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Fundamentals on Reputation and Crisis Management
September 7 @ 2:00 pm - September 10 @ 4:00 pm₱690 – ₱3060
WAYS TO REGISTER
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Fundamentals on Reputation and Crisis Management
A series of webinars for Employers & Business Member Organizations (EBMOs)
7-10 September 2020 – 2:00pm – 4:00pm
Training framework and content – Overview
EBMOs represent the business community in most of our countries and play an important role in the promotion of the best possible business environment for businesses flourish, thus contributing to the generation of productive employment and socio-economic development and progress.
One of the aims of the training programme will be to situate effective crisis and reputation management within the context of the wider challenges facing EBMOs. The recent ‘Changing Business’ report developed by the International Labour Organisation/Bureau for Employers’ Activities (ILO/ACTEMP) and International Organisation of Employers (IOE) shines the light of some of this evolving external context:
- 69 percent of businesses recognize that increasing environmental risks have considerable impact on their operations and reputation. Worries over water, pollution and disaster risk management are part of the new normal.
- 51 percent of businesses said that policymakers are increasingly demanding compliance with environmental targets.
- 40 percent and 45 percent of firms from high-income and upper-middle-income countries respectively reported that their workforce is demanding more sustainable working environments and corporate values.
Private sector businesses must be at the forefront of making change happen on a range of issues ranging from sustainability, education and skills, equality, job creation and infrastructure, Upping the ante on how business is perceived and on managing negative developments are important building blocks for position the voice of business on all of these areas. What are some of the barriers that need to be overcome? The word that often comes back is ‘trust’. This once again underlines the importance of effective risk and reputation management.
The stakes are high and the challenge of overcoming latent challenges should not be underestimated. The Findings of the 2020 Edelman Trust Barometer underline the importance and urgency of the training programme:
- 56% of people believe that capitalism in its current form is now doing more harm than good in the world.
- There is a lack of trust in institutions and a loss of hope. People do not believe they will be better off in five years’ time.
- 83% of workers across the world are worried about job loss due to automation, new competition and other external factors. Nearly two in three feel the pace of technological change is too fast.
- 92% of employees say that CEOs should speak out on issues of the day, including retraining, the ethical use of technology and income inequality. CEOs are increasingly expected to lead from the front.
In this same context, when it comes to the perception of the public, Business scores high incompetence (“getting things done” faster) but scores low on ethical behavior (“how things are done”). Nevertheless, Business scores better than the Media and the Government. In other words, the public is asking/demanding that Business co “CONNECT” with them. Trust is undeniably linked to doing WHAT IS RIGHT!
Additionally, the current COVID-19 crisis has shown that the world as a whole, and Business in particular, never imagined a crisis as deep and extensive, thus nobody was prepared.
With this said, the main objective of this series of webinars is to give food for thought and provide some tools to try to improve employers and EBMO’s ability to communicate and get the key messages across and connect with civil society to hopefully improve business reputation. In addition, we will provide the fundamental concepts and tools for crisis prevention and management.
We will have a set of 4 webinars of no longer than 1 ½ hours in a week span.
Each webinar will include an interactive 60 min presentation via Zoom and leave an open space of about 15-30 min for interaction between tutor and participants.
In addition, some assignments (watch & comment videos, read some articles, submit work) will be given to participants with the intention of assuring the basic concepts and tools have been learnt.
Episode 1 – Setting the Scene and Communication Strategy
7 September 2020 (Monday) 2:00pm – 4:00pm
In this session, we will start with basic ideas about the main reasons why today our EBMOs must have an integrated communication strategy.
Today’s organizations in general, must “connect” with the wider public, with society. In the case of EBMOs this is crucial. Unfortunately, EBMOs and Business, in general, finds this challenging. In this regard, we will explore the concepts that could be helpful in this mission of connecting better with the “people”.
We will also focus on the need to segment our communication according to our main stakeholders and target them effectively.
Practical tips for communicating effectively will be offered, to be used if and when a spokesperson gets the opportunity to face the media.
Episode 2 – Focusing on prevention
8 September 2020 (Tuesday) 2:00pm – 4:00pm
The best way to manage a crisis is to avoid it happening in the first place! The aim of this session is to look into effective risk management and risk limitation, including a very practical measures that EBMOs can review such as risk registers and contingency planning. This will be opportunity to share examples of current risk management procedures in place within participating EBMOs and to identify practical measures for enhancing current approaches.
Not all negative developments can be pre-empted or prevented. However there is no doubt that EBMOs (and the individual businesses they represent) have much to be gained by developing the best possible approach to risk management. Risk registers that are regularly reviewed and updated form part of this. At the same time, making the right judgments calls and embedding risk management with specific project plans and campaign strategies can play a key part in avoiding a full-blown crisis. The message here is very clear: Prevention is better than cure!
What are the main risk factors?
What are some of the main risk areas that EBMOs can plan ahead for and build contingency plans around? Below are some if the areas that will be considered:
- Economic downturn (impact on membership)
- Trade barriers and other barriers to growth
- Political change and uncertainty
- Adverse regulatory or taxation changes (directly impacting on members)
- Reputation damage (directly linked to the EBMOs or to members)
- Negative media coverage
- Competition (other business organisations or service providers)
- IT failure
- Cyber attacks
- Damage to office premises (fire, flooding etc..)
- Internal workforce challenges (eg losing key staff)
It is also important to consider the risks for member businesses which can in turn create risks for EBMOs – in terms of lost membership revenue if businesses fail as well of collateral reputational risks. A global business survey by Deloitte flagged trade barriers, potential cyberattacks, the cost of raw materials, including foreign exchange rate fluctuations and weaker domestic and foreign market demand as the major risks.
What role can EBMOs play?
Helping to identify and frame emerging risks provides EBMOs with a real opportunity to demonstrate added value to existing and potential new members. For example, business leaders around the world have identified cybersecurity as their top technology investment priority. Providing guidance, access to experts and opportunities to exchange views with peers are invaluable services that EBMO’s can provide to their members.
Competitive threats and the risk of disruption are on the minds of company executives around the world. Half of the respondents to the global Deloitte survey saw disruption by either a traditional or non-traditional competitor as at least a medium risk, and nearly one in five characterized it as a high risk. Companies are taking action to prepare for anticipated competitive disruption – the most common response being a change to business models. Risks to the profitability and sustainability of member businesses are a risk to the EBMO itself. What is the role of EBMOs in helping their members adapt to evolving competitive landscapes and manage the risk of disruption?
Episode 3 – Introduction for effective crisis and reputation management
9 September 2020 (Wednesday) 2:00pm – 4:00pm
The aim of this session is to start digging into the detail, with practical ‘take-aways’ on building the infrastructure, skills and competencies needed to deliver effective crisis management. Analysing the practical examples put forward by participants will ensure that we are learning from ‘lived experiences’.
Many EBMOs and individual businesses have for some time recognised the threat of potential disruption (through new competition, evolving member or consumer needs and a fast evolving external environment. On the other hand, more than a fifth of the respondents to the Deloitte global survey said that say there was little focus on disruption at their company or they aren’t taking any action at all to get ahead of it. The Covid-19 crisis will have increased recognition amongst representative bodies and business leaders of the need for a new approaches to risk management.
What are the core building blocks that EBMOs need to have in place in order to deal effectively with emerging challenges and to protect the reputation of the EBMO and of the business community? The feedback from EBMOs around the world, has enabled us to pull together the following check-list that we will build on during our discussions:
- Recognition that risk and reputation management matters – This sounds obvious, but is the most important building block; it will determine how much time and resources are allocated to making tangible and sustainable progress. This will also often involve making the case the case for investment and for implementing new governance procedures to the EBMO board or advisory council. Being clear on the benefits and rationale for enhanced risk and reputation management is also key for ensuring buy-in across different departments within the EBMO.
- Clear and effective governance and decision-making protocols – Crisis management requires fast and effective responses and organisational agility. Who needs to be involved and who has sign-off on key decisions are just some of the areas where clarity is needed. Effective governance is also a core element in ‘crisis prevention’ – ie limiting the risk of any ‘scandal’ or negative press linked to the EBMOs own internal activities.
- Internal skills and competencies and/or access to external expertise – Does the EBMO have the necessary internal skills and competencies it needs to make real progress on risk and reputation management? An important building block is conducting a skills audit to evaluate any gaps and build plans for developing internal skills and/or harnessing the support and expertise of external specialists – for example, public relations agencies, freelance communication professionals or reputation management specialists.
- A culture of continuous improvement – Any lasting change depends on the underpinning culture within the EBMO. Embracing a culture of continuous improvement, of investing in internal skills and of learning from mistakes will be at the heart of an enhanced approach to risks and reputation management within the EBMO.
Components of effective risks and reputation management
The aim of this sessions is to hone in on the very specific components and phases of leading edge crisis and reputation management. This will include:
- Making the right call – How can we avoid making the crisis worse by responding in the wrong way? What structures and procedures can EBMOs put in place to make the right judgement calls more often than not?
- Playing for time – Developing effective ‘holding statement’ for both external and internal audiences (members and internal staff).
- Scenario planning – Ensuring clarity of desired outcome and negotiating the ‘chess-game’ of crisis management: every action will create a reaction!
- Building a plan of action – What templates can EBMOs use for establishing a response plan and ensuring that no boxes remain unticked?
- Making the case – Using research, data and ‘stories’ to support core messages and challenge pre-conceptions.
- Dealing with the media – Practical tips for effective press statements and for dealing with difficult media interviews.
- Making the most of social media – How can EBMOs make the best possible use of different social media channels to deliver effective crisis and reputation management? What are some of the pitfalls to avoid?
- Ensuring consistency of message – How can EBMOs ensure that there are no inconsistencies and that the core message is understood and consistently amplified.
- Embedding a culture of review and continuous improvement – How can regular review sessions enable lessons to be learnt and drive progress?
Episode 4 – A proactive approach to reputation management
10 September 2020 (Thursday) 2:00pm – 4:00pm
The aim of this session is move the focus onto effective and proactive reputation management strategies. The majority of EBMOs see enhancing the overall reputation of business in their country as part of their ‘mission’. We will share views on how to make an impact, measure progress and use this to amplify the EBMOs voice to government.
The external landscape continues to evolve. A ‘business as usual’ approach, with an exclusive focus on shareholder returns, is not an option. At the same time, there are opportunities to grasp. Globally, business is a more trusted institution than government and the media, according to the latest Edelman Trust Barometer. This can provide unique platform for EBMOs and the business community to take a lead role in global governance and in driving inclusive growth.
Trust in business – Where are we now?
Three-quarters of the general population believe business leaders should take the lead on change instead of waiting for government to impose it, according to the Edelman Trust Barometer. Yes, challenges remain and concerted action – as well as effective communication strategies – are needed to enhance business practices and challenges unfair misperceptions. As part of this agenda, one priority is to articulate the practical benefits that effective reputation management brings to EBMOs and to the individual businesses they represent. These include boosting both employer and consumer brand.
The fact that 73% of employees say they want the opportunity to change society, and nearly two-thirds of consumers identifying themselves as belief-driven buyers, underlines the size of the prize. Irrespective of the Covid-19 crisis, taking a proactive stance on promoting the positive role of business in society has become an increasingly important priority for EBMOs. What does it mean for businesses to do right by their employees and customers? How can we demonstrate that the ‘responsible business’ agenda is not just a PR exercise?
How is the role of EBMOs evolving?
In the words on Antoine Harary, President of Edelman Intelligence: “Ethical drivers such as integrity, dependability and purpose drive close to 76 percent of the trust capital of business, while competence accounts for only 24 percent. Trust today is granted on doing the right thing and working to improve society”. There is a clear role for EBMOs to play is ‘dialling up the good’ and being proactive is showcasing concrete examples of businesses making a positive difference in society. One of the aims of this sessions is to encourage participants to share their own examples and to flag practical case studies from other EBMOs as well as from individual businesses.
In addition to this ‘showcasing’ role, one of the big debates is around how EBMOs can enhance business practices and galvanise members around the big issues of the day such as sustainability, equality, inclusive growth and good workforce management. Even the most impactful proactive campaign on the positive role of business can potentially be undone by a few negative examples of businesses who are not doing the right thing. We will have discussed ‘crisis limitation’ strategies in session 2 and will use these session to revisit some practical approaches to pre-empting potential risks and pitfalls. As part of this, we will also discuss the role of EBMOs as ‘guarantors’ of the ethics and standards of the businesses within their membership.
What does the post-Covid19 era mean for the reputation of business?
In the aftermath of Covid-19, there will inevitably be a heavy focus on businesses – who have benefited from significant public subsidies and support measures – have responded and behaved during the crisis. This may mirror the feeling in many countries during the last financial crisis, that financial institutions that received billions of dollars from taxpayers should be help up to scrutiny. With many businesses likely to be operating to some extent with public money, the scrutiny will be intense. There will be real effects on the relations between government and business, and between business and society. That could in turn increase the threat of more regulation, particularly in regard to domestic sourcing and workforce safety.
Even before the Covid19 crisis, there was a growing sense that shareholder value should not be the only corporate value. For example, in August 2019, more than 181 US CEOs signed a statement committing themselves to other priorities—investing in employees, supporting communities, and dealing ethically with suppliers—in addition to shareholder value. The idea of the “triple bottom line”—profit, people, and planet—has become mainstream, as have socially responsible investment funds. Business will be expected to be part of finding long-term solutions, but it will be important to discuss the external context when discussing the opportunities for EBMOs to make a real difference through proactive reputation management campaigns.
Using reputation management to boost membership numbers
How can EBMOs underwrite the viability and competitiveness of individual businesses with their membership and how can effective reputation management feed into this? Businesses are seeking improvements in workforce skills, infrastructure, and the business environment. This is where the advocacy work of EBMOs comes to the fore. But, reputation management is an intrinsic part of this; the more the business community is seen as a force for good, the more it is seen as a source of solutions rather than as a generator of problems that need to be fixed, the more chance there is of EBMOs making an impact on the issues that matter most to business leaders.
The ILO/IOE survey provides some useful insight here. Of those businesses who are not currently members on their EBMO, 70% of executives would consider joining if they supported businesses better in facing the global trends and external challenges flagged above. A proactive and innovative approach to boosting the reputation of business can provide a collective call to action that industry leaders can get behind. As we saw in the Edelman’s Trust Barometer, there is an increasing expectation that business leaders should help to make a difference on the big issues of the day. EBMOs can provide the supporting infrastructure to make the most of these new opportunities to amplify the external voice of business.
Businesses are looking to EBMOs to help provide the right mix of policy and services. One priority for industry leader is to nurture and amplify the ‘brand’ of their own business. Any support that EBMOs can provide members on reputation management strategies will be seen as an important service; one that can deliver tangible benefits and a competitive advantage. During this session we will look at the latest research and examples of good practice in enhancing ‘employer brand’ and draw the links back to effective reputation management (and to the role that EBMOs can play by spreading the word within their membership.
MR. JORGE ILLINGWORTH
Manager, Employers Activities Programme
International Training Centre of the ILO
Born in Ecuador, holds an industrial engineering degree from the Georgia Institute of Technology in Atlanta, Georgia and a Master Degree in Strategic Corporate Communications from the Universidad de Barcelona Online Business School-OBS.
Also holds a Diploma in Agroindustrial Management for the INCAE School of Business in Costa Rica and is export promotion consultant certified by CBI in the Netherlands.
20+ years experience as an entrepreneur in the aquaculture, construction and education sectors.
For more than 7 years worked in Business Organizations holding high Executive positions at the National Chamber of Aquaculture, National Association of Banana Exporters and the Chamber of Industries.
2005-2006, held public office as Vice Minister of Industries and later was appointed Minister of Industries, Trade, Fisheries and Competitiveness, spending most of his time successfully negotiating Trade Agreements and trade disputes with the EU and the USA.
2007-2016 ILO Lima, Peru as the Employers’ Activities Specialist for the Andean Countries and the Regional Employers’ Specialist for Latin America and the Caribbean.
In May 2016, joined the International Training Centre of the ILO in Turin, Italy, as the Employers’ Activities Program Manager; dedicated to capacity building of Employers’ and Business Member Organizations around the world.
MR. TOM HADLEY
Former Director of Campaigns & Policy,
Recruitment and Employment
Tom is an external consultant and business coach specialising in advocacy, reputation management and global workforce issues. Over the last twenty years, Tom has worked with global employers, international institutions, government ministers and two of the UK’s leading business organisations. He reaches into this practical experience to provide training and consultancy services in areas such as leadership coaching, high impact communication and campaigning strategies, reputation management, public speaking and media training.
Tom is the author of a number of White Papers and research reports on the world of work and is a regular keynote speaker and media spokesperson. Recent campaigning activities and projects have focused on Covid-19 business support measures, making change happen on equality and inclusion and establishing a Future of Jobs Observatory to pre-empt future skills needs and the implications of AI adoption. His work with the ILO includes advocacy training and delivering bespoke support in areas such as evidence-based policy-making and crisis management.
Over the course of his career, Tom has been a representative on over a dozen government forums and served on the board of the World Employment Confederation. He has a Masters in International and European Law from Assas University in Paris and is a fellow of the Royal Society of Arts (RSA). He is a qualified Rugby coach and lives in North London.
All Episodes (4 sessions)
ECOP Members – Php 2,260.00
Non-members – Php 3,060.00
*Participant’s slot is confirmed only upon receipt of registration fee.
Per Episode (1 session)
ECOP Members – Php 690.00
Non-members – Php 890.00
*Participant’s slot is confirmed only upon receipt of registration fee.
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