Stakeholder & Agenda Update

1. COP28, UAE’s Priorities & Issues

The UAE was the first Middle Eastern country to commit to Net Zero carbon emissions by 2050 which it aims to achieve through decarbonising industries, reducing gas flaring and increasing the speed of energy transition towards more sustainable, greener sources.

Examples include the Barakah Nuclear Energy Plant and the Mohammed bin  Rashid Solar Park, all of which are enshrined in the UAE’s 2050 Net Zero plan. The stated intention for COP28 was recently reaffirmed by the UAE President, Sheikh Mohammed bin Zayed Al Nahyan as:

“Building on the outcomes of COP27, the UAE and the UNFCCC will work with parties and partners to accelerate climate action to meet the commitments the world has made.”

This statement will be brought into sharp focus during COP28 because it will present the conclusion of the UN’s Global Stock Take (GST), which provides an indicator on progress towards reducing global warming to 1.5 °C. This isn’t anticipated to be good news, with Al Gore predicting at the recent WEF in Davos that “we are failing badly”.

What is also clear is that the UAE’s hosting of COP has provoked activists to criticise the UN for selling out to (what they see as), big and influential oil companies. Gore went onto describe how there’s a “clear appearance of conflict of interest when the newly appointed head of COP28 also runs one of the world’s top oil companies.”

The announcement appointing Dr. Sultan Al Jaber¹ as UAE Climate Change Special Envoy (who is the UAE Minister of Industry and Advanced Technology, CEO of ADNOC and the founding CEO of Masdar Clean Energy Company, amongst numerous other assignments), was one of the most headline grabbing developments during Abu Dhabi Sustainability Week. According to Reuters, this led to “fuelling activists’ worries that big industry is hijacking the global response to environmental crisis.”

Ironic too therefore that another recent UAE COP appointment, the UAE’s UN Climate Change High-Level Champion, Razan Al Mubarak², is the wife of Badr Jafar3, President of Crescent Petroleum, a huge oil and gas enterprise.

From the UAE’s perspective, it sees its own position as being an important part of the solution and not the problem. It’s content to confront whatever criticism it may have to deal with head on, advocating that its long-standing commitment (spanning two decades) towards investing in renewable and sustainable energy, with examples such as Masdar and initiatives such as Abu Dhabi Sustainability Week, providing substantial credentials for a voice in the clean energy debate, and therefore towards a means of mitigating climate change.

More recently, during India’s Energy Week in February, Dr Sultan Al Jaber reinforced the dilemma developing nations share to balance the need for climate change with their need for economic diversification. In describing the challenge he said:

“How to adopt policies that are pro-growth and pro-climate at the same time. How to provide for a world that will consume 30 per cent more energy by 2050, while protecting our planet. In short, how to hold back emissions, not progress.”

The refence here to “holding back emissions” speaks volumes about the UAE’s intention to focus upon decarbonising strategies.

2. Big Picture; UAE-UK Relations

Notwithstanding the sentiment of certain activists, the UK’s government rightly supports its valuable relationship with the UAE. During a recent visit to Abu Dhabi, Grant Shapps, UK Secretary of State for Business, Energy, and Industrial Strategy, spent time attending events associated with ADSW. In an interview with the UAE newswire WAM, he said:

“The fact that the UAE, as a big energy-producing nation hosting COP 28, gives a very important message to the world. COP 28 comes under my ministerial portfolio in the UK. I will be making sure that the COP conference in the UAE could be successful.”

Subsequently in an interview with influential business news portal AGBI, arranged by THC for the UK trade commissioner for the UAE, Simon Penney, he cited bilateral talks based on substance over speed, with reference to establishing a free trade agreement (FTA) between the two countries and the broader GCC bloc. Apart from any political motivation (from both sides), the fact remains that the UK is committed to protecting its £9.2 Billion⁴ exports to the UAE.

From a UK perspective, fostering this relationship offers multiple development opportunities. It’s therefore worth underlining the value in building on the relationship with another important gatekeeper, the UAE Ambassador to the UK, HE Mansoor Abulhoul⁵. He is a key influencer in the UAE-UK Business Council, where EDIT enjoys an active role.

Another hidden dividend in this relationship is the UAE’s UK Embassy’s oversight of their multi-billion pound investments in British technology and clean energy announced in 2021. This, linked with the FTA and COP28, ensure that the UAE is uppermost in the UK government’s investment and trading ambitions.

3. Priorities for the UAE Agenda

Earlier in the year, the COP28 Presidency announced a leadership team to work closely with the UNFCCC and the COP27 organisers (who retain the presidency until November), in setting the agenda for the summit.

Looking at the composition of the COP28 Higher Committee (a list of known members is included in the appendix), it’s clear that the UAE has put together a range of talented Nationals, drawn from a variety of sectors. These include professional career diplomats, such as the Director General of COP28, Majid Al Suwaidi⁶ (former Ambassador to Spain and Consul General in New York), as well as Shamma bint Suhail Faris Al Mazrui⁷, Minister of State for Youth Affairs.

Individual members of the Committee all have a role to play in ensuring that COP28 is delivered safely and as effectively as possible. Security too is a major issue, hence the inclusion of the heads of the police and transport authorities. With activists being an established feature of COP, the UAE will want to exercise its own blend of diplomatic discipline with a light touch, countering the stereotypical, dictatorial view often presented by western media.

Key focus areas are likely to include:

• Empowering youth to embrace the challenge of guiding the UAE towards its Net Zero ambitions.

• Showcasing technological innovations that enable the process as well as capturing the attention of young people.

• Presenting its argument for energy transition and means of producing green hydrogen⁸ as a key to reducing emissions.

• A focus on food and water security will link with the impact regional conflicts have
• had on the acceleration of desertification, both in the Arabian Peninsula and especially in the Sehal⁹ region of Africa, echoed in the comments below bringing together “global north and south”.

The UAE also accepts its duty to bring to life agreements at COP28 which were based upon previous commitments. As a final word, at the presentation of the new COP28 logo during ADSW, Dr Sultan Al Jaber stated:

“We live in one world, a world where we need to collaborate and co-operate like never before to make the transformational progress needed to reach the Paris Agreement. COP28 will be a COP for action and a COP for all, bringing together the global north and south and leaving no one behind.”

4. UAE’s Vulnerabilities

Globally, the primary sources of greenhouse gas emissions are¹⁰ electricity and heat (31%), agriculture (11%), transportation (15%), forestry (6%) and manufacturing (12%). Energy production accounts for 72 per cent of all emissions. In the context of the UAE, areas of vulnerability include:

• Its commitment to underpin its economic diversification ambitions through revenues generated from oil and gas exports.

• The UAE’s tourism industry – Dubai alone has in excess of 750 hotels with over 125,000 hotel rooms and remains one of the key economic drivers.

• Linked to that, its Aviation sector post-pandemic is booming; DXB alone received 23.7m passengers in 2022¹¹.

• Infrastructure and construction; whilst the public transport system is evolving in the UAE with examples such as Etihad Rail, emissions caused from the construction sector remain a major concern. So too do those from cars, trucks and buses.

• Shipping and logistics, and other energy intense sectors such as water desalination and aluminium production, such as EGA, are other areas where emissions will draw critical attention. Dubai’s Jebel Ali seaport is one of the largest container terminals in the world, ranking fifth as an international hub¹².

Appendix

Summary of Key Emirati Stakeholders for COP28

The UAE has established a comprehensive organising committee for COP28 drawn from multiple government departments and authorities. Members of the Higher Committee include:

• H.E. Dr. Sultan Ahmed Al Jaber, Minister of Industry and Advanced Technology, Vice Chairman COP28 UAE Higher Committee, UAE Special Envoy for Climate Change, President- Designate for COP28 UAE
• H.E. Majid Al Suwaidi, Director General of COP28
• H.E. Razan Al Mubarak, COP28 UAE UN Climate Change High-Level Champion
• H.E. Mohamed Hadi Al Hussaini, Minister of State for Financial Affairs
• H.E. Reem bint Ibrahim Al Hashemy, Minister of State for International Co-operation
• H.E. Suhail bin Mohammed Al Mazrouei, Minister of Energy and Infrastructure
• H.E. Mariam bint Mohammed Almheiri, Minister of Climate Change and the Environment
• H.E. Dr. Thani bin Ahmed Al Zeyoudi, Minister of State for Foreign Trade
• H.E. Shamma bint Suhail Faris Al Mazrui, Minister of State for Youth Affairs, COP28 UAE Youth Climate Champion
• H.E. Muhammad Abdullah Al Junaibi, Chairman of the Federal Authority for Protocols and Strategic Narratives
• Lieutenant-General Abdullah Khalifa Al Marri, Commander-in-Chief of Dubai Police
• Lieutenant-General Talal Humaid Belhoul Al Falasi, Director-General of State Security Department at Dubai Police

• Staff Major General Pilot Faris Khalaf Al Mazrouei, Commander-in-Chief of the Abu Dhabi Police

• H.E. Mattar Mohammed Al Tayer, Director-General, Chairman of the Board of Executive Directors of the Roads and Transport Authority (RTA)

• H.E. Rashid Saeed Al Ameri, Under-Secretary of the Ministry of Presidential Court for Government Coordination Sector
• Major General Khalifa Hareb Al Khaili, Under-Secretary of the Ministry of Interior
• H.E. Helal Saeed Almarri, Director-General of Dubai’s Department of Economy and Tourism
• H.E. Saif Saeed Ghobash, Secretary-General of Abu Dhabi Executive Council
• H.E. Dr. Jamal Mohammed Al Hosani, Supreme Council for National Security

¹Dr Sultan Al Jaber’s profile is here
²Razan Al Mubarak profile here
³Crescent Petroleum and profile of Badr Jafar
⁴Source UK DIT
⁵Mansoor Abulhoul profile:here
⁶Majid Al Suwaidi profile here
⁷7 Shamma Al Mazrui profile here
⁸UAE aims to be a top ten hydrogen producer, reported by the National
⁹UN news update on the threat posed by desertification 23 Jan 23
¹⁰Source: OWD Emissions by sector data
¹¹Source: Dubai Media Office
¹²Jebel Ali fifth largest international hub according to Dubai Media Office reports

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Overview & Programme

Background

Ahead of COP28, the 15th edition Abu Dhabi Sustainability Week (ADSW), first presented in 2008, is clearly even more significant.

Established as a global platform by the UAE government and “its clean energy powerhouse” Masdar, ADSW aims to reflect the Nation’s long-established ambition to put sustainability at the core of its economic transformation strategy1.

This year it will play a crucial role in serving as a curtain raiser for hosting of COP28 at Expo City Dubai, (30 November – 12 December). ADSW will also likely offer a glimpse of the direction the UAE wants to take with the COP agenda, helping shape narratives for stakeholder engagement and corporate communications.

Another important aspect of ADSW in the context of COP, is that it seeks to demonstrate the long-standing commitment that the UAE has made to advancing transition strategies through investing in clean energy and renewables.

At a time when global opinion is likely to be critical of the UAE’s position as the 6th largest exporter2 of oil, accounting for at least 30 per cent of its GDP, it will be targeted as being a major part of the problem fueling global warming.

Therefore, the credentials ADSW present offer substantial evidence to support the counterpoint – IE that in fact the UAE is an important part
of enabling the solution. After all, the UAE was the first Arab country to set its Net Zero strategy3, which it revealed at Expo 2020 eighteen months ago.

Key Themes

ADSW aims to drive discussion around climate action in the run-up to COP28, using the World Future Energy Summit on 16 January as a forum to debate a wide range of topics including food and water security, energy access, industrial decarbonisation, health, and climate adaptation.

These serve as clues to the themes the UAE is keen to address at COP which embrace technology, space and the role of youth in embracing practices which deliver an environmental dividend. Education and employment will also likely feature as part of this enabling narrative.

Interestingly, the issue of water security is likely to be a serious concern. Not just because of its scarcity, volatility and potential to be leveraged for geopolitical
purposes, but especially so because of its environmental impact. Both in terms of the effect global warming has on expanding desertification4 and the evaporation of natural sources of water5.

The topic will not only grab the attention of Middle Eastern countries, but should greatly concern the US, which comes second in the world after Saudi Arabia for production of desalinated water – ahead of the UAE in third place.

Alarmingly, not only is this expensive from an environmental point of view, but around 44% of the cost of desalinated water relates to the energy it takes to produce it6.

This creates a powerful opportunity to debate energy transition and explore remedies which are generally kinder to the planet. The obvious example here is nuclear and the benefits that Small Modular Reactors present in generating green electricity and decarbonising the production of fundamental resources, let alone those it offers to multiple energy intense industries.

ADSW 2023 Key Event Calendar Summary

For more detailed information about each event and a review of key speakers, please follow this link.

ADSW – Key Milestones

1 Multiple references available from government sources including UAE Future
2 Multiple sources with varying estimates which fluctuate widely due to the volatility in global energy markets World Trade.
3 UAE 2050 UAE Net Zero Strategy
4 UN News focus on the impact in the volatile Sehal region
5 National Geographic Water Distribution on Earth
6 According to information presented by Advisian

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The inextricable link between finance, COP’s declared objectives and regional security is likely to frame a triangular narrative for November’s Sharm El-Sheikh agenda. With just a few weeks to go until the opening of the next session, press reports from the MENA region appear to remind western audiences in particular of the perils of ignoring the urgent needs of North Africa and the broader continent.

In an earlier report, we referenced one of the key concerns for the MENA region remains youth employment, the lack of which is widely recognised as a spark that ignited the 2010 Arab Spring .

News therefore that a number of countries in the region are seriously struggling as a result of energy inflation and the consequences of the Russian invasion of Ukraine, make the issue of finance even more critical. No more so than with the Tunisian budget deficit, the country that gave rise to the Arab Spring in the first place, according to news portal AGBI.

It’s also worth noting too that volatility exists in COP27’s own host nation; World Bank statistics suggest that nearly 29 per cent of Egypt’s population of 103 million lives below the poverty line. Food security – especially grain supplies from Ukraine – is seen as a critical influencing factor, requiring ongoing subsidies of US$53 million per month distributed to over 9 million families via a ration card system. A figure that will go up this month by a further $5 per family as a consequence of inflation, according to Reuters reports in July.

Not surprising therefore that the UN is reminding developed nations that they have failed to meet their promises to contribute US$100 Billion annually by 2020 to help developing countries implement sustainability programmes and adaptation measures.

The issue of finance is an increasing key message reiterated by Egypt’s UN Climate Change Champion, Mahmoud Mohiedin. Most recently the Arab Regional Forum for Finance Climate Action held by ESCWA in Beirut, stressed the need for financial aid to enable better sustainable practices in the region.

The message to the 22 Arab League members is therefore crystal clear; the goals of COP27 will only be possible through a careful financial strategy that accelerates better environmental stewardship, but at the same time, secures economic stability and reduces the risk of another Arab Spring, with the potential contagion of unrest spreading south through the Sahel region and beyond. This resonates especially with the Gulf countries, who help underpin a number of North African economies through investment and aid.

COP’s agenda will inevitably be influenced by events in Russia, at a time when its weaponising of energy appears paramount in their arsenal of munitions meted out on Ukraine’s western allies, especially those connected to Nord Stream 1 in Europe. The overall impact however has wider implications for the MENA region where the relationship between energy and employment opportunities is increasingly fractious.

SHAPING THE AGENDA FOR COP 27; SHIFTING SANDS AND BUILDING BRIDGES

Introduction

These notes are intended to form the starting point for a series of commentaries ahead of COP27 in Sharm El-Sheikh and, next year, COP28 in the UAE. They are developed from a Middle Eastern perspective and explore the issues affecting the focus for each event, the linkage between the two and the likely ambitions for each host-nation.

The impact of current geopolitical factors cannot be overstated when relationships with the West are being tested beyond limits witnessed since the Suez Crisis of 1956 and OPEC’s Oil embargo of 1973. Critically, these insights aim to provide valuable context which will help inform messaging and enhance communications, at a time when energy security offers the chance to enable peace and unlock sustainable economic opportunity.

Central to the success of both Middle Eastern editions of COP will be the region’s confidence in its traditional allies (US, Europe and the UK), versus the non-OPEC member (Russia) and an increasingly opportunistic China. India too cannot be ruled out in terms of its non-alignment with the West and COP, all of which will make for potentially challenging dialogue.

Shaping the agenda for COP27; shifting sands and building bridges

With just over six months to go before the next edition of the Conference of the Parties to the United Nations Framework Convention on Climate Change, hereafter “COP27”, the organisers will be recalibrating their agendas and strategic visions in the light of the constantly shifting sands of geopolitical challenges.

Typically announced during the UN’s mid-year climate change meetings, the agenda for COP27 is likely to be made public after the SBI conference (Subsidiary Body for Implementation) in Bonn during June.

Well reported, dramatic hikes in oil and gas prices, increasing by over 60 per cent since May 2021, amplified by supply shortages created by sanctions imposed on Russia, inject a heightened urgency to the energy transition debate. The need to urgently implement the bold pathway to net zero ambitions

characterised by the Parties’ National Determined Contributions (NDCs), many of which are widely supported by the private sector, is a critically game-changing imperative.

Without embracing practical energy solutions which provide adequate, consistent power to fuel economies, the fall out from the current crisis could well derail progress made by previous COPs to establish a timeline that protects the world from a man-made abyss.

Whilst Egypt’s ambitions for COP27 may still be a work in progress, its position at the top of Africa and at the nexus of the MENA region point towards alively debate. Something else that won’t be lost on the organisers or its regional stakeholders is the location of COP27 in Sharm El-Sheikh on the southern tip of Sinai, just 71km over the Red Sea from Saudi Arabia’s futuristic new Neom City development, set to be carbon neutral and fuelled entirely by green energy.

Ironic therefore that so much of the current postering on climate change is inextricably linked to a (neighbouring) country which holds 15 per cent of the world’s proven oil reserves and remains its largest exporter.

Strategically, Saudi Arabia’s sovereignty over two islands 13km from the Sinai coast, framing the Straits of Tiran1 (Tiran and Sanafir), ceded by Egypt as recently as 2017, is another influencing factor. This statement of brotherly relations coincided with fresh talks on physically linking the two countries.

Known as the Saudi – Egypt causeway, or the King Salman  bin Abdulaziz Bridge2, it was first considered in 1988. Plans to develop the U.S.$ 4 billion project were revisited in 2016, to be built by a consortium led by the Saudi-Binladin group.

Whilst the outcome of these negotiations remain a work in progress, what it highlights is the strength of Saudi involvement in Egypt’s U.S.$ 400 billion economy, its political structure and the energy needs of its 103 million population. Something that will be paramount in the minds of COP27 organisers and its newly appointed Climate Champion, Dr. Mahmoud Mohieldin, a veteran IMF economist and special envoy to the UN on “Financing the 2030 Agenda for Sustainable Development”.

The current working title for COP27 is characterised as: “A radical turning point in international climate efforts in coordination with all parties, for the benefit of Africa and the entire world”. A more cynical perspective could reflect on Egypt’s dire need to reignite its post-pandemic tourism business3 by gaining aid to finance its sustainable energy ambitions.

“A radical turning point in international climate efforts in coordination with all parties, for the benefit of Africa and the entire world”

Published commitments suggest Egypt’s energy policy aims to source 20 per cent of its electricity from renewables this year, something which is unverified, and by 42 per cent by 2035. Various references identify these ambitions4, but Egypt’s NDCs pre-date these and excluded nuclear energy.

Whilst recognising that COP is a global platform, as both the 27th and 28th editions are hosted in the Middle East (no more than 2,150km apart), the region’s domestic priorities will doubtless shape the debate. Both in terms of its economic impact on the region’s oil and gas exports, and the need to invest in sources of clean energy and better environmental practices that contribute towards NDCs.

No more so than with Egypt’s nuclear power ambitions at El Dabaa and any fall-out associated with its potentially stalled development with the Russian State Atomic Energy Corporation (ROSATOM). As recently as January this year, further agreements between the two countries were signed, with work planned to start later this year5. Whilst this is just one example, any delay in El Dabaa will have a major impact on Egypt’s ability to achieve its energy transition goals by 2035.

Doubtless other countries such as Saudi Arabia (as well as those populous nations across the African continent), will be keen to access clean electricity generated by nuclear energy. Regulatory approval, allowing new countries to establish nuclear power plants, together with lower cost, more nimble options such as Small Modular Reactors (SMRs), provide a compelling argument to accelerate this process.

A number of countries are seeking to gain leverage on the SMR debate, which is seen as an important enabler of clean electricity used to power energy intense sectors, from desalinated water to the potential production of hydrogen. Success is likely to be gained by nations influencing regulatory approval and structuring financial agreements, not just those having the proven technology. Chinese influence can therefore not be ruled out.

Energy security runs parallel with another key theme that will emerge during COP; the urgent need to find employment in industries for the MENA region’s fast-growing, Arab Youth. The IMF6 estimates that around 25 per cent are unemployed, the highest in the world, growing exponentially due to the fact that 60 per cent of the population is under 29 years of age. Poorer nations within the region will struggle with energy and food prices at a time when they need to create 18 million new jobs within the next 10 years.

Therefore, economics of statehood in relation to sustainable commitments will be high on the agenda for COP27 as it has a pivotal influence on domestic security and the potential to ignite or mitigate another Arab Spring.

Summary of key influencing factors

1 Previously closed by Egypt in 1967, the Straits of Tiran and the Gulf of Aqaba remains critically important to the four countries sharing its shores, and volatile to sea-borne terrorism.

2 Reference to the project can be seen here and press reports in 2016 such as MEED

3 Estimated to be worth 15 per cent of Egypt’s pre-COVID GDP, but reducing from U.S.$13 billion in 2019 in 2021 to U.S.$3.5-4 billion according to reports in Arab News

3 Estimated to be worth 15 per cent of Egypt’s pre-COVID GDP, but reducing from U.S.$13 billion in 2019 in 2021 to U.S.$3.5-4 billion according to reports in Arab News

4 Reference IRENA Energy Outlook 2018

5 Reports covered in January 2022 in World Nuclear News World Nuclear News

6 IMF report https://www.imf.org/external/np/vc/2012/061312.htm?id=186569

NB: The content of this material represents a commentary only on events as they appear to THC, that have already been published in the media and other sources and do not necessarily represent the opinions of the authors themselves and do not represent any advice on the matters contained within, or ancillary to, the material. Furthermore, the content of this material is only intended for clients to whom this material has been sent by THC. It is not to be forwarded or disseminated more widely and THC will accept no liability whatsoever for any losses that may be incurred by intended recipients, or any other third parties, who may have relied upon the contents.

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Guy Taylor explores the origins of communications and evolutionary media trends that are especially relevant to all those with a keen interest in how we, as individuals or organisations, will communicate in the future. A veteran of comms in the region for 35 years, Guy’s career has witnessed some of the most significant milestones imaginable, from the advent of commercial TV in Saudi Arabia to the internet and social media; but why does this matter?

From Cuneiform to the Metaverse; where did it all begin and how will we communicate in the future?

Amidst the furore of what is billed as the largest show on earth, Expo 2020 Dubai offers a glimpse of a future, teasing audiences with tantalising visions of a peaceful planet where its occupants live in harmony….

Perhaps the keyword there is “vision” as regretfully both the peaceful and harmony references remain as aspirational as trying to rescue humankind from the consequences of global warming. Add that to the spectacular and always intriguing history of the Middle East region, and you’ll understand why communications per se and the media in general play such a vital role in what happens next.

In looking at the challenge of condensing the evolution of media and its significant milestones into a few hundred words, I’ll caveat my contribution with a disclaimer; this is just part of the story. In the interests of brevity, this piece aims to engage those with a healthy interest in the media with some examples of what has shaped it so far, and perhaps where its heading.

Recent history has shown us the power of what became known as alternative facts, but surely there is only one truth? Having met Sean Spicer, the onetime chief of comms to President Trump, I can tell you he puts forward a convincing interpretation on the subject.

Ironically at a time when binary options are unfashionable, the blurred lines of truth verses spin illustrate the world of grey that distorts reality and linear interpretation. What remains vital therefore is the need to interrogate what we see, read or listen to, to compare sources and arrive at a balanced conclusion.

Today the soft powers’ battle for supremacy of language remains a work in progress, although English is emerging as the likely victor. Spoken by more than 500 million people as a first language and around 1 Billion as a second, a country’s language policy is inextricably linked to both its foreign and economic policies. This is acutely relevant for young people in the Middle East. Without a gateway language like English, careers in engineering and commerce become increasingly challenging, stifling ambitions for economic diversification.

Anthropologists and philologists will tell you that language was just part of the deal. Years ago, we started to connect with one another through grunting, drawing, dancing and using symbols (behaviours enthusiastically embraced by English football supporters). You could argue today that these methods are replaced by Emojis, TikTok and Instagram, and countless other means, but fortunately language still offers the keys to sharing knowledge and human interaction. Written and spoken.

Indeed, there are many early examples in the Middle East. Evolving from graffiti of the Pharaohs, AKA Hieroglyphs (circa 3100BCE through 450CE), and another Near Eastern gift to communications, Cuneiform (circa 3300BCE); symbols morphed into dialogue which in turn morphed into the written word.

All of this sets the scene for a closer look to how it all plays out in the Middle East, a region rich in culture and science, and, today, one of the most vibrant media environments on the planet.

The start of more conventional forms of mass media can be traced back to the early 19th century, largely as a consequence of colonial ambition. To ensure that communities were clear about the benefits of Empire and keeping on message (initially in Turkish, French and in English), the region’s earliest “newspapers” appeared in 1828. Al-Waqa’I al- Misiriyyah, an Ottoman newspaper is one example, with the first editions of the Arabic language Al Ahram appearing in 1875 in Egypt.

Many other examples are worthy of inclusion in the time-line, but undeniably, publishing and reporting news has always been a high-stakes business.

Commenting on the history of media in the Middle East isn’t possible without recognising the huge contribution made by celebrated and often assassinated journalists, many of whom were casualties of intolerant and aggressive political agendas.

One of Lebanon’s oldest established newspapers, An Nahar, established in 1933 by Gebran Tueni, was later to be edited by his grandson and amesake.
Much affected by politics in Syria, Tueni junior went into exile in France for his own safety. Upon his return to Beirut in 2005 he was ruthlessly killed by a car bomb.

Another obvious example is the murder of Jamal Khashoggi in 2017. This is much reported and not the subject of this piece, but illustrative of how a media dynasty can fall foul of extreme and often extraneous circumstances.

What is less well known today is that Jamal Khashoggi’s aunt was Samira Khashoggi, a progressive Saudi author and editor-in-chief of Al Sharkiah magazine. She was also the first wife to the one-time owner of Harrods, Egyptian-born Mohammed Al Fayed, sister of Saudi billionaire businessman
Adnan Khashoggi and the mother of filmmaker Dodi Fayed, who was killed in a car crash in Paris in 1997 along with Princess Diana.

This web of intrigue thickens; when Adnan Khashoggi’s fortunes ebbed, he had to sell his legendary mega-yacht Nabila, eventually becoming under the command of the commander-in-chief himself, Donald Trump, re-branding it the Trump Princess.

This hall of fame goes further and can link media events in the Middle East during the late eighties with the CIA; notably Mohamed Ali’s fixer Larry Kolb, who married the daughter of Soraya Khashoggi, Kim – half-sister to Nabila.

Returning to the central theme, the relationship between Middle Eastern media and its history are clear. We have plotted a time-line graphic which better illustrates this point, but a handful of recent examples are particularly noteworthy.

Print Media – as referenced, the printed word has been a constant throughout Middle Eastern history, reporting on everything from the opening of the Suez Canal in 1869 to invasion of Kuwait in 1990. Perhaps unrecognisable today by the media barons of old, most have embraced new formats to engage with increasingly mobile audiences.

Radio – the go to source for news, numerous Arabic language channels have served the Middle East, but probably the most significant was Radio Monte Carlo, broadcasting from Paris from 1972, especially valued during the civil war in Lebanon.

Satellite TV News – the birth and success of CNN can be traced back to the first Gulf war in 1990 (without this event and the legendary reporting of Wolf Blitzer, along with the evolution of satellite technology, the channel would have taken much longer to gain audiences and global traction). It also gave rise to the formation of Al Jazeera in 1996, borne out of the wholesale redundancies at BBC Arabic service.

WWW – initially road tested in 1989, it became publicly available about 4 years later developing into the generic “internet”. (Not necessarily what
Tim Berners-Lee had intended, but its ubiquitous evolution has had a massive effect on the Middle East with hundreds of media channels opting for online editions).

Social Media – this accelerated the effects of the 2010 Arab Spring. (Arguably this would have happened anyway, overwhelmingly linked to the region’s demographics and disenfranchised youth, but Facebook was a key enabler of sentiment)

So, what of the future and what of Metaverse. My view on the preceding is that quality, well thought-out and creative content will prevail over the white noise of too-often sponsored online opinion. Unless you believe this, then what can you believe in?

If Zuckerberg’s rebranding of Facebook into Meta (by definition, a hypothesized iteration of the internet), was motivated “to better encompass what it does as it broadens its reach beyond social media”, then we will have our work cut out to separate fact from augmented reality. Or is that just another alternative fact.

NB: The content of this material represents a commentary only on events as they appear to THC, that have already been published in the media and other sources and do not necessarily represent the opinions of the authors themselves and do not represent any advice on the matters contained within, or ancillary to, the material. Furthermore, the content of this material is only intended for clients to whom this material has been sent by THC. It is not to be forwarded or disseminated more widely and THC will accept no liability whatsoever for any losses that may be incurred by intended recipients, or any other third parties, who may have relied upon the contents.

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Introduction

The 41st GCC Summit will take place on Tuesday January 5th in Riyadh and for the first time in recent years will see leaders of Qatar, Saudi Arabia and the UAE all participate in the day-long meeting. The Summit itself is mired in intrigue and speculation that some form of reconciliation will be struck amongst certain opposing members, ending almost four years of the so-called Qatar blockade.

Originally scheduled to have taken place in Manama in early December, the Summit was moved to Riyadh in what sources say is an attempt by King Salman to assert his will to seek a “truce” between Qatar and the main (GCC-based) blockading nations of Saudi Arabia, the UAE and Bahrain. That King Salman is the protagonist in this move represents a more tempered view of the situation in Riyadh (particularly vs Abu Dhabi) and a wider perspective that the GCC will need to achieve new levels of unity under a Biden-Administration.

The GCC as an organisation has long struggled to achieve a level of unity between members laid out as its founding vision in 1981. Persistent tensions between Qatar and Saudi Arabia, the UAE and Bahrain, culminated in the blockade of Qatar in June 2017, and questioned the very legitimacy of the GCC as an organising body.

The dispute itself saw blockading countries sever diplomatic relations with Qatar and ban Qatari registered aircraft and ships from their airspace and waters. At the root of the dispute was a view that Doha enabled Iran’s subversive regional activities and that it had long funded the Muslim Brotherhood and other radical Islamist movements. The blockading countries presented a list of 13 demands including shutting down Al Jazeera – in return for reinstating diplomatic ties as well as air and sea routes. Qatar refused and as such the blockade is still in place today.

Truce with Qatar – why now?

It is understood that Saudi Arabia has long been amenable to a reconciliation with Qatar, a move further motivated by the anticipated changes in U.S. regional policy once President-elect Biden is inaugurated. Among these expected changes are a new U.S. administration that is minded towards engagement with Iran as a means to contain it vs the current administration which has doubled down on sanctions against the Islamic Republic, conducted targeted assassinations against government and military officials and engaged in heated rhetoric.

A thaw in relations with Qatar and enhanced GCC unity is privately seen in regional capitals as an increasingly important requirement as Gulf states position themselves with the incoming Biden Administration. Should a breakthrough occur before the end of President Trump’s term, the resolution of the Qatar blockade will be welcomed both by his Administration and President-elect Biden. The U.S. has viewed the dispute as a distraction and an issue that has undermined U.S. efforts to contain Iran. It is estimated that the air embargo, prompting Qatar to more frequently use Iranian airspace, has injected over $100 million/year into the Iranian economy through overflight fees, working against U.S. sanctions.

A significant determinant of success lies in the mediators (Kuwait and Oman) ability to persuade all sides – but especially Qatar – that GCC states should face the future as a unified force rather than be distracted by factions and infighting. It has been suggested that the postponement of the Summit from its regular December date to January was to give mediation efforts more time to seek a resolution in time before for a change of occupant in the White House.

Riyadh’s role

Riyadh’s role in pushing this latest round of mediation cannot be understated. Although already amenable to a truce with Qatar, King Salman is thought to have understood the political gain for the Kingdom in forcing a resolution as it seeks to get off on the right foot with President-elect Biden who has long railed at Riyadh’s human rights failings. Riyadh will be keen to demonstrate that it can be a reliable regional partner to the new administration and a capable peacemaker.

Concessions

Just what concessions both sides may put forward to achieve some form of resolution remains unknown. Complicating negotiations is the differing level of tensions against Qatar, with the UAE’s leadership known to hold particularly deep resentment and concern towards Qatar vs the morphing, more tempered views held in Riyadh. That said, it is thought that Saudi Arabia, the UAE and Bahrain are collectively willing to further “water down” their demands of Qatar, which still include putting an end to its funding of Islamist movements and restraining its media, among others. It has also been suggested that Saudi Arabia could be ready to re-open its airspace to Qatar as a gesture of goodwill.

Real peace or agree to disagree?

Diplomatic sources have stated off-the-record that they expect some form of truce to be declared at the Summit, although it will be limited in scope. A comprehensive resolution on the major disputes between the nations is not expected, more likely is some form of joint agreement setting out terms of engagement that at worst will promote noninterference in each other’s affairs and at best define a path towards enhanced cooperation in the future. Any breakthrough is not expected to resolve the underlying issues between the two sides, at least not in the short to medium term.

Conclusion

The upcoming Summit is significant, and its outcomes will have ramifications for the region. Recognising the dramatic and rapidly changing make-up of regional alliances, as well as an expected change of approach from a new incoming U.S. administration, the January 5th Summit will be dominated by efforts to bring Qatar back into the fold of a more unified GCC. Whether or not this is really achievable is open to question – sentiment and suspicions between both sides run deep – but at the very least some form of truce appears to be in the offing. No matter how fragile a truce may be in the near term, certainly engagement and progress will be welcomed in Washington and may well adjust the future political calculus of the region.

NB: The content of this material represents a commentary only on events as they appear to THC, that have already been published in the media and other sources and do not necessarily represent the opinions of the authors themselves and do not represent any advice on the matters contained within, or ancillary to, the material. Furthermore, the content of this material is only intended for clients to whom this material has been sent by THC. It is not to be forwarded or disseminated more widely and THC will accept no liability whatsoever for any losses that may be incurred by intended recipients, or any other third parties, who may have relied upon the contents.

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A SUMMARY OF FACTORS SHAPING THE BASIS FOR 2021 COMMUNICATION PLANNING

INTRODUCTION

If you are reading this in 2020, it would be difficult not to acknowledge that we are living in truly extraordinary times. But, if this has crossed your path as research in some future study and the year 2020 is from a bygone era, then our current reality may well seem relatively uncomplicated in the same way that we might look back on history, even 10 years prior, with a fondness for its relative straightforwardness.

The truth is that the pace of change has never been faster, the leap in technological advances and the power of the internet never greater; and the very real prospect that at some point the DNA of your future colleagues may well be AI rather than XY seems to strengthen its grip on society and gain more and more momentum.

These are a mere sample of the types of factors that today’s leaders are expected to anticipate and react to in order to steer their organisations onto safe and fertile ground. So much so that questions on the future uses and threats of technology, strategic communications, governance and risk issues are all increasingly dominating board room agendas.

How organisations place these factors into context with their own communications and messaging is of paramount importance as plans are drawn up for 2021. So, as we look towards the last quarter of 2020 what are some of the key signposts that leaders must factor into future planning?

COVID-19

The threat is far from over and governments in the region will continue to face difficult decisions between prioritising public health and economic wellbeing with many trying to balance the needs of both. Despite most countries coming out of full lockdown, restrictions remain in place with significant direct and indirect costs to the public purse. Policy makers and leaders will be preoccupied long into 2021 and possibly beyond with the quest of rebounding economically and ensuring future growth amidst the threat of further peaks in Covid-19 cases. Governments will continue to outspend their previous budgets in the areas of public health, pandemic responses and specific Covid-19 management units as a means of defence and protection from the virus and hoping it eventually enables fast-tracked economic recovery. At the time of writing a vaccine remains an elusive silver bullet.

Fiscal tightening & planning

Governments across the region have adapted their fiscal policies to bolster their national economies but also consolidate spending as a result of sharp declines in revenue. The road to economic recovery is expected to be a long one alongside oil prices that are significantly lower than the breakeven many governments in the region require to keep them in the black.

Despite unprecedented cuts by OPEC+ countries to compensate for short-term demand shock, lockdowns and a broader, global economic downturn, the oil price outlook remains stubbornly weak. A recent Reuters poll amongst economists forecasted an average price of $36/barrel this year, down from $64 in 2019 and rising to only $59 by 2024, well below breakeven prices for all regional producers.

Economic diversification

Fiscal tightening as a result re-emphasise the need for many countries to accelerate their economic diversification programmes. This is considered as existential to de-risk their economies and wean them off dependency on oil revenue, provide job opportunities for their citizens and secure future stability. However, some economists posit that the various ‘vision’ plans produced in the region in recent years, defining a path towards economic diversification and localisation, are now defunct as governments have to deal with more immediate pressures.

Linked to this is the potential doubling down on “ization” policies, with some countries, such as Kuwait, actively cancelling expat visas. Oman too has a highly motivated labour policy to engage nationals, but other countries, such as the UAE, probably need to maintain a balance to better ensure resilience in domestic real estate (residential and commercial), education, retail and services sectors.

Regional relations

Notwithstanding recent announcement of the normalisation of relations between Israel and the UAE as well as Bahrain, the broader MENA region has rarely seen so many asymmetric threats and morphing of ideological and policy alignments.

Whilst the former are arguably the most significant foreign policy developments in generations – politically, religiously and culturally – it has the potential to seed comparable changes in bilateral relations across the region. Whilst the initial momentum on both sides in initiating formal relations belies the complexity of the path forward, 2021 will be pivotal in determining just how the relationship evolves and its wider impact on regional alliances and stability.

However, this is far from being the only game in town with a number of Gulf Arab countries engaged in foreign policy initiatives as far afield as Greece, Turkey and Libya, to mention just three. Pending anxieties associated with the Muslim Brotherhood and Hezbollah add to the complexity of regional relations, all of which place added pressure on the very future of the GCC bloc, many of whose members celebrate 50 years of independence in 2021.

Security & stability

In a complex neighbourhood, national security and regional stability are constant pre-occupations for regional leadership. Regional tensions frequently seem in a state of heightened risk and various current geopolitical situations are conspiring to compound that reality as new pacts emerge in the region between Qatar, Turkey and Iran on the one hand and Saudi Arabia, the UAE and Egypt on the other with states such as Oman, Kuwait and Bahrain playing far less prominent roles.

A key variable for regional stability in 2021 will depend on U.S. presidential elections as well as future mediation efforts on matters such as the dispute of territorial rights in the Eastern Mediterranean, an issue that as we write continues to flare primarily between Turkey and Greece, but with various naval powers amassing assets in the region, ready to protect their own or allies’ strategic interests.

Trump or Biden?

Governments across the region, particularly the GCC, always pay close attention to U.S. elections such is the influence the U.S. has on regional geopolitics and stability. This year will be no different and in fact may be even more acute given the clearly divergent views of both presidential candidates on policy matters that are highly strategic for many governments in the region such as policy towards Iran, renewable energy, domestic U.S. oil production and impact on oil prices as well as matters of national and regional security.

Conclusion

Corporate communications plans need to navigate subject matters that can be leveraged but, at the same time, diplomatically. The stakes are high when it comes to building a narrative that is plausible and seen as complementary towards evolving national agendas – being ahead of the news flow will better inform the development of commercial plans.

The pace at which organisations have had to deal with geopolitical events will only intensify. Establishing the right framework to assimilate insights quickly, discern what is relevant and react appropriately is the result of the right preparation, accurate analysis and good advice.

Finally, it is important to remember that crisis moments can be the driving force behind positive change, historic innovations and significant technological advances. Organisations that have embraced these external factors will be better equipped and more resilient in 2021 – a happier new year!

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Demystifying the case for quality corporate communication

From the evolution of mankind, the earliest forms of communication were recorded at around 500,000BCE, including making sounds, talking, drawing, dancing, acting, and using signals, fire and drums. Today we’re using Zoom and multiple apps to plug the gap in what these early conventions had on offer. However, the quality and value of communication remains the often over-looked critical lifeline to our humanity.

It is the main driver of progress or indeed regression on any level – from one-on-one relationships with others to how governments communicate to populations and amongst each other, all is won or lost on communications. It is little wonder then that millions of people around the world dedicate their professional pursuits to the art of communication – from academics and linguists to life coaches, counsellors and strategic communications advisors – all playing their part to promote effectiveness in this critical feature of all our lives.

Nothing highlights the important role that communication plays more than the Covid-19 pandemic, requiring levels of coordination and communication not usually required during peacetime. And although it is arguably too early to evaluate the successes and failures of the global response, the half-term scorecard certainly demonstrates that effective communications are key to a good grade.

A closer look at case studies from the corporate world demonstrate just how critical it is to communicate effectively with your stakeholders, especially through a crisis. Just think about the damage that poor communications have done to companies like BP during the Deepwater Horizon disaster and Boeing with the 737 Max; alternatively, think about the positive impact of effective communications during a crisis – think New Zealand and Prime Minister Jacinda Ardern or Airbnb, whose CEO is known for his authentic tone and transparent approach.

We need to look no further on the impact of communication proficiency during this period than at recent polling concerning the UK government and their handling of the pandemic response. The YouGov poll (released May 17^th) showed that 49% of respondents thought that the government was “doing badly”, versus a 72% approval rating on March 23^rd.  The poll suggested that people wanted more detailed and clearer guidance regarding the current phase of the UK’s exit from lockdown strategy.

As many countries try to return to some semblance of (a new) normal, what key changes has this crisis brought to the field of communications, the advice its practitioners give and how organisations should adapt to these changes? Here are some examples which should shape how companies, organisations and governments plan for their futures.

1. Reputation is your most valuable commodity: this experience has further solidified the importance of reputation. Building and managing reputation is a journey; you can lose it in a second, particularly if you haven’t put in the hard yards to build reputational equity before.
2. Pre-digital age tactical PR is consigned to history: it is no longer fit for purpose. Your stakeholders are more active, aware and enlightened than ever. They all have a direct impact on your reputation thanks to the smart phone, digital age. Sweeping issues under the rug is no longer a panacea for even the smallest problem. Strategic communications, good governance and change management will help you mitigate and manage risk while building long term value.
3. Strategic communications earned its position as a critical function of the C-suite and a permanent fixture on the Board’s agenda: it should be an essential function in the business model and strategic direction of any organisation. It is on the front line as a steward of reputation.
4. Communications therefore contributes to and permeates all aspects of an organisation: from setting the tone of leadership’s engagement with employees to defining community relations and all in between.
5. You must define your purpose, it must form part of your business model and go beyond the singular focus of shareholders: it will define your culture, your reputation and thus your long-term opportunities and success.
6. Earning the trust of your full stakeholder universe is key to your future success and building long-term value: strategic communications is a critical driver of this effort.
7. Organisations need to navigate to the best but plan for the worst: they MUST audit their crisis capabilities and develop tested contingency plans for how they will act and communicate during a crisis.
8. Trust will be earned or lost based on your communications capabilities: without trust, you have no license to operate.

The demands placed on organisations to communicate and the way in which they communicate has altered dramatically in recent decades. The digital age has sharpened scrutiny and an awakening of consciousness has demanded greater authenticity and transparency. As these changes have gripped professional life, communications as an advisory service has matured away from notions of transactional, tactical PR to a far more strategic, meaningful form of critical counsel. It is time for organisations of all types and sizes to embrace the importance of strategic communications as a vital component of risk management, a significant driver of momentum and growth. Disregard this at your peril for good communications is at the core of our very being and key to progress.

In its never-ending search to provide clients with targeted, best in class expertise and counsel, THC launched a strategic advisory practise to support clients through complex decision making and execution, managing crises and building long term value. Strategic communications counsel sits at the heart of this practice. For more information, please contact Ben.Castree@thc.xyz

GRABBING ATTENTION V. ADDING TO DISTRACTION

It is widely accepted that media consumption trends increase dramatically during times of crises in parallel with the demand for the latest, up to date information. In fact, a recent report by Neilson suggests that TV ratings in the US have already increased by 60 per cent, live streaming of content by 61 per cent and, in Spain, Netflix is up by 54 per cent. Gaming is also set to make a leap in the coming few weeks, as global consumer spending is set to exceed USD120bn.

In the Gulf area, online proliferation is reaching new heights, as the region boasts some of the highest levels of social media penetration in the world and a young tech savvy population. Instagram and Twitter feeds are extremely active, with over 60 per cent of GCC nationals citing social media channels as a primary source of news, and over 67 per cent getting their news from the internet.

Against this background, our ability to compare multiple sources of news and question policies shaped by others has never been greater. But how much of this deluge of content is actually helpful, or just poorly conceived reactions of bandwagon PR?

Whilst we are in the midst of a global pandemic (the consequences and human cost of which are virtually incalculable due to so many uncertainties), the communications and behaviour of companies becomes a legacy on which future judgments will be made, impacting on trust and reputations. Don’t underestimate the memories of stakeholders and consumers, whose opinions and buying decisions will make or break your future.

Choosing the right time and approach

How many emails have you received from vendors explaining that your health and wellbeing are their priority? Believe that and – regretfully – you’re probably being somewhat optimistic.

The real issue here is understanding when to communicate, with whom and what shape this should take. Plausibility and relevance are key components in making communications authentic, informing judgment to differentiate between the avalanche of knee jerk inertia, versus genuine concern and empathy towards what we understand are unprecedented circumstances.

Understanding where your messaging fits into this process, the conversations you can have and those that you simply should be prepared for as and when appropriate, fall into a formula of preparedness that seamlessly clicks into life.

The key issue here is being prepared to communicate and manage multiple scenarios, rather than feeling compelled to do so because others are. Decisions need to be measured against a metric of criteria such as relevance, strategic value and audience.

Social distancing v. community engagement

On the assumption that social distancing will be a feature of business life for some months to come, and arguably will have a long-lasting impact on office behaviour, we need to really interrogate how we communicate and behave. Over many years, companies have aspired to become beacons of corporate governance and social responsibility, without being challenged for much in the way of evidence to demonstrate proof of concept. This extends beyond talking the talk, to actually walking it. IE substance.

Much of this was played out through owned channels and digital platforms which now more than ever, in the absence of much in the way of human contact, need to work harder. Today and for the foreseeable future, media channels will not only be your gateway to market, but critical in delivering an experience which informs and fosters a positive response.

Quality content is therefore paramount, but equally so is the critical need to communicate with colleagues to ensure that – even if they are working from home – they feel part of the plan and committed to the longer term picture. Painting that and making it a masterpiece is the test of true leadership.

Internal communications must therefore not be neglected – communicating the plan that includes thinking of your duty of care for them is of paramount importance. Ongoing updates and coordinated messages are also important. Above all else, show leadership and ensure that management are active voices during a crisis.

As we look down the road to potentially weeks and months of working from home, how do organisations ensure that they are communicating effectively and equipping them to perform during these testing times?

This is about more than just having the right technology in place and it is more than just ensuring a business as usual approach. Email alone is not enough and sustaining the daily course of business will require managers to dig deeper in how they communicate with their teams to get the best out of them. Structure and frequent engagement are important ingredients!

Key leanings – more than 101

Hindsight might be the gift of many experts, but few would of predicted that the world could have been brought to its knees because of an aggressive virus. We’re programmed for economic catastrophes, natural disasters and especially familiar with the impact of conflicts here in the Middle East. But never in living memory has something initially perceived as so benign gripped the world in a vice of fear and uncertainty.

Markets have crashed, oil down to US$30 a barrel and billions being ploughed into economic stimulus packages around the world. In the UK, up to 80 per cent of salaries are being underwritten by the British Government in a move which is unprecedented in modern UK history.

Although it is impossible to predict every scenario an organisation might need to respond to, there is a lot that can be done to ensure survival when faced with a crisis: preparation, preparation, preparation (and don’t forget training!) To be caught completely off guard will only lower your organisation’s  chances of success in navigating a crisis. Some key questions to ask yourselves:

– Have you mapped your critical stakeholders who you will need to communicate with?

– Do you have positioning statements per stakeholder/per crises?

– Have you stress-tested the organisation’s response to various scenarios?

– How are you organised internally to manage a crisis? Who forms your crisis team? How is it structured?  How is it built for a rapid response?

– Who is your spokesperson? Are they media trained?

– Have you developed good media relationships?

No two crises are the same, but some general rules apply in terms of approach: speak clearly, speak calmly and authentically. Be human. This applies whether your response is written or verbal. Be prepared to move quickly – aim to be criticized for over-reacting and overestimating the gravity of a situation rather than the opposite. Above all else, go to the crisis and face it head on – organisations that go to ground and don’t appropriately communicate risk their own survival.

Crises will be unavoidable in the life of any organisation. They may be of their own making, or outside of their control as we are seeing with COVID-19. What is in their control is the preparation and planning required to ensure an effective response. A business’s very survival may well depend on it.

Some concluding thoughts…

It is so often in moments of crisis that leaders and organisations truly prove their value (or lack thereof) to their stakeholders. Valuable organisations are ones that demonstrate good governance; and good governance allows for effective risk management and crisis response and an ability to effectively communicate your thoughts, actions and next steps in a crisis.

At a time when effective communication is paramount, choosing to go to ground when expectations of you are otherwise, can be detrimental to confidence, trust and value of your brand. Employers, consumers and other stakeholders will not quickly forget this. There is no better time for a brand and its leader to demonstrate leadership and accountability and solid governance DNA.

Like good governance, effective crisis preparedness and response is only as good as it is tested. Ongoing evaluation, preparation and training form the ultimate insurance policy to mitigate crisis risk.

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