ABSTRACT
The reputation of an organisation is a shared responsibility among all employees, as each is an ambassador in the eyes of non-employee stakeholders. The interpretation of risk will depend on the nature of business, and most organisations have become more practised at identifying and reporting operational risk. Strategic risks cannot be quantified by impact or probability and cannot be assigned to a single individual. They are typically excluded from scrutiny by the risk committee which tends to have an operational function. Appetite for risk in the public sector is low because risk is closely linked to personal safety. The chapter shows different levels of maturity from controlled to unmanaged with regard to reputation. There are very few at the controlled stage but many at the managed stage and several at the supervised stage. The chapter indicates that reputation as a risk gets attention from two key areas in an organisation, one motivated by compliance and the other motivated by control.
