Defining and managing reputation risk

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Reputation Institute describes a reputational risk event as one that can affect each of the dimensions in the following ways Products / Services: Issues that will reduce people’s belief that we deliver high quality products and services that are good value for the money Innovation: Issues that will reduce people’s belief that we are an innovative company that brings new products and services to the market first Workplace: Issues that will reduce people’s belief that we have the best employees and that we treat them well Governance: Issues that will reduce people’s belief that we are open, honest, and fair in the way we do business Citizenship: Issues that will reduce people’s belief that we are a good corporate citizen who cares about local communities and the environment Leadership: Issues that will reduce people’s belief that we have a clear vision for the future and are a well-organised company Performance: Issues that will reduce people’s belief that we are a profitable company with strong growth prospects. Kasper Nielsen, Executive Partner at Reputation Institute, “When a negative issue or crisis emerges the question is to what extend it will reduce the perception of the organization to deliver on the specific expectations within each dimension. In assessing this you can assess the reputation risk of any issue.” 8 Airmic Technical
Understanding the reputation risk to an organisation Organisations can assess a variety of risk events and issues against each of the dimensions laid out above, to gauge the effect on their overall reputation. Determine the reputational consequences of potential risk event When assessing the reputational damage caused by an event, the organisation must consider the extent to which the event will reduce people’s belief that the organisation is delivering on each dimension in turn. Table 1 provides example criteria to make this assessment, and risk events that may affect the assessment. Appendix 1 expands upon the consequences and affected stakeholders for some of the most significant risk events. 9 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 10 and 11: Table 1: The seven dimensions drivi
Page 12 and 13: The current reputational risk lands
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Page 16 and 17: Table 2: The reputation risk manage
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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
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Page 30 and 31: Appendix 2: Reputational risk dimen
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Page 34 and 35: The link to reputational risk manag
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Defining and managing reputation risk

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