Cicero March 2021 news and updates - The women's edition

Cicero/AMO News / March 2021 Louise Stewart, Strategic Counsel - louise.stewart@cicero-group.com March is Women’s History Month and this month also saw us celebrate International Women’s Day. This year’s theme was #ChoosetoChallenge and at Cicero/AMO we pledged to challenge gender stereotypes and inequality. So many people have been badly affected by the pandemic over the past year and statistics show that women have suffered the greatest economic impact of COVID – they’ve been more likely to lose their jobs and more likely to take on the roles of carer or of home schooler. So, in this special edition of the newsletter we have asked some of the fantastic women at Cicero/AMO to reflect on what the last year has been like in communications, in public affairs, on the shift to working from home and to discuss how they are looking positively to the future.

Click the links below to navigate: Politics of the Pandemic - The first time in a long time to evaluate if our politics works

2

By Sonia Khan, Account Director, UK Public Affairs

Authenticity is key to good communications

3

By Fenella Cuthbert, Account Director, Corporate Communications

Diversity and inclusion must be a part of post-pandemic recovery

4

By Sarah Bosworth, Senior Research Executive, Research and Campaigns

Will working life ever be the same again?

6

By Parisa Namazi, Director of Talent

Meet the Cicero/AMO team

7

Eight lessons we have learnt during lockdown

8

Cicero/AMO highlights

9 1

Politics of the Pandemic - The first time in a long time to evaluate if our politics works

By Sonia Khan, Account Director, UK Public Affairs The last year has been unlike anything we’ve ever seen. A global pandemic has gripped the country with devastating consequences for millions of people and the government has had to react accordingly. Gone are the days where the weeks are measured in manifesto commitments, now they’re measured in vaccinations.

Bristol against the police reflect that, and there is a growing core who feel the state has overreached and they won’t allow it any longer. With a live discussion on vaccine passports and whether we’ll need a vaccine to go back to ‘normal life’, how we use and store data will be a critical discussion as we emerge out of the pandemic.

First, we rely on the state more and expect more.

The response to the pandemic has been state-led globally. While we can’t ignore the innovation and brilliance of many companies around the world in developing the vaccine, procuring PPE and keeping essential services running, the crux of this activity has been the government. We’ve all had to accept a bigger state into our lives and into our homes, we watched the news conferences diligently and have taken the steps needed to keep ourselves and our families safe. But in return, we expect the state to provide a safety net – for those with longterm ailments from the virus and for those whose livelihoods have been at risk.

There’s little doubt that 2021 will be the year of change. This is the first time in a long time where we have time to evaluate if our politics works. Does it reflect the society we want? Is it effective in tackling the inequality we see? Are the government’s priorities reflective of our own?

Gone are the days of a smaller state and smaller spending. The think tanks who’d usually make this argument strongly have had to concede that a bigger state is here to stay for the foreseeable future and that their approach must be to minimise this overreach.

For more information about public affairs, please contact:

I’ve seen ideas gain traction this year that would have been rubbished within seconds in previous years, but the pandemic has changed our relationships with one another, and changed our values and perspectives. Now’s the time to take those learnings and embed them if we are to embody the change we want to see.

Sonia Khan, Account Director, Public Affairs sonia.khan@cicero-group.com

Of course, because of the speed of change during the pandemic decisions have had to be taken quickly and there has been limited scrutiny of government decisions, and while the Labour party’s noble constructive opposition approach has been effective in preventing distraction from the task at hand, it has felt like a one-party system.

What has been interesting has been how, even when the government has got things wrong, they have still led in the polls.

I know we all treat polls with more caution these days after having been burnt in the past but they’re still a useful indicator of where public sentiment is currently. It might change when the inquiry into COVID-19 starts at some point next year but there’s clearly a lot of goodwill out there.

However, for some there’s weariness and after a year in lockdown, another debate is emerging on our personal freedom. The recent clashes in 2

Authenticity is key to good communications

By Fenella Cuthbert, Account Director, Corporate Communications Before the pandemic there was a growing trend for companies to have a purpose beyond profit.

In recent months there has been some debate as to whether we will see this trend accelerate or if business will focus on financial survival as we begin to navigate our way back to normality.

I don’t believe purpose and financial survival are mutually exclusive. In today’s world of mass communication, via smart phones and “always on” news, there is nowhere to hide for businesses that prioritise profits above all else.

Information spreads expeditiously among the smartphone generation leading to a proliferation of people and business being ‘cancelled’ if they are perceived to be acting unfairly or having a negative impact. In January, droves of WhatsApp users deleted the app in protest to its new data rules, moving to its newer rival Signal. Perhaps more notable was the boycotting of Amazon when claims of tax avoidance came to light.

purpose and the bottom line and ensures that every vein of the business connects to that narrative.

But the purpose must be real. It must resonate with the business, its people, products and services. Insincerity simply doesn’t fly anymore and consumers can spot a fraud from a mile off.

I imagine we’ll see some businesses jumping on the bandwagon, poorly attempting to be ‘real’ and purposeful but they will be caught out. Either way, purpose-driven businesses are here to stay, which is, in itself, a profit driver.

For more information about communications, please contact: Fenella Cuthbert, Account Director fenella.cuthbert@cicero-group.com

Consumers are increasingly conscientious. They care about the businesses they are affiliated with and where they spend their money. Businesses must do more to retain and grow their customer base or they too risk being ‘cancelled’ or simply drowned out by the noise of competitors around them.

However, a business’ purpose must be authentic. It isn’t just a “nice to have” or a campaign to keep the comms agency busy - purpose should be intrinsic and must be deeply aligned with the wider business narrative, activities and people. A purpose isn’t thought up in a quick board meeting: it is strategic and all-consuming, and it may need a company to completely turn itself upside down, examining every area to ensure that it too serves the wider purpose.

Having a purpose is in the heart of the business.

We hear a lot about ‘building back better and’ many businesses will be reviewing their offerings to better suit the ‘new normal’ – whatever that may be. It is during this time of enforced change and selfevaluation that businesses can shape their vision for the future.

Communications practitioners are the biggest ally for businesses during this time of immense change.

PR is about strategically creating and integrating the business’ narrative, which ultimately serves both the

3

Diversity and inclusion must be a part of post-pandemic recovery

By Sarah Bosworth, Senior Research Executive, Research & Campaigns The pandemic has had an impact on so many areas of our life over the past year and it has become clear that women have been disproportionately hit by the pandemic, with more finding themselves out of work, furloughed or taking on home schooling responsibilities. All of these factors are likely to further exacerbate the UK gender pay gap, which already stood at 17.4% in April 2019. This was the last time when large corporates (with over 250 employees) were obliged to disclose their gender pay gap. Due to the pandemic, 30 months will have passed by October 2021 when these same companies will next be required to report on their gender pay gap and we will know how it has changed. Unfortunately, where progress was being made, the pandemic has caused a long pause on what was intended to be annual reporting.

Anecdotally, the picture of women’s experience in the workplace over the last year doesn’t look pretty. Research from the Institute for Fiscal Studies (IFS) showed how women with childcare responsibilities were picking up the brunt of the lockdown load, spending on average 10.3 hours a day looking after children, 2.3 hours more than their male counterparts. This impacted women’s working lives, with mothers more likely to have left paid work or reduced their paid hours during the pandemic than fathers. As a driver for change, on improving equality in the short term, the pandemic appears to have put us in reverse.

The pandemic has also given us time away from the office to reflect on what a new work / life balance could be, particularly for those lucky enough to be able to work remotely. Outside the context of a global pandemic, working from home a few days a week and cutting down on commute times are perks that employees would like to keep. It offers a way to better balance home priorities or frees up time to pursue interests outside the office that can strengthen wellbeing. We now know this ‘new normal’ can work, and it would be short-sighted of companies to ignore the positives the pandemic has brought.

At the same time, while COVID may have put on ice the requirement for firms to disclose on social issues, it hasn’t frozen society’s concerns on raising awareness of the barriers to equality in the workplace. For Millennials and Gen Z employees in particular, companies having a clear social purpose

and being transparent on disclosing around social issues will no longer be a ‘nice to have’ that firms can opt into, but a yardstick by which they are judged.

Of course, it is far easier to raise and highlight an issue than it is to fix it. Currently, much of the reporting data on social issues that is being called for just doesn’t exist. While the abbreviation of ESG (Environmental, Social and Governance) is becoming common parlance in corporate communications, attention on social and governance issues remain in their infancy compared to the environmental concerns.

The magnifying glass through which firms are scrutinised over their practices around social and governance issues has less focus to it than it does on environmental topics. Even on environmental topics, progress is only just beginning to be made to establish standardised and meaningful measures for companies to consistently disclose on.

While the data may not exist yet, the direction from the legislative and regulatory standpoint is already being marked out. The European Banking Authority’s (EBA) current Consultation Paper on ESG implementing standards sees climate change disclosures required by firms as the first stage, with quantitative information on social and governance issues planned in the future for stage three.

This change in expecting companies to disclose more on social issues is simultaneously happening on a global scale and here in the UK. In a recent speech, Nikhil Rathi, the new CEO of the Financial Conduct Authority (FCA), the UK’s financial services regulator, outlined the significance he holds in firms improving their diversity and inclusion standards: “As an employer, we are determined to improve our own diversity and to work on our culture to ensure it is inclusive. As a regulator, we want the same from the firms we oversee and in the markets we regulate. Not because it is a social good – although, frankly, that should be enough. We care because diversity reduces conduct risk and those firms that fail to reflect society run the risk of poorly serving diverse communities. And, at that point, diversity and inclusion become regulatory issues.”

Change is clearly coming. While companies may be focussing on the ‘E’ of ESG in 2021, it won’t be long before scrutiny turns to what they are also

4

doing around the ‘S’ and ‘G’ too. It is now up to companies whether they want to lead by example on disclosing and committing to social and governance issues, or to wait to be pushed along by the regulator or policymaker. Firms have the chance now to own their own change and begin to both show and tell external stakeholders what they are doing to address and promote social and governance issues internally with their businesses. If this is not incentive enough, it is becoming widely acknowledged that it is economically prudent for firms to be socially smart too.

Social issues like the gender pay gap may have lost the battle over the last year during the pandemic, there is still hope that the war of improving equality and inclusion in the workplace can be won, thanks in part to the awareness the last year has shown us.

For more information about research and campaigns, please contact: Sarah Bosworth, Senior Research Executive, Research & Campaigns sarah.bosworth@cicero-group.com

5

Will working life ever be the same again?

By Parisa Namazi, Director of Talent When we first got the instruction to stay at home from the government in March last year, I don’t think any of us seriously thought we would be in lockdown a full year later.

There’s little doubt it’s been a challenging year for everyone, in so many ways, but I am very proud of the way staff and clients have adapted to the situation so quickly and seamlessly.

In terms of staff wellbeing, we have tried hard at Cicero/AMO to support the team throughout the various lockdowns over the past year.

To try to prevent Zoom fatigue, we introduced a lunchtime break across the business between 13:00 and 14:00. All staff should be able to take their break anyway but by putting it in calendars, staff have been more inclined to take a proper break away from their screen and been more mindful of putting endless meetings into their diaries. We also encourage staff to use our ‘Take II’ programme, which means they can take two hours, at a time to suit them, away from work each week. Many people have been using this break to go for a walk and get outside in daylight.

the office felt unbalanced, it seems most people agree that spending all our working hours at home feels quite isolating and at times inefficient for collaboration and professional development. With many large firms deciding that there is no need to return to the office for a five-day week, the move to more remote working will continue. At Cicero/AMO we have surveyed staff and the majority are looking for a hybrid model, with task focused flexibility, when we can return to work for a couple of days a week in the office, where they can collaborate with colleagues and meet clients and the rest of the time working remotely. We are now making plans to ensure this model works for the team so that, as soon as the rules allow, we are able to adopt this new way of working which brings us back together but also applies the valuable things we have learned over the past year of remote working.

For more information about Cicero/AMO’s initiatives, please contact: Parisa Namazi, Director of Talent parisa.namazi@cicero-group.com

We’ve also set up a mentoring scheme so that staff have someone within the business they can speak to about any concerns, we had ‘coffee and coaching’ workshops to help people stay connected and we have launched a women’s network to help people connect, which isn’t as easy when not in the office.

For new joiners, it has been difficult joining a new business (and for some their first job) remotely.

We have set up buddies across teams and have engaged them in interactive team workshops to help them get to know one another and learn more about the business.

We’ve had a whole programme of virtual events from online yoga, to mediation as well as advice on finances, one-to-one coaching and activities for children while parents were home schooling. All our staff have access to a confidential 24/7 counselling service which has provided professional support where it has been necessary.

While people adjusted quickly to working from home, I know that many are now keen to get some balance back between remote and office working.

Much like spending 100% of our working hours in

6

Meet the Cicero/AMO team Megan Harley, Digital Creative Director Megan heads up the digital team leading on creative within the digital team at Cicero/AMO, working across graphic design, video, and creative/digital strategy. She has vast experience predominately working across the B2B, corporate and financial industries. Megan has worked with clients such as HS2, Bank of England, AXA, Santander, and HSBC. She has a vast creative skillset and experience across product design, digital marketing, video/animation, UX/UI and specialising in graphic design and illustration.

Megan led the Cicero/AMO team to achieve the 2018 EMEA SABRE award for ‘Best in branding’ and 2017 ‘Best use of Photography and Illustration’.

Megan has also exhibited at the Design Museum as a shortlist for the 2015 AXA PPP Health Tech & You Awards.

Get in touch... Megan Harley, Digital Creative Director - megan.harley@cicero-group.com

Helena Walsh, Managing Director, EU Public Affairs Helena leads Cicero/AMO’s Brussels and Dublin teams. She has fifteen years’ of experience working on Government and EU policy across sectors including financial services, digital, environmental and trade. Before joining Cicero/AMO, Helena was a Political Functionnaire on the European Parliament Economic and Monetary Affairs Committee and has also worked at the Irish Industrial Development Agency (IDA Ireland). She began her career in the European Commission.

Helena provides senior counsel to clients on technical policy issues in addition to campaign strategy and planning on the EU legislative processes. She holds a Master’s degree in European Social Policy Analysis and has previously lived in Denmark and Japan.

In 2014 Helena was listed as one of the Top 40 Rising Stars of the Trading and Technology Industry

by Financial News. In 2012 she was voted European Consultant of the Year at the European Public Affairs Awards.

Get in touch... Helena Walsh, Managing Director, EU Public Affairs - helena.walsh@cicero-group.com

7

8 lessons we have learnt during lockdown:

🏠

1

Many of us can work effectively - and even more productively - from home.

2

But we also miss collaborating with our colleagues and clients and are looking forward to hybrid working returning.

3

We’ve finally learnt to unmute before speaking in Zoom meetings (most of the time!).

4

We’re not alone. While easier to write than to enact, being aware that our friends, family and colleagues are going through the same experience has, in many cases, strengthened our support networks.

5

Pets are a godsend. Whether it be colleagues’ cats joining Zoom calls, recently rescued greyhounds lighting up our WhatsApp, or stories of troubled tortoises getting stuck upside down, pets have brought some much-needed endorphins.

6

Commuting is even more of a waste of time than we first thought.

7

Nearly everything can be done virtually, sometimes better. Particularly for events and conferences, the removal of physical distance as a barrier to attendance has resulted in increasing accessibility.

8

The importance of segregating work from home life - some of us are still working on that one!

🏢

🔊

❤

🐶

🚆

💻

🏃

Cicero/AMO highlights: 1. PRWeek’s 2021 UK Power Book Every year, PRWeek unveils the PR pros who lead the way in their respective areas. This year, we’re delighted to announce that it features three Ciceronians: Cicero/ AMO’s Executive Chairman Iain Anderson, Senior Counsel Louise Stewart, and Account Director Sonia Khan.

2. Cicero Charity Challenges: Ciceronians have been using their spare time in lockdown to embark on charity challenges that benefit great causes. This month, we would like to highlight: •

Cicero/AMO ran our second Virtual Work Experience in partnership with Speakers for Schools.

15 of our committed employees volunteered to teach 30 students aged 15-18 all about the Communications Industry via #Googleclassroom. It felt even more important this year with the school year being so disrupted by the pandemic and the feedback from the students was excellent.

8

•

Senior Counsel Louise Stewart has been walking 10,000 steps a day throughout March. Louise, who is in remission from breast cancer, has raised over £2,000 to support Cancer Research’s lifesaving research.

•

Account Manager Euan Ryan cycled 154km (the distance from Damascus in Syria to Za’atari Refugee in Jordan) in solidarity with Syrian refugees. The cycle supported an existing fundraiser ‘Move for Mercy Corps’.

3. International Women’s Day On March 8th, the Cicero/AMO team celebrated IWD with their own pledges on what they’d #ChooseToChallenge.

On the day we also launched the Cicero/AMO Women’s Network to help promote equality and to support women to have the skills and confidence to succeed.

Across the UK things are starting to look up, with lockdown rules easing meaning we can begin to see loved ones again (at a social distance!) and the Spring sunshine arriving with a bang. We wish all our clients and readers a Happy Easter, and we hope you enjoy the long weekend!

9