KWD Webranking. Digital corporate communication

1. H&H Webranking 2010 The yardstick for corporatewebsitessince 1997

3. Whatwe do

4. strategy. implementation evidence. digital corporatecommunication

5. Evidencebasedadvice CustomResearch Builds a solidfoundation fordirection KWDWebranking The yardstick fordigital corporatecommunications OpenResearch We publish partof our researchfree to use

6. Strategyrequiresknowledge Corporate SocialMedia How to use socialmedia for press, media, IR etc Internationaland local CultureBehaviourLanguage Digital Corporate Communication How thingsjoin up Connected

7. Value is created in execution Corporatesocial media Concepts anddeliveryappliedwithin eachpractice Follow up andQA Continuous workin progresstogether to refine strategy Corporate Websites ConceptsContent strategyStructure and IADesign and build

8. Corporatebrand CSR Customers Digital Corporate Communications Press and mediarelations Suppliers Publicopinion Competitors InvestorRelations Employerbranding

9. Wejoin it up London Stockholm Milan Lissabon Dubai

10. The yardstick for online corporate communications KWDWebranking

11. 1997the first ranking

12. 963companiesincl Global 100

13. 2100rankings ofwebsites

14. 252 000individualjudgments

15. 28business sectors

16. 30countries

17. 571responses

18. KWD Webranking – market driven research Step 3Questionnaire to the capital market & job seekers.One-on-one interviews Step 5Ranking! Step 1Feedback from companies Step 2Interviews with iexperts in different fields, IR, CSR etc. Step 4Creation of the protocol127 in 10 sections - 2010

19. What will happen in 2011 Continued focus on the entire corporate communications digital space (website – search – social media) Quantifiable measure points with focus on the usage Clear focus on evaluation and benchmarking Visual benchmarking (spidergraphs) Benchmark information available in all versions Optional custom review and customer presentation Global 100, Euro 500 as well as local lists will still be the focus

20. Peer comparison

21. Best in class comparison

22. Key dates KWD Webranking 2011 Target group research Web managers survey Ongoing, ends mid May Analyst and journalist survey May Interviews with analysts May-June Job seekers survey May-June Judgment of company websites First ranking June Second ranking July Analysis, gap and QA August Report ready to clients September

23. KWD Webranking 2010 Swiss performance

24. 7th edition in Switzerland The study assessed 48 companies (members of the SMI expanded index) The average score of Swiss companies only rose 1.9 points to 46.9 Average is just below that of the Europe 500 companies (48.3 points) The European average increased by 5 points compared with 2009 Swiss performance highlights

25. Strengths Swiss companies performed well in traditional disclosure areas such as presentation of reports and share information Weaknesses Poor results were obtained in communicating sensitive information related to risk management, debt and guidance, and corporate governance Rather low score in the use of interactive features and new technologies Swiss companies underperform their European counterparts in social media Strengths and Weaknesses

26. For example, only 12% included information on financial targets This figure is a decrease compared with 2008 (17%) Percentage is well below that of the European companies (23%) Surprisingly, 80% of companies do not present any information about the market they operate in In Europe the figure is 65% Only a quarter of Swiss companies provide information about when their debt will mature The figure is in line with the European picture 70% do not offer any information about remuneration of directors and managers Percentage is stable compared with 2008 Still a quarter of Swiss companies provide no information regarding its latest AGM The figure is down to 14% at the European level Sensitive information

27. The number of companies presenting interactive annual reports (30%) is below the European average (45%) Interactive annual report allows for the provision of additional content, functionality and services that can enhance the company’s communication of its investment message One out of three companies publishing a sustainability report is creating an interactive version Use of video is limited on Swiss websites with only one third presenting a video archive Videos make it possible to reach a wider audience and in some cases can facilitate the diffusion of types of information that are harder to digest in written form Often companies present advertising or a corporate film; fewer companies make use of video in specific sections of the website such as CSR and careers Most of the surveyed websites are accessible via mobile; only a few present a dedicated mobile version There’s an increased use of the web from mobile applications and a growing interest towards specifically designed versions of websites for tablets Technology and interactivity

28. Media sections of Swiss websites are still traditional, with focus on press releases and little use of social media Press releases could be enhanced with related materials such as images, videos, interviews and other documents There are a number of examples in Europe of social newsrooms, where the traditional press section becomes a one-stop-shop to gather different material and access other content on social media Only one third of Swiss companies are present on more than one of the seven social media channels considered in the research Most companies are present only on LinkedIn, which is usually an automatically generated presence, not directly managed by the company Only one Swiss company (2%) was present on more than five social media channels compared with 8% for the FT Europe 500 companies Companies also fail to exploit the corporate website as the point of reference for their online presence Only a few provide links from their website to the various social media channels where they are present Social media and new media

29. Workshop Social media and online annualreporting

30. Corporate social media Social newsroom

31. What is social media all about?

32. Behavior

33. Relationships

34. Digital is a reflection

35. How does that affect our corporate communications work?

36. Investor Relations IR disclousure increasinglyoutside the corporatewebsite Enablesdiscussion and feed-back in a ”DMZ zone” outsideof the corporatewebsite Rivals google and directtraffic as source for the website Identifiesyoursecondary IRtargetgroup by name, andgives you a wealthof data thatcan be usedtotargetyourmessaging and activities Drivven by IR

37. CSR communication Sustainable perspectives aims at describing why sustainability matters for a bank, and engaging their key visitors in interaction and participation Pushing their messaging Establishing a less conservative tone of voice

39. Press and media relations, post social media The corporate website functions as the “hub” for all communications activities Activities, news, articles and events are posted in real-time

40. Press and media relations

41. Other examples http://newsroom.cisco.com http://newsroom.swedbank.com http://newsroom.sebgroup.com

42. How does this affect our work? What are the challenges for the organisation? How do we need to change the way we work? Online department Press office Governance Processes

43. Discussion

44. Annual reports online

45. It’s all about process Two types of approaches Post production Full digital production

46. Post production Convert after production Post production is where you take an annual report designed and produced for print and convert it technically to the online format Pros Does not involve the organisation or affects the actual creation of an annual report Quick and controlled process Looks cheap Cons Does not use the digital format to it’s fullest Multi channel approach is not really viable Does not move the content to an audience and channel oriented mindset Outside in approach

47. Full digital production A full digital production is where the entire process is re-aligned towards creating on annual report for the online medium Pros End product uses the medium to it’s potential User experience optimized and message Multi channel approach with optimized user experience possible Requires different departments to interact  change of mind set in the organisation Cons More complex project to run than a post production Needs a change of mind set in the organisation Investment in change programme as well as content creation

48. Volvo Group reporting platform Volvo Group changed their platform for reports for 2010 Expected outcome 30 % less resources used in total 50 % increase in resources spent on content instead of production or project management All reports released on time Reports released Sustainability report Annual Report Corporate Governance report Interim reports

49. Why do we have an annual report?

50. Thank youstaffan.lindgren@kw-digital.com