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1、THE IPSOS REPUTATION COUNCILExploring the latest thinking and practice in corporate reputation management from across the world I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GFOREWORD BY MILORAD AJDERGLOBAL SERVICE LINE LEADERI P S O S R E P U T A T I O N C O U N C I L R

2、 E P O R T 1 6T H S I T T I N G32Some would think it an understatement to say that the latest Reputation Council sitting takes place against an uncertain global backdrop.We seem to be in a perfect storm of social,political,and economic upheaval the war in Ukraine,supply chain bottlenecks feeding inf

3、lation,and the lingering impact of Covid-19 are but a few of the factors impacting the world.However,against this background companies need to continue with the business of doing business whilst also considering their broader role and responsibilities.How should they respond to the war in Ukraine?Sh

4、ould they remain silent and let governments get on with the task of sorting out the crisis?Or should they play a visible part in the international communitys response?The current global turmoil has also heightened stakeholder expectation with regards to ESG.We talked to Council members about the cha

5、llenges of hardwiring ESG into a companys activities.Council members talked about the difficulties in finding a consistent set of measures by which ESG implementation could be judged a fact compounded by rapidly changing ESG rules and standards.We also talked to Council members about the rise of bus

6、iness regulation.Was it a case of governments not trusting companies to do the right thing,or alternatively the desire to create a well ordered and regulated market that businesses and society could both benefit from?Council members made some interesting points about the trade-off between the time c

7、onsumed on complex rules and regulations and the increased risks that come with operating in a relaxed regulatory environment.And within all these global developments what about the credibility of social media as an effective means of communication?There is little doubt about its speed and ability t

8、o target specific audiences in a cost-effective way.But has it become compromised as issues such as misinformation,synthetic media and fake news become ever more prevalent?This years Reputation Council Report makes fascinating reading and paints a picture of a world where business has never been mor

9、e under the spotlight and where traits such as transparency,authenticity and empathy have never been a more important part of corporate character.Established in 2009,the Ipsos Reputation Council brings together senior communicators from some of the most respected corporations in the world.The Reputa

10、tion Councils mission is to increase the understanding of the issues and challenges facing communicators in the corporate environment,as well as capturing expert views on key trends,issues and events in the wider world.Each sitting of the Reputation Council provides a definitive guide to the latest

11、thinking and practice in the corporate communications world.The sixteenth sitting of theReputation Council involved 117senior corporate communicatorsbased in 16 global markets.Thank you to our Reputation Council members for contributing to our latest edition without yourparticipation this report wou

12、ld nothave been possible.117 interviews were conducted with Reputation Council members globally between April June 2022,either in person,by telephone or video call.Data may not total 100%due to rounding.REPUTATION COUNCIL 2022ABOUTINTRODUCTIONI N T R O D U C T I O N R E P U T A T I O N C O U N C I L

13、 2 0 2 2I N T R O D U C T I O N R E P U T A T I O N C O U N C I L 2 0 2 2I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G54C O N T E N T SC O N T E N T SCONTENTS:1222:3240:QUICK FIREThe Social Med

14、ia Conundrum:To post or not to postCrisis Management:Communicating in an uncertain environment The Business of Regulation:ESG is driving interventionESG:The Corporate North Star:The purpose of purpose20:SOCIAL MEDIA&FAKE NEWS30:CRISIS RESPONSE50:PURPOSE10:WHAT KEEPS CCOs AWAKE AT NIGHT?06:GLOBAL PER

15、SPECTIVESON SECTOR REPUTATIONS76GLOBAL PERSPECTIVESON SECTOR REPUTATIONSGlobalNorth AmericaLATAMEuropeAsia-Pacific%Which of the following industries are facing the greatest reputation challenges at the moment?Auto Construction Energy Financial Services FMCGs Media Mining Pharmaceuticals Retail Techn

16、ology01020304050607080Base:Reputation Council members Global(113),North America(27),LATAM(14),Europe(54),Asia-Pacific(18)I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GG L O B A L P E R S P E C T

17、 I V E S O N S E C T O R R E P U T A T I O N SG L O B A L P E R S P E C T I V E S O N S E C T O R R E P U T A T I O N SI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G98G L O B A L P E R S P E C T

18、 I V E S O N S E C T O R R E P U T A T I O N SG L O B A L P E R S P E C T I V E S O N S E C T O R R E P U T A T I O N SGLOBAL PERSPECTIVES ON SECTOR REPUTATIONSThe Global Perspective Unsurprisingly,in light of the war in Ukraine,the cost of living crisis and ongoing debates around net zero,energy se

19、curity and windfall taxes nearly half(46%)of Council members select energy/oil&gas as one the industries which faces the greatest reputation challenges.As a result,the sectors mentioned most often in 2019 financial services and tech have dropped down the ranking.Council members still recognise that

20、these industries face reputation headwinds along with others such as FMCG,retail,automotive and mining but right now energy is in the eye of the storm.Europe1 67%Energy/Oil&Gas 2 22%Automotive 3 19%Technology “They are right at the top,everything from thewindfall tax on them through to the war crisi

21、s with Russia and the future sources and the acceleration of renewables.They are in the centre of a perfect storm.”“(Automotive)is an industry where there is a fundamental shift that requires a complete restructure about business models and operating the way they work and that is challenging and ver

22、y difficult for big companies to do.”LATAM1 21%Energy/Oil&Gas 1 21%Financial Services 1 21%Mining “The mining sector,highly invasive and damaging to the environment.Reputation is a complicated issue for them.”“These fintech and neobanks they are doing it communicating.They provide communication from

23、 a different place.”Asia-Pacific1 33%FMCG 2 28%Energy 2 28%Mining2 28%Pharmaceuticals “Sourcing is a problem(for FMCG)due to specific material and human rights issues.”“I dont think mining tells its story well and theres not a lot of differentiation between the companies.”North America1 30%Energy/Oi

24、l&Gas 1 30%Technology “From a pure consumer standpoint,I think a lot of those(technology)companies remain in a very good spot.But from a political and regulatory and freedom to operate and license to operate standpoint,theres a lot of challenges that theyre navigating.”WRITTEN BY MATTHEW PAINTER“I d

25、o think youve got big oil and energy companies that are really under pressure to show(that they are)reducing their carbon footprint,so I think a big aspect like the financial impact of climate change,their impact on the environment and on the world.I think theres a big spotlight on that.”I P S O S R

26、 E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G1110G L O B A L P E R S P E C T I V E S O N S E C T O R R E P U T A T I O N SG L O B A L P E R S P E C T I V E S O N S E C T O R R E P U T A T I O N SWHAT KEEP

27、S CCOs AWAKE AT NIGHT?Geopolitics&the war in UkrainePost-Covid-19 culture&engagementInflation&the cost of living crisisESG&net zeroThe war for talentFragmented,24/7 mediaPurpose-driven businessSupply chain&resource issuesCulture wars&polarisation Generational differences 1 2 3 4 5 6 7 8 910Todays CC

28、O is confronted with massive change on two fronts.Within their businesses,ways of working and engaging with colleagues are looking very different,as the pandemic recedes and GenZ begins to take up the leadership reins.At the same time,communicators are having to navigate a“very dynamic,very fluid,ve

29、ry complex”external environment.Social and geopolitical issues now demand a corporate response,to a far greater extent than in living memory.Against this canvas of volatility and uncertainty,CCOs have to manage scope-creep and balance their long-term ambitions for ESG and corporate purpose against d

30、ay-to-day priorities.THE SOCIAL MEDIA CONUNDRUMTO POST OR NOT TO POSTI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GTrust in social media companies continues to remain low among the public;just 1

31、7%consider the sector trustworthy.This has been driven by concerns around data privacy,false information,and distrust of motives.Given this context,corporate communicators must determine whether the risks outweigh the rewards of communicating on social media.There is little doubt that the phenomenon

32、 of techlash has eroded trust in the technology industry.This is in part due to its association with social media.Trustworthiness in the technology industry has regressed toward the mean of other industries,and social media is now the least trusted industry of all.(S1)A sizeable majority of people g

33、lobally(77%)say that technology makes their lives better,and two-thirds(66%)say that we need modern technology because only technological innovation can help to solve future problems.But a similar majority(75%)also say that social media and technology companies have too much power and 73%say they ar

34、e concerned about how their information is collected and used.Add to the mix concerns around misinformation and polarisation,and you have the recipe for a communications medium that has undermined its own credibility.(S1)1312T H E S O C I A L M E D I A C O N U N D R U MT H E S O C I A L M E D I A C

35、O N U N D R U MWRITTEN BY TRENT ROSSI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GHowever,Reputation Council members still see many advantages when it comes to social media.A strong majority(58%

36、)disagree with the statement that social media platforms are now too compromised to be credible for corporate communications.The consensus among corporate communicators is that,although criticisms do exist,social media provides many benefits as a low cost,high reach,highly targeted communications me

37、dium and therefore should be part of the corporate communications mix.Are social media platforms now too compromised to be credible for corporate communications?“I think it is important,there is this element but it is not so strong.It is those same platforms that allow you to communicate with a frag

38、mented audience,i.e.,10 years ago you went on TV and reached an audience of 15 million people,today you reach 3 million people,the rest is fragmented.Social remains the vehicle.Here the point is the choice of the platforms where you put your message,of the elements of relevance,so most likely there

39、is a greater attention in understanding which media to go to.”“It is the way people get their information,so to a certain extent(whether)its credible or not,which is a big question,but its the way they get it so you still need to use it.”The fragmented communications landscape makes social media a v

40、ery cost-effective way of reaching multiple audiences.Corporate communications executives often work within tight budgetary constraints,but at the same time need to achieve as much relevant reach(reaching the most stakeholders in the relevant audiences)as possible.As one Council member put it,“you h

41、ave to go where people are,if youre absent that will hurt you.”The use of social media also involves managing risk when it comes to developing an effective channel strategy.Therefore,for many Council members,managing risks entails being selective about which social media channels to engage with.For

42、instance,LinkedIn is frequently cited as a social media channel that entails much less risk than broader social media.1514T H E S O C I A L M E D I A C O N U N D R U MT H E S O C I A L M E D I A C O N U N D R U M27%Agree58%Disagree14%UnsureBase:88 Council members“Here the point is the choice of the

43、platforms where you put your message,of the elements of relevance,so most likely there is a greater attention in understanding which media to go to.”I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N

44、G1716T H E S O C I A L M E D I A C O N U N D R U MT H E S O C I A L M E D I A C O N U N D R U M“I still think they are important platforms for us,they are(the)ways that certain audiences want to engage with customers and therefore it is important that we still remain on them.I think identifying whic

45、h channels are good for you and targeting them in certain ways is more important,to ensure that you are credible,but they are definitely still channels that you need to be on.”Having detailed social media plans and monitoring the conversation is another key to managing risk.While corporate social me

46、dia posts may look like top-of-mind utterances,they in fact need to be carefully crafted to align with the companys strategy.Disalignment between internal and external actions and communications leads to reputational issues.“As long as you have robust monitoring in place and the ability to act quick

47、ly it is not an issue.People who post without thinking of the consequences are the ones that have the issues,but for us it is about having decent processes in place to ensure that we are best protected.”The growth of misinformation is another area of concern for the majority of Council members.Indee

48、d,64%agree with the statement that fake news poses a threat to our business.Council members believe it is important for companies to actively engage on social media to correct misperceptions;however,they also feel that it is important that companies distance themselves from the confrontational and b

49、itter tone often found in the social media environment.“I think there are individuals on those platforms that people discount because they make outlandish statements in order to generate outrage and more followers.We find LinkedIn very powerful and very effective and actually we still engage on Twit

50、ter a lot and it is very cost-effective for us,but there are obviously things we have to do on Twitter and there is an asymmetry in expectations about how companies respond to criticism in that people can be very vituperative and as a company you just cant respond to that in the same way.”Do fake ne

51、ws and disinformation pose a material threat to our business?64%Agree23%Disagree12%UnsureBase:89 Council members“It depends on what platform.LinkedIn is still alright,I think Twitter clearly has some issues.For me it depends on the platform.We use LinkedIn more right now.How I would describe our app

52、roach to Twitter is to keep it at the same level,have a presence.LinkedIn is a much more credible business tool.”I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GIn a world where authenticity is hi

53、ghly valued,one of the more effective ways for companies to engage with a wide variety of audiences is via their employees.Two-thirds of Council members believe that the benefits of employees posting about the company on social media outweigh the risks.If a company is well-aligned on actions and com

54、munications internally,then employees can be some of the companys most effective spokespeople.Several years ago,Council members were more divided on the role of employees in digital communications,but the broad consensus now is that employees,when given some general guidelines,can make a positive co

55、ntribution to the credibility of a companys communications.Do the benefits of employees posting about the company on social media outweigh the risks?“Theres two types of ways employees can use social media.On a professional network like LinkedIn it is a net benefit because people act more profession

56、al on these networks and thats the purpose of those networks.Posts on non-professional networks by employees dont always align with what image the company wants to put forward and it runs the risk of making the company look unprofessional and employees with differing views shouldnt challenge each ot

57、her publicly.Could also create issues with team harmony.”The changing social media landscape means that corporate communicators are not ready to engage with every social media platform or concept that comes along.For example,the reaction of Council members to the concept of the Metaverse was incredi

58、bly mixed.When pushed on the idea of whether the Metaverse will transform the way we do business,most Council members said that they didnt know enough about it at this point to have a good idea of what impact it would have.Will the metaverse transform the way we do business?It seems that corporate c

59、ommunicators have entered a wary embrace with social media.The ability to reach specific audiences quickly and cost effectively makes social media in many ways the perfect communications tool.But given the dynamic(and emotive)nature of the environment there are also pitfalls a perceived lack of alig

60、nment between a companys words and actions will be quickly detected and communicated around the world.Therefore,corporate communicators that want the best chance to succeed in this challenging environment need to place authenticity at the heart of their communication strategy.191866%Agree16%Disagree

61、18%UnsureBase:89 Council members36%Agree23%Disagree41%UnsureBase:88 Council membersSources:1.Ipsos Global Trustworthiness Monitor 20212.Ipsos Global Reputation MonitorTwo-thirds of Council members believe that the benefits of employees posting about the company on social media outweigh the risks.T H

62、 E S O C I A L M E D I A C O N U N D R U MT H E S O C I A L M E D I A C O N U N D R U MAre social media platforms now too compromised to be credible for corporate communications?Just 1 in 4 Council members think social media is now too hot to handle little change since 2020(25%).For most,opt-out is

63、not an option,because LinkedIn,Twitter and TikTok let communicators“reach people quicker,faster,better.”“It is a great way for corporates to build employee engagement,it is a great way to reach customers,it is a great way to read the room a little bit.”When it comes to employees posting about the co

64、mpany on social media,2 in 3 say the benefits outweigh the risks.Its“positive and risky”and should be resourced and managed as such.21I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GQ U I C K F I R E|S O C I A L M E D I A&F A K E N E W S20I P S O S R E P U T A T I O N C O

65、 U N C I L R E P O R T 1 6T H S I T T I N GQ U I C K F I R E|S O C I A L M E D I A&F A K E N E W SQUICKFIRE SOCIAL MEDIA&FAKE NEWSA perceived lack of alignment between a companys words and actions will be quickly detected and communicated around the world.“Fake news overshadows everything we do,in a

66、 way,traditional media as well as social media.This idea that stories can move so quickly and be so wrong.”WRITTEN BY MATTHEW PAINTERDo fake news and disinformation pose a material threat to our business?64%of Council members view fake news as a material threat slightly up from 59%in 2020.For most,d

67、isinformation is another reputation risk to be managed.But some worry that polarisation and the Covid-19 infodemic are contributing to information bankruptcy,in which the whole currency of trust in communications is being devalued.64%Agree23%Disagree12%UnsureBase:89 Council members27%Agree58%Disagre

68、e14%UnsureBase:88 Council membersCOMMUNICATING IN AN UNCERTAIN ENVIRONMENTI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GCompanies today are facing a world of increasing uncertainty.Issues such as political polarisation,inflation,war and conflict,a pandemic and continued

69、 supply chain constraints,are now at the forefront of corporate communicators agendas alongside ESG initiatives,DEI programs and more traditional corporate communications.With such high expectations of businesses,there is much more room for perceived missteps and loud criticisms from various stakeho

70、lders.23C R I S I S M A N A G E M E N T CRISIS MANAGEMENT I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G22C R I S I S M A N A G E M E N T WRITTEN BY JASON MCGRATHI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G25C R I S I S M A N A G E M E N

71、TShould businesses stay silent when it comes to a crisis of the magnitude of the war in Ukraine?Council members are also clear that mishandling something like the war in Ukraine carries reputational risks that are comparable to serious product or service failures.In other words,being seen to be on t

72、he wrong side of a catastrophic event or issue can impact a companys licence to operate or damage the equity of its consumer facing brands.Either way,the cost of not being seen to do the right thing can have a serious impact on the bottom line.Is our response to crises such as the war in Ukraine now

73、 as much of a reputation risk as product/service failures?11%Agree73%Disagree16%UnsureBase:91 Council membersI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G24C R I S I S M A N A G E M E N TWhen crises occur,silence is not always the best policy,whether the issue relates

74、to a specific product or service performance or a broader geopolitical development.With regards to the latter,lets consider the war in Ukraine as an example.The majority of Reputation Council members disagree that businesses should remain silent there is a clear expectation that companies need to ta

75、ke a position.This has,of course,been borne out with the withdrawal of many global brands from Russia.Its notable that this re-examination of doing business in Russia has cut across all sectors and included companies such as,McDonalds,BP,Mastercard and Renault as well as consultancies such as McKins

76、ey and the big four accounting firms.TAKING ACTION 68%Agree22%Disagree9%UnsureBase:94 Council membersCan you communicate your way out of a situation that your behaviour created?Can companies ride out most crises,because the news cycle quickly moves on?I P S O S R E P U T A T I O N C O U N C I L R E

77、P O R T 1 6T H S I T T I N G27Simply put,a good corporate apology should include the following components:“Concern,Action,Perspective.Demonstrate concern,show what action youll take,use perspective to explain your side of the story.”Its also important to determine whether an apology is necessary or

78、not.Many Council members indicate that a company should not apologise for broader societal issues that impact all businesses or an entire industry.If the issue is beyond the control or responsibility of a single company,then there might be value in working against that issue,but an apology in this c

79、ase is likely not necessary.Perhaps the most important lesson shared is that words without action have limited value.Despite the fact that many Council members feel they can communicate their way out of an issue that the companys behaviour has created,the majority also indicate that they cannot simp

80、ly ride out a crisis due to the fast-moving news cycle.49%Agree41%Disagree10%UnsureBase:95 Council members34%Agree53%Disagree13%UnsureBase:93 Council membersI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G26So,when a crisis does occur and a company is in the spotlight,wha

81、t is crisis management best practice in todays fragmented world?What works for one might not work for all,but Council members highlight a number of key factors in achieving an effective response:Be authentic ensure that your response is aligned with the values of the organisation Acknowledge respons

82、ibility actually apologising is a factor that many communicators agree on in todays environment,despite the potential risk that legal colleagues may perceive Establish the facts even when the facts may not yet be fully known,there is recognition that an apology does not need to immediately have all

83、of the answers,but following up with the facts is critical Communicate action identify what the company is doing to rectify the situation,and if possible,how the company will measure progress against the actions identified Move fast its important to be a part of defining the narrative,when possible,

84、but focus on establishing the facts and identifying further actions required Consider various stakeholders,including employees expectations of various groups may differ,and responses may need to be tailored,particularly for internal audiences Never make excuses take responsibility when necessary,and

85、 identify the ways in which the company will avoid the same or similar issues in the futureDELIVERING THE RIGHT RESPONSEC R I S I S M A N A G E M E N TC R I S I S M A N A G E M E N TI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G29In fact,the fast-moving news cycle has l

86、ed to greater crisis monitoring and scenario planning.Many Council members indicate that there is a heightened sense of urgency and a stronger tendency to be more human,more empathetic,and much quicker with a crisis response when things do go wrong due to the speed of todays news cycle.Not surprisin

87、gly,the speed of information travel makes formulating an effective response more challenging as companies try to determine the facts,obtain alignment internally,and determine the right message to communicate.“In the past,we might have waited to have everybody agree,and have the is dotted and ts cros

88、sed and everything.By that time,youve had so much criticism out there that its pointless.So,you have to get out there very quickly,at least to say something along the lines of a mistake was made or we take responsibility and then come back later with more information as opposed to trying to get it a

89、ll together from the start.”As the world around us continues to evolve and the issues environment continues to grow more complex,expectations of businesses are undoubtedly likely to increase.Alongside these growing expectations,is the likelihood that companies will make missteps and will need to cou

90、rse-correct along the way.Whats clear,however,is that simply acknowledging mistakes,identifying opportunities to improve,and following-through on identified actions is the best way to protect corporate reputation over time.NEED FOR SPEEDI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H

91、S I T T I N G28C R I S I S M A N A G E M E N TC R I S I S M A N A G E M E N TABCD43214321EF GHAre technical experts now more effective corporate spokespeople than CEOs?Compared to 2019,agreement has dipped slightly from 29%to 24%,in part due to the need for greater visibility of corporate leaders du

92、ring Covid-19.Council members still say that the most effective spokesperson will depend on the situation.But the CCO(and Chief Legal Officer)will always play an important advisory role.31I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GQ U I C K F I R E|C R I S I S R E S

93、P O N S E30I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GQ U I C K F I R E|C R I S I S R E S P O N S ECan you communicate your way out of a situation that your behaviour created?Yes and no!As one Council member puts it,“through great communications you can articulate th

94、e story of what you learned from it and how you are changing.”But there is also agreement that reputation recovery requires genuine behaviour change.But can companies just ride out most crises,because the news cycle moves on quickly?On balance,Council members think not 53%disagree,versus just 34%who

95、 agree.49%Agree41%Disagree10%UnsureBase:95 Council members24%Agree49%Disagree27%UnsureBase:91 Council members“To me there is this idea of corporate diplomacy,we have got to be this diplomat that understands the culture outside of the company as well as inside the company;that informs the work that w

96、e do.”“Technical experts have their role in communication,but at the end of the day the CEO,or the person at the top,they are the one that takes responsibility,they set the tone,they make the decisions and the buck stops with them.”QUICKFIRECRISIS RESPONSEShould businesses stay silent when it comes

97、to a crisis of the magnitude of the war in Ukraine?Most Council members agree that silence is not an option.Customers and employees demand to know what the company stands for,and will vote with their feet if they dont like the answer.Critically,words must be backed up by deeds:“there is so much tran

98、sparency,there are so many stakeholders,that it has got to be authentic or it will be sniffed out.”Is our response to crises such as the war in Ukraine now as much of a reputation risk as product/service failures?2 in 3 Council members say their businesses are now judged by how they react to major,g

99、eopolitical issues.This is beyond the usual crisis management playbook.CCOs now need a strategy which lets them pivot in response to the volatile external environment but always guided by a clear set of values and principles.68%Agree22%Disagree9%UnsureBase:94 Council members11%Agree73%Disagree16%Uns

100、ureBase:91 Council membersWRITTEN BY SALLY BRAIDWOODTHE BUSINESS OF REGULATIONI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GDoes our business face greater regulation today than five years ago?The increase in regulation is not seen to be sector-specific but instead a ref

101、lection of those socio-political issues attracting the most attention globally.Regulation is rising in relation to corporate tax particularly international and online sales tax advertising,supply chains,emissions,plastic packaging and ESG themes more broadly including greenwashing and social washing

102、.“The sustainability and environmental agenda has probably changed every sector,regardless of what you are in,whether you are in energy,cars,pharmaceutical,fashion.”33T H E B U S I N E S S O F R E G U L A T I O NI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G32T H E B U

103、S I N E S S O F R E G U L A T I O N79%Agree7%Disagree13%UnsureBase:82 Council membersESG IS DRIVING INTERVENTIONCorrelations are often made between a sectors reputation and the regulatory threat,where,generally,if one is high,the other is low.Of course,its rarely this simple.What is clear from Reput

104、ation Council members is that theyre facing increasing regulation with nearly four-in-five saying their business is more regulated now than it was five years ago.I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G35T H E B U S I N E S S O F R E G U L A T I O NSome will see t

105、his increase in regulation as a sign that business cannot be trusted to do the right thing and so governments and regulators are increasing their involvement to mandate certain behaviour.This view is supported by our Council members in markets where regulation has not increased and reflects a desire

106、 for more intervention,particularly in areas like corporate sustainability.“Unfortunately,we havent seen it increase and regulation in our sector is crucial.The only regulation is from a fiscal point of view,whereas it should be regulated from the point of view of sustainability and CSR.Its in that

107、direction companies that must be helped by the government to take a path on that issue.”Perhaps another assumption around regulation is that companies dont want it.Certainly,to some extent,the lack of regulatory frameworks can reduce the administrative burden and allow for reduced costs more broadly

108、,however it can also be a business risk.Indeed,regulation provides certainty,particularly in developing markets.“We have higher production levels outside of our home market than within it because it lacks certainty.The lack of regulation creates volatility,so we search for markets with more regulato

109、ry certainty,and we set up operations there.”Top-performing companies,even within reputationally-challenged sectors,often perform well on measures like going above and beyond regulatory requirements.In practice,this reflects a willingness to do more than the minimum legal requirement in any jurisdic

110、tion and instead,do whats right and lead on key issues.This often involves advocating for regulation.So,perhaps the impact of strong industry or company regulation is not whether or not regulation increases,but rather,whether you have a seat at the table when it is being drafted.“For us in communica

111、tions,we need to think about the opportunity we have to feed into some of that regulation.We can use our insight and our knowledge to help influence some of those decisions from a regulation point of view and some companies happily lean in on that and some dont.We are not a massive one for going in

112、and talking to regulators,I think we should do it more and we are starting to do it more,certainly in Europe,and in partnership with our Government Relations team which is how it should be.There have been numerous high-profile examples of national governments seeking to enforce regulation on global

113、companies,with limited success.Many of these examples have focused on the tech sector which has innovated and grown across geographic boundaries faster than regulation can keep pace with.”I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G34T H E B U S I N E S S O F R E G U

114、L A T I O NI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G37T H E B U S I N E S S O F R E G U L A T I O NDoes globalisation mean that trying to regulate corporate behaviour is futile?There is a strong consensus from Council members in relation to the time they are now sp

115、ending managing divergent regulatory systems,with 81%agreeing it is increasingly time-consuming.Is dealing with divergent regulatory systems increasingly time-consuming?This can mean divergence across nations as well as within nations where domestic regulatory frameworks are not consistent.“There is

116、 a lot of regulation afoot in the whole area of ESG,whether that is globally or regionally,and different standards are being developed so you have to keep track of those standards.In the UK,gender pay gap reporting is a legislative requirement,but people around the rest of the globe dont understand

117、why that has to happen.There are lots of different environments and lots of different challenges.”The Covid-19 pandemic and the war in Ukraine have added further complexity to the issue with each showing how fast regulation can change based on health advice and trade sanctions respectively.This has

118、resulted in closer working relationships with legal departments.Some notable examples include the US government attempting to pass legislation to break up the monopolistic power of major tech companies,disputes with the Australian government over the issues of payments from tech platforms to the med

119、ia industry for using its content,and governments in multiple jurisdictions attempting to classify rideshare drivers as employees to bring some level of protection to gig-economy workers.Its fair to say,the global behemoths have fared well in each case leaving some to question whether globalisation

120、has made regulating corporate behaviour futile.But most Council members disagree.I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G36T H E B U S I N E S S O F R E G U L A T I O N13%Agree66%Disagree21%UnsureBase:79 Council members81%Agree5%Disagree14%UnsureBase:78 Council me

121、mbersI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G39T H E B U S I N E S S O F R E G U L A T I O NA consistent theme from corporate communicators is that while they strive for certainty,which is a clear and consistent framework to operate in,it is within the complexity

122、of regulation that they are often most valuable to their business.Indeed,corporate communicators have become critical partners to compliance,legal and government relations teams,as the regulatory environment continues to evolve to meet stakeholder expectations and responds to external disruptions.An

123、d so,regulation is yet another string added to the bow of corporate communicators.“If companies are involved in elaborate,even if not illegal,but elaborate and aggressive tax avoidance policies,why wouldnt you want to tax them?Theyre not paying any tax anyway.”I P S O S R E P U T A T I O N C O U N C

124、 I L R E P O R T 1 6T H S I T T I N G38T H E B U S I N E S S O F R E G U L A T I O NCouncil members are divided on the merits of windfall taxes with many feeling the subject is nuanced and requires a case-by-case review.Should windfall taxes be an option when companies are making excessive profits?“

125、You have to ask,why are they making exceptional profits?and if it is because of bad behaviour,however you want to define that,then there may well be a role for governments to intervene.But if it is just circumstances or a result of good business practice,its quite hard.”For many,its as simple as,if

126、profits are obtained legally then there is no rationale for government intervention.However,the increase in tax minimisation strategies and examples of multi-billion-dollar companies paying very little tax is reason enough for some Council members to support governments enacting windfall tax regimes

127、.24%Agree48%Disagree28%UnsureBase:85 Council membersTHE PURPOSE OF PURPOSEI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GFor Reputation Council members,corporate purpose is both an internal rallying cry and a public statement of why a company exists,beyond financial valu

128、e creation.Its worth lies in its ability to mobilise people around a common goal that reinforces culture and,in turn,boosts performance and growth.Council members also believe that having a clear vision about the kind of company you are is increasingly important in the war for talent,among generatio

129、ns who want to make a difference in their daily lives.“Corporate purpose is much more about,How do you define why you operate?Whats the leave behind you want to have in the world?Why are you here to do business?”While having a broader purpose is expected,companies also need to be selective about the

130、 issues they get involved with.Only 9%of Council members think that addressing societys problems is solely the responsibility of government;however,they are also keenly aware of the risks of being drawn into increasingly polarised socio-political debates.“Should we take a stance on Roe v Wade?From a

131、 corporate perspective there is nothing in our business to say that we should take a stance.There is no clear morally correct side but sometimes there is a clear right and wrong,even if it is difficult.”41E S G:T H E C O R P O R A T E N O R T H S T A RWRITTEN BY XXXXXX XXXXXXXESG:THE CORPORATE NORTH

132、 STARI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G40E S G:T H E C O R P O R A T E N O R T H S T A RWRITTEN BY ANNA MCAVOYI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GIn the past,there was perhaps greater latitude for companies to merely l

133、ink their corporate responsibility communications to their ambitions.But today,they face much greater pressure to tie communications to measurable behaviours.This is an important shift and has laid bare the very fundamentals of ESG what it really stands for and what it delivers.For some Council memb

134、ers,there are structural questions still to be answered:“Im fascinated with the culture and rhetoric of ESG.ESG has become a problematic organising principle for corporations.Its an artificial construct;theres no inherent logic to either of the three elements or combination and people accept it as a

135、 natural or sensible organising force for collective and corporate decision making.”43E S G:T H E C O R P O R A T E N O R T H S T A RI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GHow ESG relates to purposeESG is increasingly the execution of corporate purpose.It is the

136、expression of how this vision is incorporated into business planning and aligned with day-to-day activities.If purpose is the north star for everyday decisions,ESG criteria are how businesses are evaluated and held to account for those choices.“Purpose is your company being defined based on how you

137、are going to deliver a constructive social or environmental impact.It is around your definition of the company.ESG is a set of standards created and imposed,mostly based on risk to your company that is part of the financial reporting technocracy.”Global events have elevated ESGThe series of environm

138、ental,social,and political shocks that have ricocheted across the globe the Covid-19 pandemic,climate catastrophes,the war in Ukraine,supply chain disruptions,culture wars,commodity price spikes and subsequent inflationary tensions have heightened expectations of corporates and shaped how their ESG

139、actions and ambitions are now judged.“There were periods of time where it was easier to get a get away with greenwashing,woke washing.We want to call it purpose washing.You know you can tell where the boundaries were where we could get away with things I think its becoming increasingly more difficul

140、t,as it should.”ESG is omnipresent ESG obligations have forced firms to be more agile to get ahead of potential issues.The consequence has been the permeation of ESG considerations into every aspect of the corporate communicators day.ESG is the red thread that runs through everything that they do,as

141、 they seek to protect and maintain their firms social licence to operate.“A few years ago,our corporate level communication on ESG was only the Annual Sustainability Report,in recent years nearly half of the communication is related to ESG.”“I do think ESG is 90%of our corporate reputation,probably.

142、I do think it has a really big influence.”“Performance that doesnt deliver on ESG requirements is not going to be tolerated either and there is a pretty good example of that in terms of the horrendous war in Ukraine where many companies did the right thing and divested,or sold down pretty quickly,th

143、ey had no choice,it wasnt going to be possible for them to continue and just ignore what was happening on the ground.”More than half of Council Members say that ESG has fundamentally changed the way their business operates,while four in five believe that poor ESG performance now has material consequ

144、ences.Has ESG fundamentally changed the way our business operates?Does poor ESG performance now have material consequences?42E S G:T H E C O R P O R A T E N O R T H S T A R55%Agree81%Agree29%Disagree9%Disagree16%Unsure9%UnsureBase:100 Council membersBase:99 Council membersI P S O S R E P U T A T I O

145、 N C O U N C I L R E P O R T 1 6T H S I T T I N GThree uncomfortable truths about ESG1)The measurement mazeHalf of Council members report that keeping up with ESG rules is a big headache.Verification is a challenge,because frameworks designed to help report progress on targets and achievements lack

146、standardisation and therefore disclosure can be subjective and open to different interpretations.For example,ratings agencies attribute a risk rating based on self-disclosed company data and information.As companies employ a wide range of different ESG metrics across multiple categories,this makes c

147、omparisons challenging and,at times,questionable.“Part of the challenge is that there are no definitive objective criteria for measurement a lot of it is subjective.We report some things that are useful for ESG investors to evaluate,but it is communications dependent and often in the eye of the beho

148、lder.”“The absence of targets and progress versus those targets means you are inevitably going to face accusations of greenwashing:4543%Agree43%Disagree14%UnsureBase:97 Council membersI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G44lovely commitments but actually there

149、is no reality to what we are doing.Having that data assured and being reliable is going to become increasingly important.”Is keeping up to date with changing ESG rules and standards a big headache?Others such as PwC have noted that the social components of ESG issues,because they are often less tang

150、ible than the other elements,can be the most difficult for stakeholders to assess and for companies to show progress.Inclusion and diversity is a case in point,with metrics that are often less mature and harder to define.Council members are split on the extent to which big business takes boardroom d

151、iversity seriously;two in five say it still does not(down from half in 2019),with the same proportion believing it does.Does big business still not take boardroom diversity seriously?51%Agree27%Disagree22%UnsureBase:97 Council membersE S G:T H E C O R P O R A T E N O R T H S T A RE S G:T H E C O R P

152、 O R A T E N O R T H S T A R“Climate change is a tough one.We just measured our carbon emissions,and our greenhouse gas emissions and I dont know how to compare them to anything.Its very hard to find a point of reference.”I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G3)

153、The supply chain dependency The largest part of the climate risk challenge lies in the supply chain.There is a sense among Council members that this has not yet been credibly addressed.Reporting on Scope 3 emissions(the activities from assets not owned or controlled by the reporting organisation)pos

154、e the greatest test for the large enterprise.Firms who are responsible for complex supply chains are only as strong as their weakest link.“The shift to Scope 3 reporting will be challenging:requirements to ensure that your supply chain is carbon neutral by 2040 means it is now going to be about maki

155、ng difficult choices on products,production,supply chains,the way we operate,our offering in general and some of these choices are not going to be easy and will be difficult to communicate.I dont see many companies saying how they are progressing with these commitments.”47I P S O S R E P U T A T I O

156、 N C O U N C I L R E P O R T 1 6T H S I T T I N G2)The regulatory tidal wave Regulation is moving at pace.The EUs Corporate Sustainability Reporting Directive and in the US,the Securities and Exchange Commission(SEC)proposition,requires listed companies to report on climate related risks,emissions a

157、nd net-zero transition plans.In addition,the emerging classification system,the EU taxonomy for Sustainable Activities,aims to help investors make greener choices.Many of our Council members feel like they are continually catching up.As ESG reporting becomes more mandated and greater demands are pla

158、ced on companies to disclose information the pressure on communicators increases.“There are regulatory implications for all of this as well.So some of this is voluntary,but some of this is mandatory from a disclosure standpoint.Thats a whole new world,but to the extent its up to us,were trying to st

159、ay focused on those things that make the most sense.”“CSR which was more of a nice to have,it was something you could choose to do if you wanted to,had money to,whereas now ESG underpins a lot of your purpose-based activities because there are a lot more standards in place,a lot more expectations on

160、 reporting and I can only see that increasing in the future.”46E S G:T H E C O R P O R A T E N O R T H S T A RE S G:T H E C O R P O R A T E N O R T H S T A RI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G49I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S

161、I T T I N GESG is increasingly central to how corporations are assessed as an employer,as an investment choice,as a good citizen.But there is a view that progress is slow because many organisations have yet to embed ESG directly into corporate strategy.What advice do Council members have on navigati

162、ng this route at whatever stage of the journey you are on?“Sunlight is the best disinfectant”transparency is critical.Be open about commitments and the bumps along the road towards achieving them Hire specialist and dedicated resource.This signals commitment.Chief Sustainability Officers provide com

163、munications functions with more concrete outputs to work with Decentralise and broaden ESG responsibility for a more cohesive,agile and reactive approach Recognise the permanency of the campaign crusade relentlessly and widely but selectively.There is no requirement to make every principled stance p

164、ublic Instil and inspire a common purpose.You will be judged on your ability to mobilise your workforce around your strong sense of purpose Do not rely on annual sustainability reports alone;expectations have evolved,and an integrated approach is required Think about workplace balance.The growth of

165、digital natives in the workplace puts transparency and social justice high on the agenda It is the steady drumbeat of delivery,not statement of ambitions,that will determine success on net zero Think carefully about carbon offsetting.Are you simply conscience-salving?Are the issues you champion trul

166、y aligned and relevant to your purpose,your heritage and what you can credibly deliver?It seems that the cardinal rules for ESG behaviour are the same rules for all in the digital age:transparency,authenticity and speed.Companies that can achieve this will help to provide a degree of reassurance in

167、a world of growing uncertainty.48What does ESG success look like?E S G:T H E C O R P O R A T E N O R T H S T A RE S G:T H E C O R P O R A T E N O R T H S T A RIs society so divided at the moment that companies need to pick a side in order to thrive?Despite(or because of)increasing polarisation acros

168、s many social issues,Council members counsel against engaging in divisive culture wars.Just 15%say companies need to pick a side down from 23%in 2018.“It is an incredibly polarised environment that we operate in,you have to be very,very open about where you will draw the line and where as a corporat

169、e you want to take a stand.You have to be consistent,if you are going to cross that line,you cant row it back.”Does focusing on purpose distract senior management and their attention to the bottom line?Do Council members agree with Friedmans injunction,that the sole social responsibility of business

170、 is to increase profits?Overwhelmingly,no:they see this as a false distinction.Profit and purpose are“two wheels on the same cart”;without either one,no business will travel very far.But Council members are also pragmatic:6 in 10 agree that,when times get tough,profit will take priority.Even then,bu

171、sinesses must be clear:what about our purpose is negotiable,and what is not?“It shouldnt be exclusive.A company that does its job well and meets its mission and its purpose should make money.Isnt that what capitalism is about?”51I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T

172、I N GQ U I C K F I R E|P U R P O S E50I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N GQ U I C K F I R E|P U R P O S EQUICKFIREPURPOSEIs it the job of government,not business,to fix societys problems?3 in 4 Council members see a clear societal role for business,beyond the

173、bottom line on a par with 2019.63%go further,saying business leaders are overtaking politicians as a force for progressive change in the world up from 57%in 2019.Last year,7 in 10 Council members agreed that the business community has taken a lead in tackling Covid-19.Clearly,they dont expect their

174、businesses to step back onto the sidelines any time soon.“Who has rescued us from the pandemic?It is Pfizer,it is AstraZeneca,it is Moderna,all these pharma companies which have built this capability that within 6 months of a new disease being found we could deliver multiple vaccinesof course suppor

175、ted by the government and funding and whatever,but it is business that found a solution to it.”9%Agree76%Disagree16%UnsureBase:95 Council members15%Agree76%Disagree9%UnsureBase:96 Council members1%Agree91%Disagree8%UnsureBase:94 Council membersDo too many businesses use the language of social purpos

176、e,without committing to real change?7 in 10 Council members still see too much empty,corporate purpose-washing slightly fewer than 2020s 8 in 10.However,they do think its valuable to mobilise stakeholders around an authentic,shared goal.Just 1 in 4 Council members say that purpose statements only re

177、ally matter to a companys own employees 7 in 10 disagree.“Organisations that just stick with a purpose logo or a purpose statement on their website will no longer cut the mustard.The big challenge now is truly hardwiring purpose and strategy together.”72%Agree14%Disagree13%UnsureBase:99 Council memb

178、ersWRITTEN BY MATTHEW PAINTERR E P U T A T I O N C O U N C I L P A R T I C I P A N T S 2 0 2 2R E P U T A T I O N C O U N C I L P A R T I C I P A N T S 2 0 2 2I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G53R E P U T A T I O N C O U N C I L P A R T I C I P A N T S 2 0 2

179、 2NameOrganisationRoleRachna PandaBayer CropScience LimitedVice-President and Country Head for Communications,Public Affairs and Sustainability South AsiaMaya DonevskaBHPVice President,Corporate Affairs AsiaClaire MacAleeseBoeingCommunications Director Europe&IsraelCheryl ChungBoohoo GroupHead of Co

180、rporate AffairsEd PetterBTGroup Corporate Affairs DirectorFrancisco LebrijaCemexGlobal Head of Communications and Public AffairsJames NewmanChilizDirector of Corporate AffairsMichelle HechtCitizens Bank EVP,Head of CommunicationsJulian HuntCoca-Cola Europacific PartnersVice President,Public Affairs,

181、Communications and Sustainability GB,Norway&SwedenCharlotte CoolCompass GroupGroup Director of CommunicationsGiuseppe Zuliani ConadMarketing DirectorRobert CorbishleyConduentEuropean PR ManagerNoriko RzoncaCosmo Energy Holdings Co.,Ltd.Senior Executive Officer,Chief Digital Officer,Corporate DX Stra

182、tegy Dept.Yoshitake KatayamaDaikin Industries,Ltd.Department Manager,Publicity Group,General Affairs Dept.Ulrike MhlbergDeutsche Post DHL GroupVice President Political Communication and Coordination Corporate Public Affairs Michael SchlechtriemDeutsche Telekom AGCorporate Communications,Vice Preside

183、nt Communication Strategy&DevelopmentDominic RedfearnDiageoGlobal Brand and Communications DirectorRajalakshmi AzariahDiageo India(United Spirits Limited)Head Corporate Brand&Communication Luis Reinaldo MastroeniDos PinosCorporate Affairs and Sustainability DirectorClare HarbordDrax GroupGroup Direc

184、tor of Corporate AffairsI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G52R E P U T A T I O N C O U N C I L P A R T I C I P A N T S 2 0 2 2NameOrganisationRoleTakayuki SaitoAjinomoto Co.,Inc.General Manager,Global Communications Dept.Malena MoralesAlicorpVice President of

185、 Corporate AffairsCesar VargasAnheuser-Busch InBevUS Chief External Affairs OfficerYogaraj Premsingh Varma Apollo TyresHead,Corporate CommunicationsOsamu IshizakaAsahi Group Holdings,Ltd.Head of Corporate Communications,Executive OfficerRob SixAvery DennisonVice President,Global CommunicationsFernan

186、da ScozzafaveAvonHead of Global Insights and Avon MasterbrandRobert CalamariBank of AmericaSenior Vice President Francisco Rodrguez Daniel BanorteExecutive Director of Corporate CommunicationsMarlene WolfBASF Senior Specialist Strategic Topic Planning&SteeringSabrina van der PuettenBASF Vice Preside

187、nt Strategic Communications&Reputation ManagementColognesi MassimilianoBATHead of External AffairsReputation Council Participants 2022THE TEAMContributors:Anna McAvoyJason McGrathMatthew PainterMichael GranleeseMilorad AjderMohammed TaherSally BraidwoodTom CoxTrent RossReputation Council manager:Sim

188、one WilliamsI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G55NameOrganisationRoleFergus CampbelleBayHead of Corporate CommunicationsCristina ParentiEdisonSenior Vice President of Communications.Head of Communications and External RelationsAmy HytowitzEdwards LifeSciences

189、Vice President,Global Communications and Public Affairs StrategyHenrik ins HabberstadEquinorHead of brand and creativeAlan JeffersExxonMobilGlobal Head of CommunicationsAntonio MarianiGBFoodsGeneral ManagerMeg ThurlowGEGlobal Director,Public AffairsNelson Silveira General Motors South AmericaGM Dire

190、ctor,Communications Strategy South America/Board Member AberjePedro TorresGerdauGlobal Head of Corporate Communications and Institutional Brandingystein ThoresenGjensidige InsuranceCommunication DirectorMartha KavanaghGlanbiaDirector of Corporate AffairsPamela Argez Grupo ElektraReputation Strategy

191、Director Gagliano GiuseppeGruppo HeraGroup Manager of External RelationsPaul PellizzariHard RockVice President,Global Social ResponsibilityHans DaemsHitachiCOP26 Director Bryce DaviesIAGExecutive Manager Corporate RelationsPablo FernndezIntercorpCommunication and Corporate Positioning ManagerKai Bos

192、chmannInternational SOSChief Marketing&Communications OfficerPratiksha ThakurJio-bpHead of Corporate CommunicationJill FeldonKaiser PermanenteVice President,Strategy CommunicationLisa SandersKeir GroupGroup Head of Communications and Marketing Cristian SalaKelly ServicesManaging Director&Board membe

193、rSteve LombardoKoch IndustriesChief Communications and Marketing OfficerNameOrganisationRoleMiwa OkamuraKonica Minolta,Inc.Corporate Vice President,Investor Relations and Corporate CommunicationsTom GoddardKPMGDirector of CommunicationsPatrik SabatierLOral BrazilChief Corporate Affairs&Engagemment O

194、fficerCharlotte WestLenovoExecutive Director,Global Corporate CommunicationsScott JamesLloyds Banking GroupHead of Reputation Strategy,Planning and CreativeCaroline JacksonLV=General InsuranceHead of Public AffairsKaidee HortonLV=General InsuranceHead of Corporate CommunicationsAndy PharoahMarsVice

195、President,Corporate Affairs&SustainabilityJeff MochalMGM Resorts International Senior Vice President,Corporate CommunicationSara SizerMondiGroup Communication&Marketing DirectorMatthew Vander LaanMonosolVice President of Corporate AffairsStuart WilliamsonNationwideDirector of CommunicationsJulian Re

196、gan-MearsNeptune EnergyDirector of Corporate AffairsJavier LenNestlHead of Marketing,Consumer Communications and Corporate Affairs-Per&BoliviaAnita WlzNestl Deutschland AGDirector Sustainability&Corporate CommunicationsTakashi EndoNidec CorporationSenior Manager,Investor Relations&CSR Promotion Depa

197、rtmentPeter MurphyNovartisCountry Head of Communications and Patient EngagementMartin ZanderOtto GroupDivision Manager Corporate Communications Aimee GoldsmithP&GSenior Director,Sustainability&Company CommunicationsTania MagalhesPayPalDirector of Communications,Latin AmericaTom SteinerPearsonVice Pr

198、esident,Corporate&Financial Communications Regina TeixeiraPepsiCoSenior Corporate Affairs Director I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G54R E P U T A T I O N C O U N C I L P A R T I C I P A N T S 2 0 2 2R E P U T A T I O N C O U N C I L P A R T I C I P A N T S

199、2 0 2 2I P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G57NameOrganisationRoleStacey Zolt HaraUdemySenior Vice President,Head of Corporate CommunicationsArijit SarkarUnileverHead of North America StrategyJulio GamaValeGlobal Director of CommunicationsSukanya ChakrabortyVFS

200、 GlobalGlobal Chief Communications OfficerMorgan BoneVirgin MoneyHead of Corporate AffairsMark HooperVisaSenior Director,Corporate Communications,EuropePaul CohenVisaSenior Vice President,Chief Communications OfficerEd MayerVoya FinancialVice President,Corporate CommunicationsPaul LyonWolters Kluwer

201、Senior Director|Global Corporate Communications|GRC Marketing/Comms/PlanningJulia SobrevillaYanbalCorporate Sustainability ManagerI P S O S R E P U T A T I O N C O U N C I L R E P O R T 1 6T H S I T T I N G56NameOrganisationRoleDana GandsmanPfizerVice President,Enterprise ReputationBen RhodesPhoenix

202、 GroupBrand DirectorRoger LowryQBE InsuranceHead of Communications and Marketing Emily RileyRadianExecutive VP Chief Marketing and Communications OfficerJohn StackhouseRBCSenior Vice-President,Office of the CEOPeter EdwardsReckittGlobal Public Policy and Stakeholder Management DirectorPaul AbrahamsR

203、ELX GroupHead of Global Corporate CommunicationsDavid FlynnRocheCorporate Communications LeadJamie NicholsonRoche Pharmaceuticals Corporate Affairs ManagerNatalie WhittyRSAStrategy,Communications and Marketing Director Steffen GendersSamsungDirector Public AffairsMonica MasciantonioScotiabankVice Pr

204、esident,Government Affairs Jorge ParadelaSevilla FCBusiness General ManagerLaurie BarnettSouthwest AirlinesVice President,Communications and OutreachSuzie RookSSEHead of Group Brand and DesignBarry NevilleStandard CharteredGlobal Head External Communications,CCIB Marketing and Europe Michelle Salced

205、oSuraManager of Corporate Communication,Human Management and SustainabilityAbhinav KumarTATA Consulting ServicesChief Marketing&Communications Officer-Global Markets Joel KingsburyTE ConnectivitySenior Director,Head of Global Brand MarketingMassimiliano PaolucciTerna GroupHead of External Relations,

206、Institutional Affairs and SustainabilityIvan DompTerna SpAChief of CommunicationsFabio SabbaUber BrazilDirector of CommunicationsBarnali DasUber IndiaHead of Corporate Communications,India&South Asia117 senior corporate communicators were interviewed as part of this years Reputation Council report.S

207、ome Council members requested that their participation remain anonymous,therefore 110 contributors are named here.R E P U T A T I O N C O U N C I L P A R T I C I P A N T S 2 0 2 2R E P U T A T I O N C O U N C I L P A R T I C I P A N T S 2 0 2 2I P S O S R E P U T A T I O N C O U N C I L R E P O R T

208、1 6T H S I T T I N G58I P S O S C O R P O R A T E R E P U T A T I O NTHE IPSOS REPUTATION COUNCIL:FOURTEENTH SITTINGIPSOS CORPORATE REPUTATION REPUTATION RESEARCH SPECIALISTSFor business leaders who aspire to better decision-making in reputation,corporate communications and corporate policy developm

209、ent,the Ipsos Corporate Reputation team is the insight industrys most trusted source of specialist research and guidance.The Ipsos Corporate Reputation team helps organisations build resilient reputations and stronger relationships.Our approach is tailored andcarefully designed to meet each clients

210、individual needs,and our research directly drives business performance:Measuring reputation performance relative to peers Identifying the drivers that create reputational value Defining the stakeholders that influence reputation Shaping a stakeholder engagement strategy Building communications campa

211、igns and measuring impact Understanding future opportunities and risks around reputation Measuring the impact of a crisis,and responding to it Clarifying the actions necessary to deliver on strategic objectivesThis support helps organisations strengthen their reputation capital the ability of a brand to command preference in the marketplace and optimise its relationships across its stakeholders.Milorad AjderGlobal Service Line Leader Ipsos Corporate Reputatione:Trent RossChief Research Officer Corporate Reputatione:Ipsose :FURTHER INFORMATION