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.

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