Research studies regularly show that reputational risk is considered one of the top risks facing companies and other organisations.

Nonetheless, confusion remains around the nature of reputational threats. What drives reputational risk? Should it be classified as it a macro- or a standalone risk? What is its impact? How does one account for reputational crises that result in higher share prices?

Whatever the answer, it is clear that traditional reputation management and risk management models and functions are not well suited to today’s hyper-connected and volatile business and social landscapes.

This talk examines the nature and drivers of reputational risk, and explores the link between risk management, crisis management, issues management, reputation management, and communications.

It makes the case for a more joined-up approach with an emphasis on informed, decisive and responsible leadership; strong corporate governance, culture and values; and real, actionable listening.