One of the world’s leading producers of energy and chemicals, based in the Middle East, was becoming more visible on the global stage and had to contend with increasing pressures across its growing stakeholder landscape.
The company had already established an impressive approach to gathering brand and reputation intelligence, mostly used by the corporate communication department. We partnered with department leadership to develop new solutions to ensure that the corporate management team could benefit from the intelligence and take more insights-informed ownership of corporate reputation.
We co-designed an approach to establishing a new reputation committee, with clear roles and responsibilities for SVP level representatives across the main business divisions. In the lead-up to its implementation, we are providing onboarding guidance and induction into the reputation programme and an exec-level monthly reputation digest.
In parallel, we have helped adjust processes for regular corporate communication strategy updates and provided new tools and briefs for strategists, communicators, brand and sponsorship teams, all supporting a reorganisation of functions around greater reputation protection. We also helped develop an approach to ensure that all new managers in the business are inducted into the reputation programme during onboarding processes company wide.
The new approach is starting to enable leaders to make more resilient decisions by considering reputation impacts from a solid, data-informed implications perspective. The recognition of the value of the corporate brand and the importance of its reputation is strong and reputation has steadily increased since our involvement.
The work also contributed to the enhanced internal status of the Corporate Communication department within the organisation and has led to multiple external industry awards.
