Opinion | Vital communication
Communication is vital if construction is to improve its reputation
As revealed in NCE, Network Rail is refocusing its communications strategy so that it can take a more strategic approach (NCE online 7 August).
With unplanned disruptions and infrastructure failures hitting the headlines, it is a necessary decision.
DAN GERRELLA
It should be seen as a positive step forward, especially for an organisation that impacts so many people. But the problem is that this decision seems to have been announced in response to things going wrong. It does not have to be this way.
Organisations that have a strong focus on reputation management and communication outperform those that do not. Businesses that take communications seriously are less exposed to risk.
That is because they are good at looking outwards, understanding that it does not take long for a negative issue to become headline news. This is especially true for major infrastructure projects with large budgets and high impacts on businesses and communities. Many projects are taxpayer-funded and even linked to major political promises.
Given this, you would expect reputation management to be high on the agenda. Unfortunately, there is a lack of strategic counsel at senior levels of businesses in the UK.
Research from the Chartered Institute of Public Relations (CIPR) has found that almost half of the boards of FTSE 100 companies have no dedicated communications professional in post, even as a non-executive. Of those in construction, none had a director of communications or similar appointed at board level.
This is baffling. Construction is an industry responsible for millions of workers, delivering projects that affect lives. It also has a series of strategic issues to address that need impactful communications. It has a skills shortage. It has a diversity problem. It has a huge impact on carbon emissions and environmental issues.
Delivering a major infrastructure project requires communication with a huge number of stakeholders and communication at this operational level tends to be relatively well resourced.
But to build a successful and sustainable infrastructure business also requires communications as a strategic management discipline to horizon scan, look for potential issues and help mitigate problems well before they occur.
This includes communication plans across different audience groups and building long-term relationships. Organisations also need a board-approved crisis plan in place so that they can respond quickly and effectively. This is crucial to reducing reputational damage.
Many infrastructure businesses involve joint ventures too. That means that a large amount of work is needed around branding, consistency of messaging and collaboration.
“Businesses that take communications seriously are less exposed to riskWe are at a time where rebuilding trust in construction and infrastructure is more important than ever. The construction industry must change as we address the legacy of Grenfell, modernise ways of working and tackle climate change. In parallel, a difficult economy, political upheaval and changing societal views all put pressure on organisations.
The pace of change means that organisations need to be adaptable and agile. Having public relations, communications and corporate affairs represented at a senior level helps boards guide leaders to ensure that decision making reflects the outside world. And, because they understand the stakeholders involved, they can help organisations reach them with the right messaging at the right time.
It can make all the difference to the industry’s reputation and future success.
- Dan Gerrella is a CIPR board director and associate director at Liz Male Consulting