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2nd Conference Reputation Management

Early Bird Discount until August 9th 2013

Crisis Prevention �rough Stakeholder Alignment 5/6 September, 2013 Crowne Plaza, Prague www.reputation-conference.eu

Organising and Managing Your Reputation

Crisis Preparation and Recovery

Strategies for Optimising Stakeholder Relations

Workshops

1 Alignment and Engagement

1 Corporate Law and Reputation

1 CRM and Customer Communication

1 Elements of World Class Reputation

2 Reputation as a Strategy to Economic Success

2 Whistle-Blowing Policies and Litigation PR

2 Corporate Shared Value and the Society’s Needs

2 Reputation Recovery Model

3 Stakeholder Alignment on the Supply Chain

3 Online Reputation Management

3 �e Power of Total Stakeholder Support

3 Recovering Reputation After a Crisis


Conference Programme �ursday, September 5th 10.00 am

Doors Open

10.30 – 10.45 am

Welcome Note and Introduction Dr. Christopher Storck, Quadriga University Berlin Module 1: Organising and Managing Your Reputation

10.45 – 11.15 am

Keynote: The Alignment Factor: Leveraging the Power of Total Stakeholder Support Prof. Cees van Riel, Professor of Corporate Communication, Rotterdam Management School

11.15 – 11.45 am

Insight: Reputation as a Strategy to Economic Success Dr. Sofia Hitzbleck

11.45 – 12.15 pm

Best Case: Building Reputation to Secure Future Success for Life Sciences: Key Aspects for Successful Stakeholder Relations Herman Josef-Baaken, Managing Director, Grassrooter Online

12.15 – 12.30 pm

Debate

12.30 – 1.30 pm

Lunch Module 2: Crisis Preparation and Recovery

1.30 – 2.00 pm

Best Case: Protecting Reputation Through Whistle-Blowing Policies Emily Brand, Litigation PR Manager, Shell

2.00 – 2.30 pm

Best Case: Now You‘re Down, Then You‘re Up: Recovering Reputation After a Crisis Elma Peters, Director of Global Public Relations and Public Affairs, GE Oil & Gas

2.30 – 3.00 pm

Debate

3.00 – 3.30 pm

Coffee Break

3.30 – 5.00 pm

Workshop Sessions Workshop 1 Elements of World Class Reputation: Rationale, Strategy, Accountability Carsten Wegmann, Director, Reputation Institute Workshop 2 Reputation Recovery Model - Rescue, Rewind, Restore, Recover Milorad Ajder, Managing Director, Ipsos Mori Workshop 3 Making the Best Out of the 21st Century Technology: Online Reputation Management Christian Scherg, Managing Director, Reputation Advice GmbH

5.30 – 7.30 pm

City Tour

8.00 – open end

Dinner

From 8.30 pm

Dinner speech Law and Protection of Corporate Reputation Prof. Alastair Mullis, Professor of Law, University of East Anglia

Friday, September 6th 8.45 am 9.15 – 9.30 am

Doors open Introduction Dr. Christopher Storck, Quadriga University Berlin

9.30 – 10.15 am

Best Case CRM: For a Better CRM – Taking Customers‘ Feedback Seriously

10.15 – 11.00 am

Best Case CSV: From CSR to CSV – Creating Economic Value by Addressing Society‘s Needs Josje van der Meer, Communication Manager, Roche Pharma

11.00 – 11.30 am

Coffee and Networking Break

11.30 – 12.15 pm

Best Case B2B: Rules, Regulation, Reputation: Stakeholder Alignment on the Supply Chain Job van Harmelen Peer-to-Peer Discussion

12.15 – 1.00 pm


Editorial

Crisis Prevention through Stakeholder Alignment What does reputation depend on? What are the factors that make a company reputable? Are high-quality products and services enough to secure a company’s reputation? These are probably only some of the questions that companies should address. Reputation cannot be separated from its main components and influencers: employees, business partners/subcontractors, investors and customers. When relations with one of these groups are damaged, the over-all reputation will be affected. That’s why none of these groups should be overlooked. Reputation, internal communication and brand management go hand in hand, though they are often out of synch. The company can offer good services but fail in terms of employee policies. Or it can have sound employee policies but disappoint in terms of quality of products. Even when these three elements are eventually in a harmony the company may find itself in the awkward position of being attacked from the outside. Nevertheless, if reputation is well managed a company can be spared from these outside threats such as slander, libel or whistle-blowing. Thus, reputation should be every company’s priority. It is not an aspect that should be taken care of only when the occasion arises but on a constant basis because reputation is built everyday, brick by brick. Imagine a newly built house: take away just one supporting wall, and the whole building crumbles down. Reputation can be therefore seen as an intertwining of several interconnected elements. This year, Quadriga University presents its second conference on reputation management, to be held at the Crowne Plaza Hotel in Prague on September 5/6, 2013. Under the title “Crisis Prevention Through Stakeholder Alignment” the conference will introduce a series of best cases and workshops focused on reputation as a key to economic success; post-crisis recovery; and legal issues including slander and whistle-blowing. Join experts from across Europe for what will be an invigorating exchange of ideas, experiences and skills. Sincerely,

Peter Voß President, Quadriga University of Applied Sciences

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Conference Formats Interactive sessions Join us on Thursday for 3 workshop sessions, which will reveal the secrets behind online reputation management and recovering reputation.

Dinner On Thursday evening the complimentary dinner with dinner speech will take place at Crowne Plaza Hotel, all in a less formal setting facilitating interaction between participants.

Best Cases A series of best cases will be brought to you by Europe‘s leading communicators who will share their companies‘ reputation management strategy.

Peer-to-Peer Debates Each module will be followed by discussions, which will bring together our best case speakers on a one-on-one exchange of ideas.

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Conference Speakers

Milorad Ajder

Hermann-Josef Baaken

Managing Director Ipsos Mori

Managing Director Grassrooter Online

Milorad heads Ipsos MORI’s Reputation Centre – a leading reputation research agency that works with some of the world’s largest companies. He is passionate about the role of research within the corporate environment, and believes it should be seen as a strategic resource that delivers both business critical insights and an action plan for change. Before joining Ipsos MORI, Milorad led ajder-associates, a strategic research boutique working with a range of blue-chip clients.

Dr. Sofia Hitzbleck

Dr. Sofia Hitzbleck holds a PhD in communication and media science. Her publication “Reputation as a key to corporate success” shows how value-creating communications and reputation contribute to the financial performance of a company. Her professional expertise spans more than 18 years of leadership positions as Head of Corporate Communications in international corporations in airline, automotive, energy and luxury tourism industry.

Prof. Cees van Riel Professor of Corporate Communication Rotterdam School of Management Cees van Riel is the founder of the Reputation forum The Netherlands (RfN), a platform comprising company directors of communication from twenty of the largest Dutch organisations including, among others, AkzoNobel, Unilever, Philips, Ahold, ING, Aegon, KPN, FrieslandCampina, Arcadis and Shell.

Emily Brand Litigation PR Manager Shell

Job van Harmelen

Dr. Hermann-Josef Baaken (52) is managing director and owner of GRASSROOTER, a PR agency. Before he started in this function he has been responsible for Daiichi Sankyo’s Corporate Reputation department in Munich. He held various positions in Corporate Communications with Bayer for over 20 years. Among others he was a Spokesperson and Global Head of Corporate Policy & Media Relation for Bayer CropScience AG in Mannheim.

Emily is a London-based public relations and corporate communications consultant with 12+ years experience in the design and implementation of litigation PR, issues management, media, internal and crisis communication programmes for a variety of industry sectors, including oil/energy, tobacco, pharmaceuticals and professional services.

Job Van Harmelen is Director Corporate Communication at TNT Group Communications responsible for communication of Planet Me, TNT’s quest to become the world’s first zeroemission mail and express provider. He has studied Business Administration at Nijenrode and Public Administration at Erasmus University.

Josje Van der Meer Communication Manager Roche Pharma

Prof. Alastair Mullis Professor of Law University of East Anglia

Elma Peters Director of Global Public Relations and Public Affairs GE Oil & Gas

Josje Van der Meer has over 15 years of business and communications experience of which more than ten years in pharmaceutical marketing and communication. She is responsible for the strategic planning of B2B, corporate communication and consumer public relations campaigns to support businesses and products in a wide range of lifecycle stages.

Alastair Mullis is a Professor of Law and Dean of the Law School at the University of East Anglia. He has degrees from King‘s College London and the University of Cambridge. Professor Mullis specializes in the law of defamation and aspects of international commercial law. He has written widely on both areas and is the author and general editor of the leading book in the common law world on Libel and Slander.

Christian Scherg

Dr. Christopher Storck Professor Corporate Communication Quadriga University

Managing Director Reputation Advice GmbH Christian Scherg is founder and Managing Director of Revolvermänner GmbH as well as Managing Director of Reputation Advice GmbH. With over 15 years of experience in media he belongs to the pioneers in the field of reputation management as well as the leading consultants in digital crises for the political institutions and international companies. He’s also author of the book “Rufmord im Internet”.

Elma Peters is a graduate of University College Dublin, where she studied for a B.A. in French and German. She also holds a Diploma in Public Relations from the Institute of Public Relations in Ireland and a Diploma in Bilingual Administration from the Waterford Institute of Technology. Elma Peters joined GE in March 2006, where she is responsible for corporate communications for Western Europe and Russia.

Carsten Wegmann Director Reputation Institute

Christopher Storck heads the Department of Corporate Communications at Quadriga University of Applied Sciences. He is also the Managing Director of Hering Schuppener, Germany’s leading strategy consultancy in the fields of corporate and financial communication. Christopher heads the firm’s Communication Performance Management practice and works out of the Düsseldorf office.

Carsten Wegmann is Director with Reputation Institute. He is leading the firm’s international business strategy, market communications, and client relationships in the EMEA region. His professional experience spans more than 25 years of strategic advisory and leadership positions worldwide in the tech, media, and finance sectors.

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Programme Thursday, September 5, 2013

Programme Conference Reputation Management 2013

MODULE I: ORGANISING AND MANAGING CORPORATE REPUTATION 10.00 AM Doors Open

10.45–11.15 AM Keynote

11.45–12.15 PM Insight

10.30–10.45 AM Introduction

�e Alignment

Reputation as

Factor: Leveraging

a Strategy to

the Power of

Economic Success

Total Stakeholder Support

Prof. Christopher Storck will open the conference by offering a short overview of what the two-day event will include as well as its highlights. This is also an opportunity to meet some of the speakers and participants. and hear what the expect from the topics which will be presented.

How is trust built in a company? What is the role of executives in communicating with the stakeholders? How do major companies deal with reputation issues and how do they define the concept? The opening keynote will introduce participants to what it really means to engage stakeholders and what role do executives play in building trust through different communication strategies. Listen to this keynote delivered by Prof. Cees van Riel, as he introduce best cases provided by some of the most well-know companies in the world.

Building trust in a company and its brand is the core of all sustained success. It is the key factor in a sound corporate and product reputation. Businesses that risk the trust of their stakeholders in times of uncertain economic conditions put their earnings on the line. Managing Reputation means managing communication in a way that truly adds value to the company’s results. By understanding and anticipating well the customers’ demands and stakeholders’ expectations, businesses become distinctive and transparent. Sofia Hitzbleck will introduce the monetary impact of Reputation and its strategic value concept based on customer loyalty as the major contributor to economic success.

Prof. Christopher Storck Moderator Quadriga University Berlin

Prof. Cees van Riel Professor of Corporate Communication Rotterdam University of Management

Dr. Sofia Hitzbleck

12.15–12.30 PM Summary 12.30–1.30 PM Lunch


MODULE II: CRISIS PREPARATION AND RECOVERY 11.15–11.45 AM Best Case

1.30–2.00 PM Best Case

2.00–2.30 PM Best Case

3.30–5.00 PM Workshop 1

Building Repu-

Protecting

Now You’re Down,

Reputation

tation to Secure

Reputation

�en You’re Up:

Recovery Model

Future Success for

�rough Whistle-

Recovering

- Rescue, Rewind,

Life Sciences: Key

Blowing Policies

Reputation After a

Restore, Recover

Aspects for Suc-

Crisis

cessful Stakeholder Relations Corporate reputation with regards to employees, customers and business partners is a difficult concept to manage, mostly because of its ambivalent nature. Understanding your stakeholders and not neglecting any of them – whether internal or external – as well as ensuring that people are not saying damaging things about your company are key aspects to successful reputation management. We will take a look at the concept of alignment with a particular focus on life sciences and how it is related to reputation management.

Hermann-Josef Baaken Managing Director Grassrooter Online

There’s nothing more dangerous for a company than when its own employees start talking about the companies’ illegal activities or corruption. While in the United States whistle-blowing is regulated and laws offer protection to whistle-blowers, Europe still lags behind in drafting a whistle-blowing policy. Nevertheless, some companies have created their own whistle-blowing policies and even encourage employees to report any irregularity without the fear of being punished. Thus, employees benefit from internal protection and cannot be punished by the company.

Emily Brand Litigation PR Manager Shell

Since the debut of the economic crisis several companies have gone bankrupt or have been on the brink of bankruptcy. Some others have dealt with serious reputation blows due to various scandals. The most challenging aspect of a crisis is recovery: how to regain trust and go back to the previous status of successful company. Our best case focuses on strategies for recovery and repolishing reputation.

Elma Peters Director of Global Public Relations and Public Affairs GE Oil & Gas

2.30–3.00 PM Summary 3.00–3.30 PM Coffee Break

Is there a scheme to follow in order to recover from a crisis? Or should each company have a rescue or crisis recovery plan? There are general rules for recovery but each company should find its way out of the crisis and apply the strategy that suits its profile. In this interactive session, Milorad Ajder will reveal the secrets behind a safe recovery.

Milorad Ajder Managing Director Ipsos Mori


Programme Friday, MODULE III: STRATEGIES FOR OPTIMISING STAKEHOLDER RELATIONS 3.30–5.00 PM Workshop 2

3.30–5.00 PM Workshop 3

8.00–open end Dinner

8.45 AM Doors open

Elements of World

Making the

Class Reputation:

Best Out of

From 8.30 PM Dinner Speech

9.15–9.30 AM Introduction

Rationale, Strategy,

21st Century

Law and the

9.30–10.15 AM Best Case CRM

Accountability

Technology: Online Reputation Management

Protection of Corporate Reputation

Reputation involves management responsibility outside the traditional domain of communications and marketing. In broad terms, it’s about what your company looks like, sounds like, thinks like, and performs like to your stakeholder audiences around the world. Your communications strategy and programs are part of the equation, but reputation is a means to an end, so as the Corporate Communication Officer (CCO) you should work across the C-suite to make the company understand the dynamics of the outside-in-perspective, and relate that insight to the company’s strategy, operations, and investment decisions. This is a role the CCO is increasingly playing among the leading firms of the world, and this workshop will address and discuss the key elements.

Technological innovations have allowed corporations to resort to different means to improve their online presence. New channels such as social media facilitate more visibility and direct contact with the company’s customers. In this interactive session you will learn how to manage your online reputation by making the best out of the online tools and channels.

Sometimes branding, campaigning or structured internal communication are not enough to protect a corporate reputation. When a company is the victim of lies or other damaging publications, the possibility of resorting to the law exists. How the law can be and is used to protect reputation and the advantages and dangers of resorting to the law will be revealed by Prof. Alastair Mullis from University of East Anglia.

Carsten Wegmann Director Reputation Institute

Christian Scherg Managing Director Reputation Advice GmbH

Prof. Alastair Mullis Professor of Law University of East Anglia

5.30–7.30 PM City Tour

For a Better CRM: Taking Customers’ Feedback Seriously

The customer is king! The first thing a company should have in its mind should be to please its customers. Some of the world’s most reputable companies have managed to establish a personal relationship with their customers and retain them by offering high-class services. This best case will reveal what it takes to listen to your customers.


September 6, 2013

11.30–12.15 PM Best Case B2B

From CSR to

Rules,

CSV: Creating

Regulations,

Economic Value

Reputation:

by Addressing

Stakeholder

Society’s Needs

Alignment on the

12.15–1.00 PM Peer-to-Peer Discussion

Supply Chain

Doing business for society’s own good? If CSR meant social engagement and as critics said, philanthropy, CSV embodies both business and social impact, whereas business is portrayed as having a positive impact on society and contributing to its development. Josje Van der Meer will help us understand the differences between the two elements.

There is nothing more damaging for a company’s image than scandals regarding underpaid workers in Asian countries or poor sanitary regulations in factories. The textile and food industries are always under scrutiny and under media pressure. This best case reveals what are the most appropriate ways to ensure that the company meets all regulations and implements uniform policies all over the world.

At the end of the conference we invite all participants to actively engage in a discussion and an exchange of ideas, giving them the opportunity to address their questions to the speakers and to the rest of the participants. We look forward to hearing many fruitful discussions!

Josje Van der Meer Communication Manager Roche

Job van Harmelen

Prof. Christopher Storck Moderator Quadriga University Berlin

11.00–11.30 AM Coffee Break

Programme Conference Reputation Management 2013

10.15–11.00 AM Best Case CSV


Welcoming scrutiny Outsourcing operations overseas raises valid questions over ethics and standards, which in turn affect a company’s image. For adidas, it has been necessary to stake their reputation on accountability. Trust? Trust? There There are are some some words words we we use use so so often often that that we we no no longer longerreally reallyhear hearthem. them.Trust Trustisisone onesuch suchword. word.Everyone Everyoneuses uses itit and and everyone everyone believes believes that that itit shapes shapes what what they they say say and and do. do. However, However, its its commonplace commonplace character character isis precisely precisely why why the the word wordisislosing losingits itsexclusivity exclusivityin inlanguage languageuse. use. Trust Trustisn’t isn’tjust justabout aboutfair fairprices pricesor orreliable reliablequality, quality,it’s it’salso alsoabout about decency decencyand andethics. ethics.After Afterall, all,who whowould wouldbuy buythe thestrong strongbrand brand of ofaacompany companythat thatcontinued continuedto tobreak breaksociety’s society’srules? rules?PresumPresumably ably nobody, nobody, because because the the moral moral seismograph seismograph of of consumers consumers isis very very sensitive sensitive to to injustices injustices and and inconsistencies. inconsistencies. Of Of course, course, there there are are companies companies that that mercilessly mercilessly pursue pursue profi profitt and and don’t don’t really reallycare careabout aboutcriticism criticismand andadmonitions. admonitions.However, However,in inorder order to toachieve achievelong-term long-termeconomic economicsuccess, success,aacompany companyhas hasto tobe be socially sociallyaccepted. accepted.This Thisisisan aninescapable inescapabletruth. truth.Translating Translatingthis this into intocorporate corporateactions actionsand andearning earningsocial socialacceptance acceptanceisisdiffi difficult cult because becauseititisisexceptionally exceptionallyhard hardwork. work.

American Americanhuman humanrights rightsgroups groupsand andstudent studentorganisations. organisations.The The greater greater focus focus on on this this issue issue within within companies companies operating operating in in the the sporting sporting goods goods industry industry was was set set against against the the background background of of pressure pressurefrom fromaagrowing growingnumber numberof ofcritical criticalconsumers consumersworldworldwide. wide.At Atthe thesame sametime, time,as asaaresult resultof ofthis thispublic publicpressure, pressure,this this industry industry––and andespecially especiallyits itsleading leadingcompanies companies––committed committedto to sustainability sustainability earlier earlier than than many many other other sectors, sectors, both both of of its its own own volition volitionand andin inresponse responseto toexternal externalforces. forces. Much Much has has happened happened in in the the 12 12 years years since since the the Social Social and and EnEnvironmental vironmental Affairs Affairs department department was was established. established. Since Since 2000, 2000, the theadidas adidasGroup Grouphas hasbeen beenincluded includedin inthe theDow DowJones JonesSustainSustainability abilityIndex, Index,the thebest bestknown knownand andmost mostimportant importantsustainability sustainability index indexfor forlisted listedcompanies. companies.Since Since2004, 2004,adidas adidashas hasbeen beenlisted listed there there as as an an industry industry leader. leader. Since Since 2001, 2001, we we have have also also been been listed listed in in the the FTSE4Good FTSE4Good Index. Index. In In 2007, 2007, the the adidas adidas Group Group rereceived ceivedthe theBAUM BAUMenvironmental environmentalaward awardfor forits itssocial socialand andenvienvironmental ronmentalprogramme. programme.

THE THESTRUGGLE STRUGGLEFOR FORMORALITY MORALITYAND ANDIDEALS IDEALS THE THEART ARTOF OFCONSTRUCTIVE CONSTRUCTIVECRITICISM CRITICISM Society Society isis constantly constantly evolving. evolving. Support Support and and opposition, opposition, anxieanxieties ties and and emotions emotions seem seem to to come come and and go go in in an an ethical ethical dimendimension sion to to aa company’s company’s activities. activities. Sooner Sooner or or later, later, ifif morals morals and and ideals ideals change, change, but but companies companies continue continue to to operate operate on on another another scale scale of of values, values, differences differences emerge. emerge. For For the the adidas adidas Group, Group, these theseare arenot notjust justtheoretical theoreticalissues. issues.We Weare areextremely extremelypractipractical cal in in our our approach. approach. But But how how do do we we maintain maintain aa trust-based trust-based work work ethic? ethic? What What does does transparency transparency in in everyday everyday business business actually actuallymean? mean? Our Ourtrustworthiness trustworthinessdoes doesnot notstart startin inthe thestore, store,in inthe thestadium stadium or or on on the the trading trading flfloor. oor. ItIt starts starts in in our our suppliers’ suppliers’ factories factories that that are are located located in in more more than than 55 55 countries. countries. This This isis where where we we proproduce duce221 221million millionpairs pairsof ofshoes shoesand and284 284million millionitems itemsof ofclothclothing, ing,ranging rangingfrom fromshorts shortsand andjerseys jerseysto totracksuits. tracksuits. Of Of course, course, itit isis not not only only potential potential customers, customers, but but also also us, us, who who want wantto toknow knowthe theconditions conditionsunder underwhich whichour ourproducts productsare aremanmanufactured, ufactured, and and furthermore, furthermore, we we want want to to have have aa positive positive infl influuence enceon onthese theseconditions. conditions.This Thisisiswhy whywe weare arecommitted committedto tohigh high social socialand andenvironmental environmentalstandards standardsat atour ourproduction productionsites. sites. GROWING GROWINGPUBLIC PUBLICINTEREST INTEREST This This has has not not always always been been the the case. case. We We started started to to outsource outsource production production from from our our own own production production sites sites in in Germany Germany and and France Franceto tosuppliers suppliersin inAsia Asiaat atthe theend endof ofthe the1980s. 1980s.However, However, we weonly onlyestablished establishedaaSocial Socialand andEnvironmental EnvironmentalAffairs Affairsdepartdepartment ment within within the the adidas adidas Group Group in in 1997. 1997. The The same same year, year, the the adidas adidasGroup Groupintroduced introducedits itsfifirst rstcode codeof ofconduct conductfor forsuppliers suppliers and and set set up up aa monitoring monitoring team. team. The The establishment establishment of of this this dedepartment partment coincided coincided with with growing growing public public interest interest in in the the condiconditions tionsunder underwhich whichproducts productsin inall allsectors sectorsare areproduced producedin inAsia Asia for for the the global global market. market. In In particular, particular, our our main main competitor, competitor, with with headquarters headquartersin inthe theUS, US,came cameup upagainst againstheavy heavycriticism criticismfrom from

10 12 Conference ConferenceReputation ReputationManagement Management| |Quadriga QuadrigaUniversity University

At At our our Annual Annual General General Meetings, Meetings, for for example, example, we we are are conconstantly stantlycriticised criticisedfor forthe thesocial, social,economic economicand andecological ecologicalcondiconditions tions at at our our suppliers’ suppliers’ factories factories as as ifif we we hadn’t hadn’t done done anything anything about about them them at at all. all. Of Of course, course, we we can can and and must must be be capable capable of of withstanding withstanding criticism. criticism. However, However, some some hardliners hardliners seem seem to to have havean anemotional emotionalproblem problemunderstanding understandingthat thataaDAX-30 DAX-30listed listed

“Trustworthiness doesn’t start in the store, in the stadium or in the trading floor.” oor. company company isn’t isn’t solely solely interested interested in in the the manufacturing manufacturing plant plant of of one oneof ofadidas’ adidas’Chinese Chinesesuppliers, suppliers,dividends dividendsand andcash cashflflow. ow.The The dilemma dilemmafaced facedby bythese thesecritics criticsisisclear: clear:we wesimply simplydon’t don’tequate equate to tothe thenegative negativenotions notionsof ofdeep-rooted deep-rootedprejudices, prejudices,and andititisisnot not easy easy to to criticise criticise conclusively. conclusively. Whoever Whoever wants wants to to get get involved involved in inthe thediscussion discussionhas hasto tohave havegreat greatexpertise expertisein inthe thefifield eldof ofcliclimate materesearch, research,chemistry chemistryand andmaterial materialscience, science,and andboth bothmicro micro and andmacroeconomic macroeconomicconditions conditionsin inthe theemerging emergingcountries. countries. ItIt isis precisely precisely these these experts experts that that we we involve involve inin our our important important social social and and ecological ecological decisions. decisions. We We work work with with the the International International Labor Labor Organisation Organisation (ILO); (ILO); we we are are co-founder co-founder members members of of the the Fair Fair Labor Labor Association Association (FLA), (FLA), which which carries carries out out independent independent checks checks on on supplier supplier factories. factories. We We maintain maintain aa constant constant dialogue dialogue with with governments governments and and non-governmental non-governmental organisations organisations on on all all continents continentsand andface facethe thequestions questionsof ofrepresentatives representativesfrom fromUS US high highschools. schools.


BETWEEN RULES AND CONTROLS For years, we’ve been very clearly publishing on our website what it is we do, how we do it and what our targets are. We have published a social and environmental report annually since 2000. This report provides an overview of the adidas Group as a responsible company and describes the social and political background to our work. In the following, I have outlined just a few points in order to provide a brief overview of what our team of experts is achieving in the field of sustainability: 1. We have defined binding rules and standards for both our own production sites and our suppliers’ factories, based on International Labor Organisation and UN conventions on human rights and employment practices. 2. To ensure that our partners are able to implement and further develop these rules, we support them, for example, with human resources management. This includes an in-house grievance system to recognise and resolve problems in the factories at an early stage. 3. We offer specific training courses and workshops for supervisors and managers at our suppliers’ factories in order to help them apply our standards and implement best practices. 4. To assess compliance with our workplace standards, we monitor the factories more frequently and more thoroughly than in previous years. 5. Where a supplier is performing poorly in terms of workplace standards, we quickly work with them to find a joint solution. However, when we find ongoing instances of non-compliance, we issue an official warning. After three warnings, we terminate the business relationship. 6. We oblige our core suppliers to introduce environmental management systems, so they can immediately recognise any negative effects of production on the environment. 7. We optimise our order and production planning in order to reduce the environmental impact of transporting our products worldwide. 8. When manufacturing and packaging our products, we place increasing value on the efficient use of resources in order to minimise the ecological impact of our products without compromising on quality.

“We have achieved a lot but, to use a sports metaphor, we have not yet crossed the finishing line.” value on a permanent basis. It is precisely because adidas is an eminent company that we have to work even harder to meet the high expectations.

Article published in Communication Director Jan Runau Chief Corporate Communication Officer Adidas Jan Runau is chief corporate communication officer for the adidas Group. He directs the corporate PR and internal communication of the adidas Group and oversees PR activities for all brands within the Group (adidas, Reebok, Rockport and TaylorMade-adidas Golf).

THE ROLE OF A COMPANY AND ITS COMMUNITIES

PHILANTROPY

• Donations to worthy social causes • Volunteering

SUBSTANCE OVER MEDIA STUNTS We are not interested in easy headlines because our commitment is not a media gag but a deep conviction. It is also extremely dangerous to hype up a complicated and also emotionally charged issue with a few attention-grabbing messages. We want to be trustworthy because we know that reputation is the result of what we do, what we say, and what other people say about us. It is a great PR challenge to control your reputation in such a way that it loses none of its strength. This power does not work covertly but publicly, in view of all. This is not surprising as adidas is one of the most popular brands worldwide amongst young people. So even if we wanted to hide ourselves away from the public, we wouldn’t be able to do so. However, a high profile is not enough for us, we also want to be popular – and we are. Pollsters continue to confirm our high image ranking. At any rate, it’s clear that a high profile and popularity are two sides of the same coin. Every day, we deal in this currency because people trust it. This currency is hard and calculable. This is why we do everything within our power to increase its

CORPORATE SOCIAL RESPONSIBILITY • Compliance with community standards • Good corporate citizenship • Sustainability

CREATING SHARED VALUE • Integrating societal improvement into economic value creation itself

Quadriga University | Conference Reputation Management 13


Service

LOCATION

CITY TOUR

The CROWNE PLAZA Hotel in Prague with its unique architecture is centrally located in a quiet residential area of Prague, just 15 minutes drive from the airport.

Join us on Thursday evening on a city tour to explore the „Golden City“ and some of its most well-known attractions, such as the Prague Castel, Charles Bridge or Saint Nicholas Church. The bus will depart from Crowne Plaza Hotel and will arrive at the hotel just in time for the dinner and dinner speech.

Crowne Plaza Hotel Koulova 15 16045 Prague Tel: 420 296 537 277 E-mail: convention@crowneplaza.eu

To find out more about accommodation suggestions, visit our website: www.reputation-conference.eu

HOST

PARTNER

Quadriga University of Applied Sciences Berlin is committed to modern, integrated management training and educates managers in communication and human resources management, as well as public affairs. Through its cross-subject structure, Quadriga University of Applied Sciences offers an education that meets the requirements in management, communications and public affairs.

Communication Director is an international quarterly magazine for public relations and communications. Communication Director is also the host of the European Excellence Awards. www.communication-director.eu

Quadriga Hochschule Berlin GmbH Werderscher Markt 13 10117 Berlin Germany Phone: +49 (0) 30/44 72 94 00 Fax: +49 (0) 30/44 72 93 00 Visit us on Facebook: www.facebook.com/QuadrigaHochschule Twitter: @Quadriga Berlin

The European Association of Communication Directors (EACD) is the network for communication professionals from all fi elds across Europe. The Association meets the needs of communication professionals working internationally, and provides support for new challenges in the global arena. For more information please visit: www.eacd-online.eu

CONTACT Conference coordinator: Anca Scurtu anca.scurtu@quadriga.eu

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Conference Reputation Management | Quadriga University

Registration Queries: Dennis Schultz dennis.schultz@quadriga.eu


Terms & Conditions 1. Discounted Prices Quadriga University offers discounts on the listed prices of certain conferences for members of the European Association of Communication Directors (EACD) and other partner associations. Subscribers to our media partner, Communication Director magazine, also receive a discount on the attendance fees for seminars and symposia. The participant’s personal membership and/or subscription must be presented, current and verified at the time they make a seminar booking. Discounted prices are only valid if the amount invoiced is received by Quadriga University within the time stated on the invoice. 2. Cancellation If a booking is cancelled and no replacement participant can be found, the following cancellation charges will be incurred: • Cancellation 31 days or more before the event takes place: no charge • Cancellation between 14 days and 31 days before the event takes place: 50% of total price • Cancellation less than 14 days before the event takes place: 100% of total price • Please note that cancellations should be in written form. 3. Cancellation and changes Quadriga University reserves the right to cancel or reschedule seminar locations or times, or to arrange a substitute instructor if this is absolutely necessary due to there being less than six participants, an unforeseen problem with the instructor, or other unforeseen reasons out of the control of Quadriga University. In these cases, Quadriga University is not required to compensate travel or accommodation costs, loss of working time or other damages, and in other cases, only when there is gross negligence. If relocation is not reasonably possible for the participant, then they are entitled to cancel the booking immediately and without charge. 4. Place of Jurisdiction Berlin.

Registration Fax: +49 (0) 30/44 72 93 00 I would like to attend the Reputation Management Conference on September, 5th and 6th, 2013 in Prague. I agree with Quadriga Terms and Conditions available on www.reputation-conference.eu/terms/ General Admission: Conference Fee 1160 Euro*

Early Bird Discount: Early Bird registration deadline is August 9th, 2013: Conference Fee 920 Euro*

EACD Members: I am an inhouse communications professional and a full member of the European Association of Communication Directors (EACD) OR I would like to become a full member of the EACD (annual membership fee, including Communication Director subscription: 140 Euro) and hereby officially apply for membership: Conference Fee 840 Euro*/**

Communication Director Magazine Subscribers: I am a subscriber of Communication Director magazine OR I would like to become a subscriber of Communication Director (annual subscription: 120 Euro) and hereby order an annual subscription: Conference Fee 840 Euro*/**

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REGISTRATION The registration fee includes participation in the programme, all conference documents and dinner and lunch buffets, as well as coffee breaks. Travel expenses and accommodation are not included in the price. A booking confirmation and an invoice will be sent to you after registration. Please remember to include your name in the transaction reference when making a payment. As the number of participants is limited, please be aware that your registration is only valid after receiving a booking confirmation. Please feel free to contact us should you not receive confirmation within 24 hours. Registration Queries: Dennis Schultz dennis.schultz@quadriga.eu

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date/signature * Prices do not include VAT; included in the participants fee is access to all parts of the conference programme as well as to the dinner reception. ** Prices do not include VAT; please see EACD conditions of membership on www.eacd-online.eu. Host: Quadriga Hochschule Berlin GmbH

Register online at: www.reputation-conference.eu


www.reputation-conference.eu www.quadriga.eu


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