Defining and managing reputation risk

Recommendations

Info

Appendix 2: Reputational risk dimensions and critical stakeholders The framework below demonstrates the relationship between the seven dimensions of reputation and the different groups of stakeholders, whose perceptions govern the reputation of an organisation. As detailed in Section 2 of the guide, individual stakeholders will have specific concerns depending on the purpose and output of the organisation. Airmic has populated the first matrix based on a generic organisation, using a red, amber and green colour-coding system to identify the type of action that should be taken for each relationship. Members can consider the relationships between the seven dimensions and their own stakeholders to populate their own version of the chart, and therefore to prioritise areas for risk management and control. Red: Controlling the reputational risk for this dimension / stakeholder relationship should be a management priority and impact analysis should be considered. Potential for significant financial consequences if the perception of this stakeholder is significantly reduced. Amber: Management attention is required. Controlling the reputational risk for this dimension / stakeholder relationship should focus on readiness and response to risk events. Green: Low priority relationship. Organisation should focus on monitoring the relationship between stakeholder perception and reputation dimension over the long term. Legend Stakeholder Priority Reputation dimension Customers Communities and the general public Attention Required Products / Services Lower Priority Innovation Workplace Governance Citizenship Leadership Performance 30 Airmic Technical
Leadership Well organized Appealing leader Excellent managers Clear vision for its future Citizenship Performance Environmentally responsible Positive influence on society Supports good causes High quality Profitable Value for money Strong growth prospects Stands behind products Better results than expected Meets customer needs FEELING ESTEEM TRUST Fair in business Behaves ethically Open and transparent Products/Services ADMIRE Innovative First to market Adapts quickly Offers equal opportunities Rewards employees fairly Employee well-being Workplace Innovation The Reputation Institute RepTrak® framework Building a strong reputation requires delivering on each dimension. If an organisation is perceived to be delivering on each of the seven dimensions by its stakeholders, the increased trust and support will build a strong reputation. In contrast, if an organisation isn’t perceived to be delivering on each dimension, stakeholders will lose trust, and subsequently not buy, recommend, invest in, work for or even give the benefit of the doubt to that organisation. Governance Employees Investors and financial analysts Media / press Regulators Suppliers and business partners 31 Reputational Risk Guide 2015
Page 1: Defining and managing reputation ri
Page 4 and 5: Introduction The objective of the g
Page 6 and 7: Reputation Institute defines reputa
Page 8 and 9: Reputation Institute describes a re
Page 10 and 11: Table 1: The seven dimensions drivi
Page 12 and 13: The current reputational risk lands
Page 14 and 15: Section 2: Managing reputational ri
Page 16 and 17: Table 2: The reputation risk manage
Page 18 and 19: Section 3: Reputation Institute - R
Page 20 and 21: % who would recommend to others Agr
Page 22 and 23: Reputation risk case study: Service
Page 24 and 25: Reputation risk management lessons
Page 26 and 27: % who would recommend to others Agr
Page 28 and 29: Appendix 1: Reputational risk manag
Page 32 and 33: Appendix 3: Reputation risk managem
Page 34 and 35: The link to reputational risk manag
Page 36: 6 Lloyds Avenue London EC3N 3AX Ph.

Defining and managing reputation risk

Create successful ePaper yourself

Delete template?

Save as template?