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The State of Corporate Reputation in 2020: Everything Matters Now

This new survey was conducted among executives from 22 markets worldwide and examines what drives a company’s reputation, why it is important to be highly regarded and the benefits that come with having a strong corporate reputation.

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The State of Corporate
Reputation in 2020
Logos: WS, KRC
Introduction
As global business markets head into a new and undoubtedly pivotal
decade, business leaders must be prepared for the unpredictable and
unknown. Reputational opportunities and threats lie in wait everywhere,
internally and externally. The spotlight is more unforgiving as consumers
shun companies when they lose trust in them or disagree with them
about social issues.
The year 2020 marks not just the start of a new decade, but a year in
which business leaders all over the globe will need to hone their 20/20
visual acuity and raise their antennae to scan the reputational landscape
on a 360-degree basis. Building and protecting reputation must be a
daily solve for all companies, large and small.
It is in the context of these unprecedented changing times that Weber
Shandwick took stock of the reputation of business. The State of
Corporate Reputation in 2020: Everything Matters Now examines
what drives reputation, why it’s important to be highly regarded and the
benefits that come with having a strong reputation.
2
It has been widely accepted that reputation
makes a meaningful contribution to
business success. Our study quantifies the
remarkably high value assigned to
reputation today and shows how it takes a
fierce level of attention to an unprecedented
suite of reputation drivers – nearly two
dozen deemed significant – to remain highly
regarded and prevent reputation erosion.
3
Gail Heimann
President & CEO
Weber Shandwick
What we did
Weber Shandwick, in partnership with KRC Research, conducted an online survey among 2,227
executives worldwide in each of the following markets:
Respondents are in mid-
to high-level positions at
companies with revenue
of at least $500 million in
developed markets and
$250 million in emerging
markets. Executives
represent a variety of
industries. The survey
was fielded July-August
2019.
Latin America
Brazil (102)
Colombia (102)
Mexico (102)
North America
Canada (102)
United States (105)
EMEA
Belgium (100)
France (100)
Germany (100)
South Africa (100)
Asia Pacific
Australia (103)
China (101)
Hong Kong SAR (103)
India (101)
4
Spain (100)
Sweden (100)
Switzerland (100)
UAE (102)
UK (101)
Indonesia (100)
Japan (101)
Singapore (101)
South Korea (101)
What we learned
5
Executives report
strong corporate
and CEO reputation
Strength of company and CEO reputations
(% global executives)
45%
38%
42%
44%
10%
13%
2%
3%
1%
1%
1%
Company Reputation Company's Top Leader
Reputation
Not sure
Very weak
Somewhat weak
Neither strong nor weak
Somewhat strong
Very strong
87% of global executives say that their company
has a strong reputation and 82% believe their
chief executives have a strong reputation.
6
87%
82%
France 61%
Spain 60%
On average, global
executives attribute
63% of their
company’s market
value to their
company’s overall
reputation.
Executives from
every market report
high reputational
contributions.
7
Reputation has an appreciable impact on market value
United States 62%
Canada 55%
Global 63%
Belgium 61%
Germany 62%
South Africa 67%
Sweden 63%
Switzerland 62%
United Kingdom 47%
Australia 58%
United Arab Emirates 73%
India 69%
China 65%
Indonesia 73%
Singapore 53%
Japan 58%South Korea 63%
Brazil 76%
Colombia 71%
Mexico 75%
% market value attributed to company reputation
(on average)
Hong Kong SAR 47%
France 47%
Spain 48%
Global executives
attribute an average
of 58% of their
firms’ overall
reputations to the
leader who runs the
company.
8
The CEO plays a major reputational role
United States 49%
Canada 45%
Global 58%
Belgium 58%
Germany 59%
South Africa 61%
Sweden 60%
Switzerland 53%
United Kingdom 35%
Australia 48%
United Arab Emirates 68%
India 65%
Indonesia 75%
Singapore 52%
Japan 54%South Korea 57%
Brazil 71%
Colombia 74%
Mexico 74%
% company reputation attributed to reputation of top leader
(on average)
China 54%
Hong Kong SAR 47%
A company’s reputation is similarly influenced by a
variety of factors, with no one driver having a greater
impact than the rest. When asked to rate nearly two
dozen different reputation drivers on how much each
contributes to their own company’s reputation, global
executives assign similar scores to each. All 23 are rated
highly by at least half of the global executives in our
study.
This lack of distinction suggests that
companies can no longer solely focus
on just a few key drivers of reputation
but on many multiple drivers.
Reputation is
“omnidriven” – it’s
impacted from all sides 63%
63%
61%
60%
60%
59%
59%
59%
58%
58%
57%
57%
57%
56%
56%
55%
55%
54%
54%
53%
51%
50%
48%
Quality of products or services
Quality of employees
Quality of customer service
Safety of products or services
Respect for customer or employee privacy
Product or service innovation
Industry leadership
Financial performance
Value for the cost or price of products or services
Ethics and values
Technological advancement
Corporate culture
Corporate purpose
Quality of CEO or chair
Training and support for employees
Marketing and communications
Quality of senior leadership other than CEO or chair
Diversity and inclusion of the workplace
Community relations
Governance
Environmental responsibility
Global presence
Philanthropy or charity support
Factors that contribute to company reputation
(% global executives rate 8-10 on 10-point scale)
9
Customers, investors and employees are
identified by global executives as the most
important stakeholders when it comes to a
company’s reputation. However, all
stakeholder groups presented in the survey
were rated highly, by at least two-thirds. The
importance of stakeholder primacy in addition
to shareholder primacy, as defined by the
Business Roundtable, is evident here.
Corporate
reputation
success is
dependent
upon a large
stakeholder set
Importance of stakeholder perceptions to company reputation
(% global executives rate very/somewhat important)
87%
86%
83%
80%
75%
74%
73%
68%
66%
Customers
Investors (among publicly held companies)
Employees
Suppliers and partners
People in the local community
Government officials and regulators
The media
People on social media
Nonprofits, advocacy groups or non-
governmental organizations
10
91% of executives say their company’s reputation is
important to their board of directors. Only seven percent
say reputation is not important to the board.
Reputation is on the
board’s agenda
Importance of company reputation to
Board of Directors
(% global executives)
52%
39%
7%
2%
Company does not have a
board of directors
Not important
Somewhat important
Very Important
A company’s reputation matters to more
stakeholders than ever before. This research
demonstrates that executives firmly believe
that reputation matters to board members.
Board members are clearly perceived as
proactive partners in reputation management
today. After all, boards of directors have
oversight responsibility for mitigating
reputation risk and driving business value.
MICHO SPRING
CHAIR, GLOBAL CORPORATE PRACTICE
WEBER SHANDWICK
11
91%
Reputation is
measured
How leadership measures/monitors company reputation
-Top 10 Metrics-
(among executives whose CEO/other leaders measure company’s reputation)
71%
6 74 5
Awards and
rankings 37%
Online customer ratings
and reviews 36%
New customer or client
acquisitions 36%
Media coverage 34%
Online employee ratings
and reviews 34%
Personal judgment
of CEO or leadership
team 30%
1
Employee satisfaction or
engagement 47%
8
Social media or other
internet metrics 29%
2
Sales and/or financial
performance 45%
9
Number of website
visitors 27%
3
Surveys among important
stakeholder groups* 40%
10
Government or state
support 25%
*Such as customers or clients, employees, government, media, industry associations
12
of global executives say that their
company leadership monitors/measures
company’s reputation
When asked how reputation gets
measured, executives identify five
metrics, on average, that their
leadership uses, the most common
being employee
satisfaction/engagement,
sales/financial performance, and
surveys among various stakeholder
groups.
70% of global executives report that
their senior management spends just
the right amount of time focusing on
their company’s reputation.
Reputation is
well tended to by
leadership
Senior management focus on company’s reputation
(% global executives)
9%
70%
18%
3%
Not sure
Too much
Just the right amount
Not enough
13
69% of global executives say senior management has mentioned their company’s reputation to employees in the past 12 months and 57% of
those who work for publicly-held companies report company reputation has been addressed on earnings calls.
14
Reputation is communicated to employees and investors
Senior management mentioned company’s
reputation to employees in past 12 months
(% global executives)
Company reputation mentioned on
earnings calls
(% global executives who work at publicly held companies)
8%
24%
69% Yes
No
Not sure
6%
14%
23%
57%
Yes
No
Not sure
Company does not
hold earnings calls
15
76%
18%
6%
Yes No Not sure
Despite leadership
focus on
reputation, most
reputational crises
are considered
preventable
39%
of global executives report
their company experienced a
crisis in the past 2-3 years that
affected company reputation
76% of global executives whose company
experienced a recent reputational crisis report
that the crisis could have been prevented.
Crisis could have been prevented
(% executives whose company experienced crisis)
79% of global executives say it’s important for the CEO to communicate the organization’s values in order to be highly regarded.
Additionally, 58% rate a company’s ability to communicate and deliver upon its mission, vision and value highly as a marketing and
communications driver of reputation. Values are also expected to be conveyed by CEOs addressing societal issues (56%).
Importance of values to reputation
(% global executives)
79% 58% 56%Very/somewhat important for
the CEO to communicate the
organization’s values to be
highly regarded
Company’s ability to communicate
and deliver upon its mission, vision
and values contributes to reputation
(rated 8-10 on 10-point scale)
Agree that CEO or other company
leader should express an opinion or
take action on societal issues
Communication of values is key
16
17
71% of global executives believe that it is important for senior leadership, other than the CEO, to have a visible public profile and 67%
believe that it is important for the CEO to have a visible public profile. Several external activities are rated as important to reputation.
71%
71%
68%
67%
64%
59%
Senior leadership, other than its top leader, has a visible public profile
(e.g., in the news media and at industry events)
The CEO shares new insights and trends with the public
The CEO is active in local community activities
The CEO has a visible public profile (e.g., in the news media and at
industry events)
The CEO wins awards and ranks on “best of” lists
The CEO has a presence on social media, such as having a profile on
Facebook, LinkedIn, or WeChat
Leaders build company reputation through
a variety of activities
Importance of leadership visibility activities for a company to be highly regarded
(% global executives)
Building reputation for
greater market value
18
33% of global executives see an
exceptionally strong link between reputation
and market value, reporting that 76% or
more of their market value is attributed to
their company’s reputation. These
executives are referred to in the research
as “the 76 Percenters” and represent the
companies that are leveraging reputations
for maximum financial returns.
The 76
Percenters
% market value attributed to company reputation
(global executives)
33% 31%
10%
12%
14%
76%+ of market
value
50%-75% of
market value
26%-49% of
market value
0%-25% of
market value
Not sure
19
The 76 Percenters report that more than three-quarters of their company’s market value is attributed to its reputation.
They differ from the average global company on one important characteristic: they leverage their strong reputations
to maximize their company market values.
The 76 Percenters are the pinnacle of strong reputation
20
83%
86% 87%
94%
69%
85%
82%
93%
0%-25% 26%-49% 50%-75% 76%+
Strong company reputation
Strong top leader reputation
Company and Leader
Reputation by Perceived
Contribution to Market
Value
(% market value attributable to
reputation)
21
The five best practice insights here
are based on the actions that most
distinguish the 76 Percenters from
average companies.
Leveraging
reputation to
maximize
market value
Every driver of reputation is magnified1
Measurement of reputation is key2
Marketing and communications are critical
drivers of reputation
3
Reputation is strategically communicated to
critical stakeholders
4
Senior leadership is highly visible5
5 Lessons from
76 Percenters
For more information about The State of Corporate Reputation in 2020: Everything Matters Now, please contact:
22
Gail Heimann
President & CEO
Weber Shandwick
gheimann@webershandwick.com
Andy Polansky
Executive Chairman
Weber Shandwick
apolansky@webershandwick.com
Jack Leslie
Chairman
Weber Shandwick
jleslie@webershandwick.com
Chris Perry
Chief Innovation Officer
Weber Shandwick
cperry@webershandwick.com
Sara Gavin
Chief Client Officer
Weber Shandwick
sgavin@webershandwick.com
Micho Spring
Chair, Global Corporate Practice
Weber Shandwick
mspring@webershandwick.com
Joy Farber Kolo
President, North America
Weber Shandwick
jfarber@webershandwick.com
Tim Sutton
Chairman, EMEA & Asia Pacific
Weber Shandwick
tsutton@webershandwick.com
Jonas Palmqvist
COO, EMEA
Weber Shandwick
jonas.palmqvist@webershandwick.com
Baxter Jolly
CEO, Asia Pacific
Weber Shandwick
bjolly@webershandwick.com
Leslie Gaines-Ross
Chief Reputation Strategist-in-Residence
Weber Shandwick
lgaines-ross@webershandwick.com
Elizabeth Rizzo
SVP, Reputation Research
Weber Shandwick
erizzo@webershandwick.com
Mark Richards
SVP/Management Supervisor
KRC Research
mrichards@krcresearch.com
Laura Schoen
Chair, Latin America
Weber Shandwick
lschoen@webershandwick.com
Ze Schiavoni
CEO, S2 Publicom
Weber Shandwick
zschiavoni@webershandwick.com
Amanda Berenstein
Managing Director, Mexico City
Weber Shandwick
aberenstein@webershandwick.com
Greg Power
President & CEO, Canada
Weber Shandwick
gpower@webershandwick.com
Jill Tannenbaum
Chief Communications & Marketing Officer
Weber Shandwick
jtannenbaum@webershandwick.com
Thank you

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The State of Corporate Reputation in 2020: Everything Matters Now

  • 1. The State of Corporate Reputation in 2020 Logos: WS, KRC
  • 2. Introduction As global business markets head into a new and undoubtedly pivotal decade, business leaders must be prepared for the unpredictable and unknown. Reputational opportunities and threats lie in wait everywhere, internally and externally. The spotlight is more unforgiving as consumers shun companies when they lose trust in them or disagree with them about social issues. The year 2020 marks not just the start of a new decade, but a year in which business leaders all over the globe will need to hone their 20/20 visual acuity and raise their antennae to scan the reputational landscape on a 360-degree basis. Building and protecting reputation must be a daily solve for all companies, large and small. It is in the context of these unprecedented changing times that Weber Shandwick took stock of the reputation of business. The State of Corporate Reputation in 2020: Everything Matters Now examines what drives reputation, why it’s important to be highly regarded and the benefits that come with having a strong reputation. 2
  • 3. It has been widely accepted that reputation makes a meaningful contribution to business success. Our study quantifies the remarkably high value assigned to reputation today and shows how it takes a fierce level of attention to an unprecedented suite of reputation drivers – nearly two dozen deemed significant – to remain highly regarded and prevent reputation erosion. 3 Gail Heimann President & CEO Weber Shandwick
  • 4. What we did Weber Shandwick, in partnership with KRC Research, conducted an online survey among 2,227 executives worldwide in each of the following markets: Respondents are in mid- to high-level positions at companies with revenue of at least $500 million in developed markets and $250 million in emerging markets. Executives represent a variety of industries. The survey was fielded July-August 2019. Latin America Brazil (102) Colombia (102) Mexico (102) North America Canada (102) United States (105) EMEA Belgium (100) France (100) Germany (100) South Africa (100) Asia Pacific Australia (103) China (101) Hong Kong SAR (103) India (101) 4 Spain (100) Sweden (100) Switzerland (100) UAE (102) UK (101) Indonesia (100) Japan (101) Singapore (101) South Korea (101)
  • 6. Executives report strong corporate and CEO reputation Strength of company and CEO reputations (% global executives) 45% 38% 42% 44% 10% 13% 2% 3% 1% 1% 1% Company Reputation Company's Top Leader Reputation Not sure Very weak Somewhat weak Neither strong nor weak Somewhat strong Very strong 87% of global executives say that their company has a strong reputation and 82% believe their chief executives have a strong reputation. 6 87% 82%
  • 7. France 61% Spain 60% On average, global executives attribute 63% of their company’s market value to their company’s overall reputation. Executives from every market report high reputational contributions. 7 Reputation has an appreciable impact on market value United States 62% Canada 55% Global 63% Belgium 61% Germany 62% South Africa 67% Sweden 63% Switzerland 62% United Kingdom 47% Australia 58% United Arab Emirates 73% India 69% China 65% Indonesia 73% Singapore 53% Japan 58%South Korea 63% Brazil 76% Colombia 71% Mexico 75% % market value attributed to company reputation (on average) Hong Kong SAR 47%
  • 8. France 47% Spain 48% Global executives attribute an average of 58% of their firms’ overall reputations to the leader who runs the company. 8 The CEO plays a major reputational role United States 49% Canada 45% Global 58% Belgium 58% Germany 59% South Africa 61% Sweden 60% Switzerland 53% United Kingdom 35% Australia 48% United Arab Emirates 68% India 65% Indonesia 75% Singapore 52% Japan 54%South Korea 57% Brazil 71% Colombia 74% Mexico 74% % company reputation attributed to reputation of top leader (on average) China 54% Hong Kong SAR 47%
  • 9. A company’s reputation is similarly influenced by a variety of factors, with no one driver having a greater impact than the rest. When asked to rate nearly two dozen different reputation drivers on how much each contributes to their own company’s reputation, global executives assign similar scores to each. All 23 are rated highly by at least half of the global executives in our study. This lack of distinction suggests that companies can no longer solely focus on just a few key drivers of reputation but on many multiple drivers. Reputation is “omnidriven” – it’s impacted from all sides 63% 63% 61% 60% 60% 59% 59% 59% 58% 58% 57% 57% 57% 56% 56% 55% 55% 54% 54% 53% 51% 50% 48% Quality of products or services Quality of employees Quality of customer service Safety of products or services Respect for customer or employee privacy Product or service innovation Industry leadership Financial performance Value for the cost or price of products or services Ethics and values Technological advancement Corporate culture Corporate purpose Quality of CEO or chair Training and support for employees Marketing and communications Quality of senior leadership other than CEO or chair Diversity and inclusion of the workplace Community relations Governance Environmental responsibility Global presence Philanthropy or charity support Factors that contribute to company reputation (% global executives rate 8-10 on 10-point scale) 9
  • 10. Customers, investors and employees are identified by global executives as the most important stakeholders when it comes to a company’s reputation. However, all stakeholder groups presented in the survey were rated highly, by at least two-thirds. The importance of stakeholder primacy in addition to shareholder primacy, as defined by the Business Roundtable, is evident here. Corporate reputation success is dependent upon a large stakeholder set Importance of stakeholder perceptions to company reputation (% global executives rate very/somewhat important) 87% 86% 83% 80% 75% 74% 73% 68% 66% Customers Investors (among publicly held companies) Employees Suppliers and partners People in the local community Government officials and regulators The media People on social media Nonprofits, advocacy groups or non- governmental organizations 10
  • 11. 91% of executives say their company’s reputation is important to their board of directors. Only seven percent say reputation is not important to the board. Reputation is on the board’s agenda Importance of company reputation to Board of Directors (% global executives) 52% 39% 7% 2% Company does not have a board of directors Not important Somewhat important Very Important A company’s reputation matters to more stakeholders than ever before. This research demonstrates that executives firmly believe that reputation matters to board members. Board members are clearly perceived as proactive partners in reputation management today. After all, boards of directors have oversight responsibility for mitigating reputation risk and driving business value. MICHO SPRING CHAIR, GLOBAL CORPORATE PRACTICE WEBER SHANDWICK 11 91%
  • 12. Reputation is measured How leadership measures/monitors company reputation -Top 10 Metrics- (among executives whose CEO/other leaders measure company’s reputation) 71% 6 74 5 Awards and rankings 37% Online customer ratings and reviews 36% New customer or client acquisitions 36% Media coverage 34% Online employee ratings and reviews 34% Personal judgment of CEO or leadership team 30% 1 Employee satisfaction or engagement 47% 8 Social media or other internet metrics 29% 2 Sales and/or financial performance 45% 9 Number of website visitors 27% 3 Surveys among important stakeholder groups* 40% 10 Government or state support 25% *Such as customers or clients, employees, government, media, industry associations 12 of global executives say that their company leadership monitors/measures company’s reputation When asked how reputation gets measured, executives identify five metrics, on average, that their leadership uses, the most common being employee satisfaction/engagement, sales/financial performance, and surveys among various stakeholder groups.
  • 13. 70% of global executives report that their senior management spends just the right amount of time focusing on their company’s reputation. Reputation is well tended to by leadership Senior management focus on company’s reputation (% global executives) 9% 70% 18% 3% Not sure Too much Just the right amount Not enough 13
  • 14. 69% of global executives say senior management has mentioned their company’s reputation to employees in the past 12 months and 57% of those who work for publicly-held companies report company reputation has been addressed on earnings calls. 14 Reputation is communicated to employees and investors Senior management mentioned company’s reputation to employees in past 12 months (% global executives) Company reputation mentioned on earnings calls (% global executives who work at publicly held companies) 8% 24% 69% Yes No Not sure 6% 14% 23% 57% Yes No Not sure Company does not hold earnings calls
  • 15. 15 76% 18% 6% Yes No Not sure Despite leadership focus on reputation, most reputational crises are considered preventable 39% of global executives report their company experienced a crisis in the past 2-3 years that affected company reputation 76% of global executives whose company experienced a recent reputational crisis report that the crisis could have been prevented. Crisis could have been prevented (% executives whose company experienced crisis)
  • 16. 79% of global executives say it’s important for the CEO to communicate the organization’s values in order to be highly regarded. Additionally, 58% rate a company’s ability to communicate and deliver upon its mission, vision and value highly as a marketing and communications driver of reputation. Values are also expected to be conveyed by CEOs addressing societal issues (56%). Importance of values to reputation (% global executives) 79% 58% 56%Very/somewhat important for the CEO to communicate the organization’s values to be highly regarded Company’s ability to communicate and deliver upon its mission, vision and values contributes to reputation (rated 8-10 on 10-point scale) Agree that CEO or other company leader should express an opinion or take action on societal issues Communication of values is key 16
  • 17. 17 71% of global executives believe that it is important for senior leadership, other than the CEO, to have a visible public profile and 67% believe that it is important for the CEO to have a visible public profile. Several external activities are rated as important to reputation. 71% 71% 68% 67% 64% 59% Senior leadership, other than its top leader, has a visible public profile (e.g., in the news media and at industry events) The CEO shares new insights and trends with the public The CEO is active in local community activities The CEO has a visible public profile (e.g., in the news media and at industry events) The CEO wins awards and ranks on “best of” lists The CEO has a presence on social media, such as having a profile on Facebook, LinkedIn, or WeChat Leaders build company reputation through a variety of activities Importance of leadership visibility activities for a company to be highly regarded (% global executives)
  • 19. 33% of global executives see an exceptionally strong link between reputation and market value, reporting that 76% or more of their market value is attributed to their company’s reputation. These executives are referred to in the research as “the 76 Percenters” and represent the companies that are leveraging reputations for maximum financial returns. The 76 Percenters % market value attributed to company reputation (global executives) 33% 31% 10% 12% 14% 76%+ of market value 50%-75% of market value 26%-49% of market value 0%-25% of market value Not sure 19
  • 20. The 76 Percenters report that more than three-quarters of their company’s market value is attributed to its reputation. They differ from the average global company on one important characteristic: they leverage their strong reputations to maximize their company market values. The 76 Percenters are the pinnacle of strong reputation 20 83% 86% 87% 94% 69% 85% 82% 93% 0%-25% 26%-49% 50%-75% 76%+ Strong company reputation Strong top leader reputation Company and Leader Reputation by Perceived Contribution to Market Value (% market value attributable to reputation)
  • 21. 21 The five best practice insights here are based on the actions that most distinguish the 76 Percenters from average companies. Leveraging reputation to maximize market value Every driver of reputation is magnified1 Measurement of reputation is key2 Marketing and communications are critical drivers of reputation 3 Reputation is strategically communicated to critical stakeholders 4 Senior leadership is highly visible5 5 Lessons from 76 Percenters
  • 22. For more information about The State of Corporate Reputation in 2020: Everything Matters Now, please contact: 22 Gail Heimann President & CEO Weber Shandwick gheimann@webershandwick.com Andy Polansky Executive Chairman Weber Shandwick apolansky@webershandwick.com Jack Leslie Chairman Weber Shandwick jleslie@webershandwick.com Chris Perry Chief Innovation Officer Weber Shandwick cperry@webershandwick.com Sara Gavin Chief Client Officer Weber Shandwick sgavin@webershandwick.com Micho Spring Chair, Global Corporate Practice Weber Shandwick mspring@webershandwick.com Joy Farber Kolo President, North America Weber Shandwick jfarber@webershandwick.com Tim Sutton Chairman, EMEA & Asia Pacific Weber Shandwick tsutton@webershandwick.com Jonas Palmqvist COO, EMEA Weber Shandwick jonas.palmqvist@webershandwick.com Baxter Jolly CEO, Asia Pacific Weber Shandwick bjolly@webershandwick.com Leslie Gaines-Ross Chief Reputation Strategist-in-Residence Weber Shandwick lgaines-ross@webershandwick.com Elizabeth Rizzo SVP, Reputation Research Weber Shandwick erizzo@webershandwick.com Mark Richards SVP/Management Supervisor KRC Research mrichards@krcresearch.com Laura Schoen Chair, Latin America Weber Shandwick lschoen@webershandwick.com Ze Schiavoni CEO, S2 Publicom Weber Shandwick zschiavoni@webershandwick.com Amanda Berenstein Managing Director, Mexico City Weber Shandwick aberenstein@webershandwick.com Greg Power President & CEO, Canada Weber Shandwick gpower@webershandwick.com Jill Tannenbaum Chief Communications & Marketing Officer Weber Shandwick jtannenbaum@webershandwick.com Thank you