Reputation Risk can have its origins in seemingly unrelated or small issues in an organisation that eventually becomes big things that can destroy carefully crafted reputations. The damage of a reputation crisis can be direct and indirect. These costs could include penalties incurred because of a lack of legal compliance, litigation, media conferences and advertising costs, hiring of crises communication and risk management consultants. The board and executive management must ensure that risk is not an afterthought to strategy setting and business planning. Integrating risk with these core management processes makes it a relevant factor at the decision-making table, facilitates a strategic view to undertaking risk, and intersects risk management with performance management.

- Risk Managers

- Internal Auditors

- Accountants

- Backoffice Employees

- Controllers

- Managers

- Compliance

- Regulators

1. Develop Reputation Risk Framework

2. Implement a reputation risk management strategy

3. Create or improve a reputation crisis management plan

4. Understand organizations reputation risks

What is reputation?

The IMPORTANCE of reputation as a corporate asset

Brand values and how they are calculated

Case studies – how reputation is destroyed

Common practice – How organisations get it wrong

The most common mistakes in managing reputation – and the consequences

In-depth case study: Reputation Risk Management in a multinational organisation and the (many) lessons to be learned

Best practice – Creating a strategy to both give reputation resilience and add to your bottom line

Understanding reputation – processes and tools

Identifying your critical stakeholders and the shortfalls in your relationships

Identifying where performance improvements will add to your bottom line

Identifying the most sensitive issues where mistakes could seriously damage your reputation

Aligning your reputation, internal values and external claims

Best practice – Preventing the reputation crisis

Meeting expectations – a balanced scorecard approach

Handling routine complaints satisfactorily

Using information from failures to achieve a step change in effectiveness

Best practice – preparing for, and handling, a reputation crisis

The differences between a reputation crisis and a typical business crisis

Selection & training the crisis response team(s)

Crisis management planning & Communications

Building in flexibility

Understanding the Dynamic Crisis Management – a process that can make a big difference even without a crisis plan

Crisis simulations – experiencing even a simulation can be better than the best planning. How to create, run and learn from them.

Case study – a crisis simulation in the food & drink sector

Keeping it all relevant and up to date

Betting early warning when all or part of the strategy needs revision