Snapshot of 2019 findings
In 2019, corporate leaders say that reputation has become more important — but it’s harder to manage than any other form of risk.
Integrity and quality of products and services are now regarded as the top drivers of a good reputation in Australasian organisations.
And customer dissatisfaction has become the most significant trigger for reputation risk.
Download the full report for the detailed findings and analysis.
Reputation has become more important – but it's also getting harder to manage.
Chief Executive, Neil Green, shares an overview of the Reputation Reality 2019 research findings.
Associate Partner, Nicki Sambuco, discusses the link between healthcare organisations and corporate reputation risks.
Associate Partner, Susannah Wade, explores the importance of effective stakeholder engagement as the key to strong reputation management.
General Manager and Partner, Jamie Morse, explores risks to reputation.
Head of Change, Angela Scaffidi, explores why integrity is one of the top drivers of a great reputation.
Partner, Matt Foran, discusses the importance of understanding your customer in building and maintaining reputation.
Partner and Head of Digital, Erin Leuschke, explores data privacy and reputational risk.
Partner, Craig Badings, discusses reputation as a primary asset.
"Increasingly leaders are expected to step up and take a stand on social and environmental issues."
Approach and methodology
The Reputation Reality survey sought the opinions of 254 people – from senior leaders and board members to senior executives and senior managers in the private and public sectors.
This is the sixth time that SenateSHJ has researched leaders' attitudes towards corporate reputation – and it reflects the importance we attach to the topic.
What drives a positive reputation?
Across Australasia, the top two drivers of good reputation were identified as integrity and quality of products and services. In Australia, leadership rose in importance, moving from eighth to third place. In New Zealand, business leaders placed a greater emphasis on transparency, which took the third place.
"Over 30% of organisations do not have a crisis communications plan. Of those who do, one in three executives are not confident in using it."
What triggers a crisis?
While some factors remain constant, when it comes to keeping corporate eyes and ears open for potential triggers, organisations cannot take anything for granted.
This year, 'customer dissatisfaction' has become the most significant trigger in both New Zealand and Australia.
Looking to the future, this trigger is set to remain a concern for executives, while data privacy and cyber issues are also among the top risks on the horizon.