ReputationRisk – How to manage corporate reputation risk
Publicly-listed businesses have found it impossible to bring together the disciplines of Risk and Reputation into a clearly defined reputation risk reporting capability. As a result, responsibility for managing reputation risk falls between CEO, Chairman, Operations Directors, Communications Director, Human Resources Director, Marketing Director, and Finance Director.
Who owns the reputation risk when your business makes redundancies, enters new markets, or launches joint ventures? Do you actively plan, execute, monitor and evaluate your reputation risk strategy or is it left to Non-Executive Directors to point out the reputation risks after the fact?
TrustedReputation has built the ReputationRisk toolkit to enable businesses to plan, assess and implement their reputation risk strategy. The toolkit connects the three essential skill sets of risk management, reputation strategy, and project management into a practical means of developing and implementing your reputation risk strategy.
To learn how TrustedReputation can help you manage your reputation risk, please contact us.
White Paper
A 2005 study by The Economist found reputational risk was the most significant threat to businesses, but most do not have a way to identify or address it. The White Paper answers that challenge. Based on detailed analysis of data from the FTSE100 and AIM50, and in-depth interviews with 33 reputation managers, TrustedReputation found that:
- reputation represents £2.7 billion of total assets per average FTSE100 company,
- most boards do not have a clearly defined reputation risk reporting capability,
- many businesses try to adapt financial risk models to reputation risks, with limited success.
To read more download ReputationRisk White Paper (PDF file)
