this message not be a reflection of completion, but of determination. As Lebanon walks a tightrope between reform and collapse, TI-LB will remain steadfast, principled, and ambitious. Because, after all, that is our raison d’être.
Julien Courson
TI-LB's Executive Director