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Breaking the silence
With activists often viewing silence as tacit agreement, it is becoming increasingly difficult for firms to retain neutrality on issues that can be viewed as divisive. Making sitting on the fence and not engaging in conversation around particular topics or events increasingly difficult.
Ongoing geopolitical turmoil and opposing political views can be particularly polarising, with some of the world’s biggest companies being thrust into the limelight after being targeted by high-profile protests and boycotts. These businesses have encountered significant reputational and financial challenges. This growing focus around what businesses do and don’t say publicly also applies to Diversity, Equity and Inclusion (DEI), climate change and AI adoption.
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In April 2023, a popular beverage company was subject to a media storm after partnering with a transgender influencer. The product was widely boycotted, leading to a dramatic drop in revenue for the firm. This example serves as a reminder for executives of reputational perils present in today’s charged climate.
The public scrutiny around DEI is reflected in our Risk & Resilience data with over a quarter (26%) of global business leaders planning to review their hiring and retention policies to boost diversity and inclusion in their organisation.
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A 24-hour news cycle
In this social media driven world, where consumers and stakeholders have a voice, businesses can find themselves at the centre of a media storm, with negative news going viral. The speed and lack of scrutiny of social media is a problem for firms of all sizes, making controlling and influencing the narrative difficult.
Calling it out
The rise of activist employees and whistleblowing means that news is hard to keep out of the public gaze, and in turn is fuelling increasing anti-corporate sentiment. This negative sentiment can result in jury verdicts going against a firm, and we are seeing eye-watering and unprecedented financial awards being awarded to plaintiffs.3
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Legal scrutiny
Policymakers and regulators are quicker to scrutinise poor decision-making and call out firms who don’t live up to expected standards.
With a growing regulatory burden, businesses must disclose their activities clearly and accurately. Poor communication around ESG can lead to regulatory investigations and allegations of greenwashing. Firms must exercise caution when making claims about the environmentally friendly nature of their products and about the progress they are making to tackle climate change.
Across all industries surveyed, 69% of global business leaders agreed[iii] their industry will struggle to meet its Net Zero targets, rising to 77% of Singaporean executives. The challenge in adhering to the raft of new climate-related regulation is of particular concern for executives in the logistics, cargo and aviation industries, with 36% of executives from these industry sectors agreeing[iii] that the transportation industry will struggle to meet Net Zero targets.
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Preparation is King
A crisis does not necessarily lead to reputational harm – but mismanaging it will.
Paramount to managing reputational risk is planning and preparing for the worst, so that you can respond quickly and appropriately in the midst of a crisis.
Crisis planning and having risk management practices embedded that include all areas of the business from operations, sales, compliance, marketing and PR to HR is essential. This framework should include proactive management and monitoring of social media channels and brand perception. Post incident plans should include detailed clear lines of communication to ensure clients, employees, stakeholders and the media are updated in real-time, to enable a firm to drive the narrative and give reassurance to help protect existing client relationships and maintain trust.
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“While firms have been dealing with crisis management for centuries, the challenge has become more acute in recent years. Crises emerge quicker and more often, fuelled by social media, real-time reporting, and greater activism. After a number of ‘black swan’ events, business leaders need to have robust crisis plans and frameworks in place.”
Wayne Imrie
Head of London Market Wholesale Executive Risks, Specialty Risks at Beazley