Reputation in Oil Gas and Mining 2014: Reputation, reputation risk and reputation management
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Andrew Griffin, chief executive, Regester Larkin Setting the scene for the conference, this opening session looks at three key concepts: reputation, reputation risk and reputation management. Using a new categorisation model, the session focuses on the origins of reputation risk before looking at how risks can be managed through the lifecycle. Andrew Griffin, CEO of Regester Larkin and author of Crisis, Issues and Reputation Management, shares his insight and experience.
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Reputation in Oil Gas and Mining 2014: Reputation, reputation risk and reputation management
- 1. © Copyright Regester Larkin 2014 Reputation, Reputation risk and Reputation management Andrew Griffin June 2014
- 2. © Copyright Regester Larkin 2014 2 This session 1. Understanding reputation 2. A framework for understanding where reputation risks come from for the oil, gas and mining sector 3. Managing reputation through the reputation risk lifecycle 2
- 3. © Copyright Regester Larkin 2014 Introduction to Regester Larkin 3 • Offices in Abu Dhabi, Houston, London and Singapore. • Core offerings: • Reputation strategy • Crisis management • Crisis response • Crisis preparedness • Issues management • Worked with some of the worlds largest and most respected companies in extractives and other sectors. • International crisis, issues and reputation management consultancy
- 4. © Copyright Regester Larkin 2014 1. Understanding reputation 4
- 5. © Copyright Regester Larkin 2014 5 Defining reputation Reputation 1: overall quality or character as seen or judged by others; 2: fame, celebrity; 3: recognition by other people of some characteristic or ability.
- 6. © Copyright Regester Larkin 2014 A reputation framework 6 REPUTATION WHAT YOU SAY / INTENT WHAT YOU DO / ACTION WHAT YOU ARE SEEN TO DO DIRECT EXPERIENCE OF YOU PEER PERSPECTIVES CONTROL
- 7. © Copyright Regester Larkin 2014 What is a reputation strategy? 7 MAINTAIN PROTECT UTILISEENHANCE A reputation strategy looks at four pillars: Being good at the day job and delivering on your brand promise Excellence in delivery, plus specific initiatives, decisions, changes and announcements Making sure your organisation is as resilient as possible A good reputation should be utilised for the achievement of strategic goals.
- 8. © Copyright Regester Larkin 2014 What is a reputation strategy? 8 PROTECT UTILISEENHANCE A reputation strategy looks at four pillars: Being good at the day job and delivering on your brand promise Specific initiatives, decisions, changes and announcement s Making sure your organisation is as resilient as possible This presentation focuses on protecting reputation when it is at risk
- 9. © Copyright Regester Larkin 2014 2. A framework for understanding where reputation risks come from 9
- 10. © Copyright Regester Larkin 2014 Categorisation of risks to reputation 10 INTERNAL EXTERNAL INCIDENTS ISSUES
- 11. © Copyright Regester Larkin 2014 Categorisation of risks to reputation 11 INTERNAL EXTERNAL INCIDENTS ISSUES POLICY SAFETY RISK PERFORMANCE
- 12. © Copyright Regester Larkin 2014 Categorisation of risks to reputation 12 INTERNAL EXTERNAL INCIDENTS ISSUES SECURITY RISK POLICY PERFORMANCE
- 13. © Copyright Regester Larkin 2014 Categorisation of risks to reputation 13 INTERNAL EXTERNAL INCIDENTS ISSUES INCIDENTS POLICY RISK SAFETY
- 14. © Copyright Regester Larkin 2014 Categorisation of risks to reputation 14 INTERNAL EXTERNAL INCIDENTS ISSUES INCIDENTS SAFETY PERFORMANCE RISK
- 15. © Copyright Regester Larkin 2014 Categorisation of risks to reputation 15 INTERNAL EXTERNAL INCIDENTS ISSUES SECURITY RISK POLICY RISK SAFETY RISK PERFORMANCE RISK
- 16. © Copyright Regester Larkin 2014 3. Managing reputation through the reputation risk lifecycle 16
- 17. © Copyright Regester Larkin 2014 Managing reputation risk through the lifecycle
- 18. © Copyright Regester Larkin 2014 18 Predicting reputation risk Knowing what could happen, and assessing its impact • Horizon scanning • Stakeholder engagement • Listening and learning • Reputation risk assessment • Scenario planning 18
- 19. © Copyright Regester Larkin 2014 19 Preventing reputation risk Hard and soft interventions to fend off risks • Reputation risk architecture • Reputation risk assessment • Awareness raising and training • Tone from the top • Positive initiatives (eg corporate citizenship) 19
- 20. © Copyright Regester Larkin 2014 20 Preparing for acute reputation risk Getting crisis ready • Crisis policy • Crisis leadership • Crisis structure • Crisis competence • Crisis procedures • Crisis culture: goodwill and relationships 20
- 21. © Copyright Regester Larkin 2014 21 Resolving reputation risk From managing to resolving issues • Issues management capability • Issues management strategies • Change: the debate or the business 21
- 22. © Copyright Regester Larkin 2014 22 Responding to immediate reputation risk Crisis management • Incident management • Business continuity • Strategic crisis management • Strategic crisis management • Crisis communications 22
- 23. © Copyright Regester Larkin 2014 23 Recovering from reputation damage Emerging stronger, rebuilding trust • Post-crisis reviews • Identifying and learning lessons • Rebuilding trust & reputation • Organizational change 23
- 24. © Copyright Regester Larkin 2014 Managing reputation risk through the lifecycle
- 25. © Copyright Regester Larkin 2014 25 Final thoughts • Reputation is the sum of what you are, as seen by others • Reputation risk comes from issues and incidents, arising both from within and outside your organisation • Reputation management is not a communications discipline; it is a mindset that crosses businesses, geographies and functions • But whilst reputation is best managed through everyday excellence, there are many positive interventions through the lifecycle of a risk to reputation Steve Marshall, former Railtrack Chief Executive: ‘The fundamental truth, which you discover only when you have gone through the fires of hell, is that your reputation will always mirror the absolute reality of what you are.’ 25
- 26. © Copyright Regester Larkin 2014 Thank you Andrew Griffin Chief Executive T: +44 20 3179 6000 agriffin@regesterlarkin.com www.regesterlarkin.com