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APPENDIX Reputation: Risk of risks

Do you agree or disagree with the following statements? (% respondents)

Corporate reputation is one of the primary assets of my firm

90

The risks involving an organisation's reputation have increased significantly over the past five years 84

Reputational risk is harder to manage than other forms of risk

62

My firm is proactive in enhancing and protecting its reputation

62

It is impossible to quantify the impact of reputational risks

27

Our programme for corporate social responsibility is reputational risk management by another name 25

My firm usually thinks about its reputation only when things go wrong

25

A well-run business doesn t need to invest extra resources into guarding against reputational risk 17

Agree

4

6

7

10

28

10

16

22

52

21

34

40

66

8

73

10

Disagree

Neutral

Which of the following have major responsibility for managing reputational risk within your company? Please check as many as apply. (% respondents)

How would you rate each of the following as an obstacle to managing reputational risk in your organisation? (% respondents, major obstacle)

Lack of established tools and techniques to manage reputational risk

CEO/President/Chairman

44

Board of directors 42

Chief risk officer (CRO)/Head of risk management 39

Head of business units

84

No one has taken formal responsibility for reputational risk 39

Poor co-ordination between the board, risk function, corporate communications, etc 32

Poor communications with external stakeholders 27

Communications manager

39

Too many reputational threats to manage 22

CFO

35

Management is too internally focused/unaware of external perceptions 21

Compliance officer

33

Weak governance/internal controls 20

33

Chief operating officer 28

Marketing manager 24

Head of country operations 23

Brand manager 13

Media agency 11

Other 5

22

© The Economist Intelligence Unit 2005

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