From Public Relations to Corporate Integrity Understanding the

From Public Relations to Corporate Integrity Understanding the elements of a sustainable reputation LIONEL STANBROOK CLEMENT REPUTATION cjlcs 50@gmail. com November 2011

Corporate brand reputation 1979 – 2022 1979 A good balance sheet Charitable, generous A functional Reputation 1990 A ‘reasonable’ profile Humanitaria n, CSR A social Reputation Crisis Comms 2011 Corporate responsibility Global focus An expressive Reputation Issue Management 2022 Be integrity standard Emotional Integrity Public Trust Reputation Management Enterprise Risk Management

From Crisis to Reputation Percentage of corporate affairs and corporate management roles with 'Crisis', 'Issue' or 'Reputation' in the function title (100 FT 500 companies) 18 16 14 12 Crisis 10 Issue 8 Reputation 6 4 2 0 1995 2000 Clement Reputation Research/Media Focus 2010 2005 2010

Stakeholder Determination Community Information Transparen cy Assurance Attraction Customer Stakehold er Participant Ethics Policy Safety Style Excitement

Two sides of the coin: Brand Reputation

The True, the Good and the Emotive Companies need to prove their value in three worlds Aristotle (384 -322 BC) è World of the “True”: Successful in performing tasks, making functional systems. work, competence and skills, rules and controls è World of the “Good”: A good citizen, norms and values, corporate social responsibility, self-regulation and voluntary guidelines è World of the “Emotive”: Attractive and fascinating, beautiful, inspiring and expressing trust and loyalty through emotional appeals

Issue Management Process Information Input Issue Identification & Monitoring Issue Analysis & Management Issue Communication Issue Identification Issue Analysis Issue Communication Ø Identify as early as possible changes, signals, trends that could trigger an issue Ø Have a clear understanding of the issue by establishing the facts, assessing the potential developments and consequences Ø Work out a communication plan Ø Draw conclusions on opponents and potential alliances from the stakeholder analysis Ø Communicate corporate position in a professional and consistent manner to all stakeholders Ø Assess the issue to establish priority and assign proper responsibility Ø Alert internal partners on new issues Issue Monitoring Ø Observe the development of the issue (stable, gaining or losing momentum) and stakeholder involvement Ø Gather all the relevant information on the issue in order to be prepared for the issues analysis phase Issue Management Ø Establish a consolidated position Ø Establish priorities and an action plan for the effective and timely management of the issue Ø Develop recommendations for changes in activities / products / policies as necessary January 26, 2007 Ø Implement issue action and communication plan Ø Make sure stakeholders needs are addressed and messages from the company are well understood Ø Identify opportunities for advocacy

Issue Management The process of identifying and preparing for emerging reputation risks and opportunities Issue Management acts as a strategic tool to: - define and review core values - ensure consistency between a company‘s stated values and its actual behaviour - narrow the gap between stakeholder expectations and a company‘s policies, performance and products January 26, 2007

A Stakeholder Message Network: GOVERNMENT/ REGULATORY ANTIBUSINESS NGOs MEDIA and POLITICIANS Your company VALUE CHAIN ACADEMIC and SCIENTIFIC

Messages analyzed through STEEPLE 7 filters to be used when developing messages Social Current social situation, quality of life, security, family, education, employment, health Technical The relevant sciences, technology, academic , statistical and lab research & tests, statistics, evidence Economic Financial value to country or to national economy, value to growers / clients Environmental Sustainability, Biodiversity Political / Popular Government, political and public policy issues, interests of non-specialist politicians Legal Litigation, law, legislation and regulation Ethical Standards and moral behavior, CR, morality

Sustaining the momentum for integrity UNDERSTANDING THE RELATIONSHIP BETWEEN BRAND REPUTATION COMPREHENSIIVE PROCESS OF RENEWING AND REVISING CORPORATE MESSAGES AND POLICIES CREATING SUPPORTIVE AND TRUSTING COMMUNITIES INCLUDING IN SOCIAL MEDIA BUILDING SENIOR MANAGEMENT CAPACITY INTERNALLY A SENIOR MANAGEMENT SPONSORED ISSUE AND REPUTATION MANAGEMENT PROCESS CONTINUOUS INTERNAL COMMUNICATIONS ENCOURAGING PARTICIPATION IN MESSAGE BUILDING CREATING INTERNAL AMBASSADORS FOR THE BRAND MONITORING, REVIEW AND ASSESSMENT, INTERNAL TRAINING RESOURCES A REALISTIC AND DETERMINED STAKEHOLDER ENGAGEMENT PLAN CORRECT IDENTIFICATION AND MAPPING OF ALL RELEVANT STAKEHOLDERS AND THEIR DRIVERS AND ISSUES

Business Development – added value for luxury brands through reputation management Recognition of shared values and the appreciation of shared outcomes. A credible engagement in which: the contribution of business is aligned with acknowledged public concerns the company lives its values and has a consistent brand story The company has identified stakeholders, understood their drivers and issues, built supportive communities, re-positioned its profile and built its reputation

Lionel Stanbrook CLEMENT WRITE RIGHT cjlcs 50@gmail. com