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How to protect your reputation in broadcast and streaming media

Author

David Bennett
November 7, 2024

In recent years, even the most respected broadcasters have attracted negative publicity related to claims of abuse, sexual harassment and bullying.

Some broadcasters' handling of incidents has attracted criticism, adding to public concerns. With the continuous glare of publicity surrounding high-profile media companies, the reputational damage can be deep and lasting.

We’ve identified some of the key risks that broadcasters and streaming services need to consider, along with mitigations that can help companies prevent a crisis and manage incidents sensitively if they do occur.

Talent misconduct and scandals

Audiences can invest huge emotional capital in personalities, such as trusted news anchors and actors. If those personalities are disgraced, the public can quickly shift the blame onto the media companies that employed them, asking why they didn’t know or act sooner.

This can lead to loss of trust and revenue, as well as potentially damaging and expensive civil claims.

  • Carry out background checks and social media audits: Before you start working with new talent, make sure you know about any past misconduct, criminality or problem behaviors.
  • Monitor reputation in real time: Track the behavior of personalities using tools that continuously monitor social media, news and information sources.
  • Use clear morality and termination clauses: Make sure you can quickly terminate contracts if personalities act in a way that can harm your brand.
  • Have a crisis plan and a team to implement it: Your crisis management should include a response to scandals and a dedicated team to manage news and social media.
  • Be transparent and honest: Acknowledge the issue with transparency and clarity, show accountability, and provide regular updates.

Employee abuse and discrimination

Mistreatment of employees, whether through racial or gender discrimination, harassment, or bullying, can cause reputational damage for broadcasters and streaming services if stories gain traction with the public.

In an era of culture wars, broadcasters can find they have a difficult line to tread.

  • Have a zero-tolerance policy against abuse: Make sure your policy on harassment and abuse is clear and reinforced through onboarding, training, and internal communications.
  • Take prompt action, with real consequences for abusers: Launch an investigation as soon as allegations emerge. Suspend the person accused and consider dismissing them if the allegations are proven.
  • Focus on fairness and respect: Ensure your policies emphasize fair treatment for all employees. Use neutral language that focuses on values like mutual respect and safety, rather than politicized rhetoric. Encourage open conversations on diversity-related topics.
  • Own the story: Be the first to address allegations before media speculation gets out of hand. Link in your PR and legal teams to give regular and transparent updates while avoiding language that might open the door to litigation.
  • Track public sentiment: Monitor public sentiment during and after any incidents. Respond thoughtfully to stakeholders, showing empathy and a willingness to address issues.

Abuse of minors and vulnerable groups

Reputational damage tends to be more profound and long-lasting if the victims are children or belong to a vulnerable group. Past scandals have made the public highly sensitive to any hint of abuse or exploitation by staff or celebrities. Broadcasters and streaming companies can also feel a backlash if their content is seen as harmful or abusive towards these groups.

  • Implement strong safeguards: Ensure you have clear policies and practices for safeguarding children and vulnerable groups who participate in productions or are otherwise in your care.
  • Make early reporting easy: Introduce reporting tools that make it as simple as possible to report any abuse, bullying, or harassment without fear of reprisal.
  • Act quickly and decisively: Assign staff to respond rapidly and protect potential victims as soon as abuse is reported. Suspend anyone accused of abuse immediately, pending investigation.
  • Strengthen parental controls and content reviews: Consider tools and technology that can give parents more control over what children watch. Introduce pre-broadcast compliance reviews and sensitivity analysis to check for harmful content.
  • Partner with nongovernmental organizations (NGOs) and protection agencies: Improve safety standards by working with child advocacy groups, mental health professionals, and organizations that protect vulnerable communities.

WTW has developed a holistic reputational risk management solution, which includes Polecat risk monitoring to track live sentiment and help prevent negative publicity and Reputational Risk Quantification to measure likely damage if an incident does occur.

Our crisis communications specialists will help you manage the media during and after an event with Reputational Crisis insurance to cover any loss of gross profit you suffer as a result. The solution also includes Reputational Risk Benchmarking to assess your resilience against reputation risk in the future.

To find out more, please get in touch.

Author

David Bennett, Head of Reputational Risk Management

David Bennett

Head of Reputational Risk Management
Direct and Facultative

Contact

Karl Sawyer, Digital Infrastructure Lead, Europe and GB Industry Lead – Technology, Media and Telecommunications Willis, a WTW business

Karl Sawyer

Digital Infrastructure Lead, Europe and GB Industry Lead – Technology, Media and Telecommunications Willis, a WTW business

Karl leads Willis’s European digital infrastructure proposition and supports its wider Technology, Media and Telecommunications industry strategy in Great Britain. He helps clients understand, quantify and manage complex technology, operational and contractual risks, translating them into practical risk management, resilience and insurance strategies that support business growth and changing operating models. 

Karl joined Willis in 2016, having previously spent ten years as a professional risk and insurance buyer for a FTSE 100 global media production and broadcasting organization. During this time, he managed its worldwide multi-line insurance programme, supported the development of business resilience across its international operations and was responsible for its media liability programme and claims managed through the company’s captive insurance arrangements.

Prior to this, Karl held roles in insurance broking, loss adjusting, claims management and underwriting. This experience gives him a broad understanding of risk from the perspectives of clients, insurers, brokers and the wider insurance market. Over a career spanning more than 25 years, he has worked across personal and commercial insurance, corporate insurance buying, business continuity and strategic risk advisory.

Karl is a certificant of the Institute of Risk Management and achieved the Business Continuity Certificate with Merit in 2013. He has experience in the digital infrastructure ecosystem, including data centre operators, telecommunications businesses, cloud providers, tower companies, network operators and technology-enabled platforms. He also has a long-standing interest in artificial intelligence and its implications for technology, digital infrastructure and the insurance industry.

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