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Björn Edlund´s presentation from World Pubic Relations Forum
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Communications andSustainability
Can business leaders learn societal competence?
World PR ForumStokholm 14 June 2010
Björn Edlundformer EVP Communications Royal Dutch Shell plc.
Independent Consultant Board Member Edlund Consulting Ltd. Institute of Human Rights
and Business
Senior Advisor Senior Visiting Fellowto Burson Marsteller, EMEA Henley Business School
Societal competence – no sustainability without it
Is the leadership ready for stakeholder interaction?
Do your business leaders understand how public opinion is formed?
Can the leaders assess non‐technical risk?
Are leaders trained to manage issues through a mixture of assertiveness and compromise?
Do leaders understand how vulnerable the company is in the public plaza?
How can business frame and shape a debate about delivering both customer value and societal value?
3
How we see & portray ourselves
Overall estimation by stakeholders
Interaction with stakeholders
Behaviour
Corporate Identity
Who we are and what we stand for
Communication
Fears
Hop
e
Biases
Self‐interest
Trust
Performance
Corporate
Reputation
Employees Government
NGOs
Academics
Investors Customers
Communities/Citizens
Media
Effective relationships
Societal competence – Lesson 1Brand and reputation
4
Challenging landscape
• The oil and gas industry brings jobs, investment, technology solutions, mobility, productivity, progress, prosperity...and a daily warm shower...
• But
• Linkage to global warming
• Operations in environmentally sensitive areas
• High income (for high investment)
• Big Oil – Big Company – trust?
• Huge desire for alternative energy...
At the Brent Spar 1995
HQ The Hague 2009
5
Can you hear the other dialogue?
Pyramid of Influence
Mass audience
Opinion forming elite
Traditional model
Sphere of Cross Information
New world order
MoreUpstream –Profitable
Downstream
PR including engagement
Brand campaign
Internal Comms
Gvt Relation
s
Integrated programme
• Building relationships is more than just filling up a direct communication channel
• Linear stakeholder engagement approach does not reflect reality
• We need to better understand ‘the other dialogue’ around us…
• And become more aware of the drivers per stakeholder group
• Advocacy and winning the must‐ win battles is a highly tactical game
• Don’t forget the young, more positive and news‐savvy generation
So what do we do with all this?
7
Primary themes
The energy challenge
Technology and innovation
Respect for people and the environment
Preferred partner
Underlying themes
Delivering corporate strategy & business performance
Management excellence
Key messages on Shell’s position per theme
Finding factual proof points on all messages
Mining for authentic and human stories
Basis for all internal and external communication channels and stakeholder meetings
Marrying desirable message components as emotional appeal, factual data and authenticity
Helping leaders to improve story‐
telling
Strategy and
Global Rep
utation Plan
State your case – One reputation plan‐ Four key themes from 2005 onwards
8
Integrated approach for key stakeholders
PR engagementBrand
CVPs Retail
Gvt relations
Internal Comms
Engagement seriesbased on Toolkit for
Country Chairs
Active media strategy with interviews and available opinion articles, advertorials, social media techniques
CVP programme on Shell stations helping customers to emit less and save money +
reach energy citizens
…and Energy –Concerned Consumers, providing them a platform for energy debates and solutions
Specific engagement with Governments using locally tailored global messaging on energy frameworks
Advertising campaigncommunicating Shell’s
position and innovative solutions based on message
house
Continued web dialogues on Shell.com and national websites involving Special Publics…
Linking external programme with internal
communications to involve and inspire employees
2009 ‐More energy, CO2 solutions
How do we develop better societal competence?
1. Do leaders understand how vulnerable the company is in the public plaza?
– How can we help business leaders understand how public opinion is formed?
2. Can the communications professionals help leaders assess non‐technical risk?
– How do we prepare the leadership for stakeholder interaction?
3. Can business frame and shape a debate about delivering both customer value and societal value?
– How can leaders be trained to manage issues through a mixture of assertiveness and compromise?
Björn EdlundEdlund Consulting [email protected].