South Africa. National Pulse 2017 Report

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1 South Africa National Pulse 2017 Report

2 Table of Contents Section 1 Introduction 4 Section 2 Country results 10 Appendix 1 Demographics 35 Appendix 2 Methodology 37 2

3 Section 1 Introduction About the study. The RepTrak model. 3

4 About the Study What follows are the results of the RepTrak Pulse 2017 reputation study conducted in South Africa by the Reputation Institute and the Reputation House. The reputations of the biggest and most visible companies in South Africa were measured via an online survey among a representative sample of the general public in South Africa. Data collection took place in February and March, Contact information For more information about the study please contact: info@reputationhouse.co.za 4

5 The RepTrak Model Explains Reputation The RepTrak Model Reputation Institute s generic model for reputation is structured around four core themes, seven reputation dimensions and 23 reputation attributes. Together, these elements explain a company s reputation Reputation RepTrak Pulse is the core of a company s reputation and shows how strong the emotional bond is between the company and the public. 2 Dimensions and attributes The RepTrak model consists of seven operational dimensions and 23 attributes that explain the reputation profile. 3 - Drivers The individual attributes mean different things to people and are perceived differently in terms of weighted importance. Analyses identify areas that are most important for strengthening a company s reputation. 1 2 Drivers can be at dimension and attribute level and show how the company gains value for money in its communication. 5

6 RepTrak - Rational vs. Emotional What is the relationship between RepTrak Pulse and the 7 reputation dimensions? RepTrak Pulse measures the overall reputation based on people's immediate emotional perception of the company. In contrast, the 7 reputation dimensions examine people s rational perception of corporate reputation based on specific and detailed statements. RepTrak Pulse score is not necessarily always equal to the average of the 7 reputation dimensions. People s emotional perception may be influenced by an overall positive attitude to the company, which is not necessarily rewarded by a proper evaluation of the respective company's products, innovation, workplace, governance, citizenship, leadership or performance. Emotional Rational explanation of the emotional 6

7 Why should we care about reputation Reputation is important, because it drives supportive behaviour and through support of its stakeholders allows the company to achieve business results. Touch Points Reputation Supportive Behaviour Direct experience What a company communicates Welcome into the community Benefit of the doubt Trust the company Work for Recommend products/services Recommend as an investment Recommend the company Say positive What others say Buy Choose Invest Stakeholders build their perceptions about a company through three types of channels: Direct Experience (buying product/service, contacting customer support What a company communicates (company s own communication, marketing material, newsletters, website) What others say (word of mouth, media publications, expert opinions) Perceptions gained through Direct Experience and Own Communication can be to large extent controlled by the company. What others say, on the other hand, can only be influenced indirectly. The company needs to manage its reputation in order to appear in accordance to expectations of its stakeholders. 7

8 Significant differences and normative scale Significant differences In any study based on a sample of the population there is a statistical error in all measurements. The table below shows the difference needed between two scores before they can be said to be significantly different. Statistical Significance RepTrak Pulse > 3,7 Dimensions > 7,3 Only score differences that are statistically significant will be shown in this report. Normative scale Using an extensive database containing results from thousands of studies throughout the world since 1998, Reputation Institute has developed a Normative Scale (in everyday language The Traffic Light ) that indicates whenever a particular score is high or low when benchmarked against previous studies of a similar character. Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 8

9 Section 2 Country Results South Africa

10 Most Visible Companies List of Companies South Africa [Sorted by Industry] Financial_Short-Term Insurance FMCG Oil, Gas & Lubricants 1st for Women (Pty) Ltd Clover BP Auto & General Coca Cola Caltex Budget Insurance Nestle Engen Dial Direct Procter & Gamble Sasol MiWay Insurance SAB Miller Shell Outsurance Tiger Brands Total South Africa Santam Unilever Financial Bank Financial - Diversified Telecommunications ABSA Discovery Cell C Capitec Bank Holdings Liberty Holdings MTN Group First National Bank Momentum Telkom SA Nedbank Old Mutual Vodacom Group Standard Bank Sanlam Retail Edcon Group Massmart Holdings Mr Price Group Pick n Pay Holdings Shoprite Holdings The Foschini Group The Spar Group Truworths (International) Woolworths Holdings State Owned Enterprises Eskom South African Airways South African Broadcasting Association South African Post Office Transnet 10 10

11 Measured companies to 2017 Company st for Women ABSA Auto & General Barloworld Bidvest BP Budget Insurance Caltex Capitec Bank Cell C Clover Coca-Cola Dial Direct Discovery Edcon Group Engen Eskom First Rand_FNB Foschini Group Liberty Holdings Massmart_Makro/Game/Dion MiWay Insurance Momentum Mr Price Group MTN Company Nedbank Nestlé Old Mutual Outsurance Pick n Pay Procter & Gamble SABMiller Sanlam Santam Sasol Shell Shoprite South African Airways South African Broadcasting Corporation South African Post Office Spar Group Standard Bank Telkom Tiger Brands Total Transnet Truworths Unilever Vodacom Woolworths 11 11

12 Familiarity Distribution South Africa (1/2) Familiarity distribution (%) [South Africa] [sorted by very familiar] Very familiar Somewhat familiar Have only heard the name Not at all familiar Not sure Coca Cola 85% 12% 1% 0% 2% n = First National Bank 81% 15% 4% 0% 1% n = Eskom 80% 17% 2% 1% 1% n = Vodacom Group 78% 15% 4% 2% 1% n = Pick n Pay Holdings 78% 16% 3% 1% 1% n = Telkom SA 77% 18% 2% 1% 1% n = The Spar Group 76% 17% 4% 1% 2% n = Nestle 75% 21% 2% 0% n = Mr Price Group 75% 21% 3% 1% 1% n = Cell C 74% 21% 3% 1% 1% n = Clover 74% 21% 3% 1% 0% n = ABSA 74% 21% 3% 1% 1% n = Shell 74% 22% 3% 1% 0% n = South African Post Office 73% 22% 3% 1% 0% n = Truworths 73% 21% 5% 1% 0% n = MTN Group 73% 21% 4% 2% 0% n = Woolworths Holdings 72% 20% 5% 2% 1% n = Standard Bank 72% 24% 3% 1% 0% n = Engen 71% 23% 3% 2% 0% n = Shoprite Holdings 71% 20% 5% 3% 1% n = Massmart Holdings_Makro/Game/Dion 69% 21% 6% 4% 0% n = Caltex 69% 23% 6% 1% 1% n = BP 69% 25% 4% 2% 0% n = Nedbank 67% 24% 5% 3% 1% n = Old Mutual 65% 27% 6% 1% 0% n = % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 12 12

13 Familiarity Distribution South Africa (2/2) Familiarity distribution (%) [South Africa] [sorted by very familiar] Very familiar Somewhat familiar Have only heard the name Not at all familiar Not sure The Foschini Group 65% 27% 5% 2% 1% n = South African Airways 64% 29% 5% 1% 1% n = South African Broadcasting Corporation 64% 24% 7% 3% 1% n = Sasol 64% 28% 6% 2% 0% n = Discovery 62% 26% 9% 2% 1% n = Outsurance 61% 27% 8% 3% 1% n = Capitec Bank Holdings 61% 28% 8% 1% 1% n = Sanlam 60% 30% 7% 2% 0% n = Total South Africa 59% 25% 9% 6% 1% n = Tiger Brands 54% 30% 11% 4% 0% n = Transnet 51% 30% 14% 5% 0% n = SAB Miller 49% 28% 12% 10% 2% n = Unilever 47% 30% 13% 9% 1% n = Momentum 46% 36% 12% 5% 1% n = Edcon Group 45% 24% 14% 16% 1% n = Santam 45% 36% 14% 5% 1% n = MiWay Insurance 43% 32% 18% 7% 0% n = Budget Insurance 42% 36% 16% 5% 1% n = Auto & General 42% 33% 18% 6% 1% n = st for Women 41% 35% 17% 6% 1% n = Bidvest 40% 36% 18% 5% 1% n = Dial Direct 40% 34% 19% 6% 1% n = Liberty Holdings 39% 31% 17% 12% 1% n = Barloworld 30% 33% 19% 15% 3% n = P & G 22% 29% 24% 21% 3% n = % 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 13 13

14 South Africa 2017 Top 10 RepTrak Pulse Top 10 South Africa: ,3 2 79,5 3 77,6 4 76,7 5 76,3 6 75,8 7 75,6 8 75,2 9 72,7 Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier < ,

15 Changes in Top vs ,1 76,2 75,4 74,9 73,3 72,6 72,1 71,6 70,2 69, ,3 79,5 77,6 76,7 76,3 75,8 75,6 75,2 72,7 72,4 Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <

16 RepTrak Pulse South Africa 2017 RepTrak Pulse Rankings Clover Coca Cola Pick n Pay Holdings Nestle First National Bank Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 Woolworths Holdings The Spar Group Old Mutual Discovery The Foschini Group Massmart Holdings_Makro/Game/Dion Sanlam Truworths Bidvest Engen SAB Miller Caltex Unilever Tiger Brands Liberty Holdings Capitec Bank Holdings Shell Sasol Mr Price Group Shoprite Holdings Barloworld Santam Standard Bank Nedbank Edcon Group Total South Africa Vodacom Group BP Outsurance 1st for Women (Pty) Ltd Momentum Auto & General Budget Insurance MiWay Insurance Procter & Gamble Dial Direct MTN Group South African Airways ABSA Cell C Transnet Telkom SA South African Post Office South African Broadcasting Corporation Eskom 16 16

17 Industry Ranking Industry Rankings 2017 FMCG (7) 72,8 n = 699 Retail (9) 72,1 n = ,8 Financial - Diversified (5) n = ,7 Oil, Gas & Lubricants (6) n = ,7 Financial - Banking (5) 66,8 n = 500 Financial - Short-term Insurance (7) 63,5 n = 702 Telecommunication (4) 58,4 n = 602 State Owned Enterprises (5) 45,2 n = 901 Total n = Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <

18 Industry Leaders Industry Leaders 2017 Leaders within each Industry 2017 FMCG Retail Financial - Banking Financial - Diversified Oil, Gas & Lubricants Financial - Short-term Insurance Telecommunication State Owned Enterprises (Clover) (Pick n Pay Holdings) (First National Bank) (Old Mutual) (Engen) (Santam) (Vodacom Group) (South African Airways) Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <

19 Industry Leaders 2016 vs 2017 Rank FMCG Retail Financial - Banking Financial - Diversified Oil, Gas & Lubricants Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 Financial Shortterm Insurance Telecommunication State-Owned Enterprises 19 19

20 Reputation Drivers Dimensions

21 Products South Africa Products vs. Enterprise - driving reputation Explanation 6 1 Products vs. enterprise analysis is based on two sets of indices for all companies in South Africa: the Products index (defined as Products & Services and Innovation) and the Enterprise index (defined as Workplace, Governance, Citizenship, Leadership and Performance) The indices are created by multiplying each dimension score by their respective South Africa weights. The x-axis shows the deviation of the given company s Enterprise index from the South Africa average. The y-axis shows the deviation of the given company s Product index from the South Africa average. -14 The line represents the average balance between the Product and Enterprise dimensions for companies reputation in South Africa The reputation of companies above the line is more strongly influenced by the Product dimensions (is Productcentric), while the reputation of companies below the line is more strongly influenced by the Enterprise dimensions (is Enterprise-centric). South Africa Enterprise n =

22 In the Marketplace Just Two Factors are at Play PRODUCTS ENTERPRISE 22 22

23 Who You Are Matters More than What You Do % Influence on Emotional Bond ENTERPRISE 69.1% PRODUCTS 30.9% 66.0 South African Companies Overall Pulse 23 23

24 2017 Reputation Drivers 3 Dimension Drivers To win the support and trust of consumers, you have to engage on all 7 dimensions: 14.3% 17.5% 13.0% 13.4% 12.9% 13.4% 15.6% Each of the 7 dimensions account for more than 12% of reputation, except for Workplace. So to win you need to excel and communicate about each one of the dimensions. The key reputation drivers: Product & Services, Governance and Performance explain almost 50% of reputation (47.4%). Building a company specific reputation platform across dimensions is the key to succeed in the reputation economy

25 Reputation Drivers Overtime Dimension Drivers Over Time South Africa: Products & Services Governance Performance Innovation Workplace Leadership Citizenship Products & Services 18,5 16,6 15,2 18,9 18,2 17,5 Innovation 15,4 15,9 14,8 15,5 13,4 13,4 Workplace 13,2 13,6 13,8 13,1 12,8 13,4 Governance 13,1 13,6 13,4 12,8 15,3 15,6 Citizenship 13,5 13,0 15,0 12,6 13,2 12,9 Leadership 12,6 12,7 12,9 12,7 13,6 13,0 Performance 13,7 14,7 14,8 14,4 13,5 14,3 Adj. R² n = n = 2,300 1,999 2,400 10,547 5,000 5,

26 Dimension Rankings Winner Per Dimension 2016 vs Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <

27 Dimension Rankings Top 5 Products and Services Innovation Workplace Clover Coca-Cola Coca-Cola Coca-Cola Clover First National Bank Nestlé First National Bank Clover Woolw orths Nestlé Sanlam First National Bank Pick n Pay Sasol Governance Citizenship Leadership Pick n Pay Clover Coca-Cola Coca-Cola Coca-Cola Pick n Pay Clover Pick n Pay Clover The Spar Group Woolw orths The Spar Group Bidvest Discovery First National Bank Performance Coca-Cola Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 Clover Pick n Pay Nestlé First National Bank 27 27

28 RepTrak Dimension Importance: 2017 South Africa Dimension Quadrant Products & Services 17,0 Score Weights Products 66,7 17,5 Innovation 65,0 13,4 Workplace 63,1 13,4 Governance 63,6 15,6 Citizenship 63,4 12,9 Leadership 64,2 13,0 Performance 66,9 14,3 n = 5,806 Governance Performance Workplace Citizenship Leadership Innovation Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 12,0 60,0 Lower Priority Weaknesses South Africa RepTrak Dimension Scores: 2017 Lower Priority Strengths Products/Services Innovation Workplace Governance Citizenship Leadership Performance 28 28

29 Dimension Distribution South Africa Dimension distribution Q South Africa [by dimension order] Negative (1-2) Neutral (3-5) Positive (6-7) "Not sure %" Score Products & Services 6% 36% 55% 3% 66,7 Innovation 7% 37% 51% 4% 65,0 Workplace 6% 33% 40% 20% 63,1 Governance 7% 37% 46% 10% 63,6 Citizenship 7% 36% 44% 13% 63,4 Leadership 7% 35% 47% 11% 64,2 Performance 6% 33% 51% 11% 66,9 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% n =

30 Supportive Behaviour

31 Willingness to support (Recommend company to others Top-two box) RepTrak Pulse vs. Recommend company (%) in South Africa If a company improves its reputation by 5 points, the number of people who would recommend the company goes up by 6.3%. 90% 80% 70% Clover Coca Cola Nestlé Woolw orths Holdings Pick n Pay Massmart Old Mutual Discovery 60% 50% 40% Shoprite First National Bank (FNB) Engen Nedbank BP Bidvest Barlow orld South African Airways Procter & Gamble Telkom ABSA Momentum Transnet MTN Dial Direct 30% South African Broadcasting Association Eskom South African Post Office Adj. R² = % RepTrak Pulse Score Excellent/Top tier 80+ Strong/Robust Average/Moderate Weak/Vulnerable Poor/Lowest tier <40 31

32 Support for the most and least reputable companies in South Africa Top 5 vs bottom 5 The most reputable companies vs. least reputable companies Supportive behavior distribution Negative (1-2) Neutral (3-5) Positive (6-7) Not sure Count Buy The 5 most reputable companies 3% 19% 77% 0% n = 499 The 5 least reputable companies 28% 38% 32% 2% n = Recommend products Trust to do the right thing Say something positive Invest Recommend as investment Work for The 5 most reputable companies 3% 21% 76% 0% n = 499 The 5 least reputable companies 28% 39% 31% 2% n = The 5 most reputable companies 2% 25% 69% 3% n = 499 The 5 least reputable companies 31% 37% 29% 3% n = The 5 most reputable companies 2% 22% 76% 0% n = 499 The 5 least reputable companies 28% 39% 31% 2% n = The 5 most reputable companies 3% 22% 70% 5% n = 499 The 5 least reputable companies 37% 31% 28% 4% n = The 5 most reputable companies 2% 23% 69% 5% n = 499 The 5 least reputable companies 36% 31% 29% 4% n = The 5 most reputable companies 8% 25% 62% 5% n = 499 The 5 least reputable companies 37% 29% 30% 4% n = % 20% 40% 60% 80% 100% 32 32

33 Most Supported Companies Top 5 Buy [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 1% 13% 85% 1% 2 Nestlé 1% 19% 80% 0% 3 Coca-Cola 4% 16% 80% 0% 4 Woolw orths 4% 17% 79% 0% 5 The Foschini Group 5% 16% 77% 2% Trust [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 4% 19% 75% 2% 2 Clover 2% 19% 75% 4% 3 Nestlé 2% 24% 72% 2% 4 Woolw orths 5% 25% 68% 2% 5 Old Mutual 3% 27% 67% 3% Invest [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 3% 11% 80% 6% 2 Old Mutual 3% 22% 72% 3% 3 Pick n Pay 2% 23% 71% 4% 4 Clover 1% 26% 69% 4% 5 First National Bank 6% 25% 67% 2% Work for [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 7% 20% 68% 5% 2 Nestlé 4% 24% 66% 6% 3 Bidvest 3% 28% 62% 7% 4 Clover 7% 27% 61% 5% 5 First National Bank 8% 29% 59% 4% Welcome into my Community [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 0% 13% 86% 1% 2 Coca-Cola 4% 12% 83% 1% 3 Pick n Pay 2% 23% 75% 0% 4 Woolw orths 4% 22% 73% 0% 5 Nestlé 4% 22% 73% 1% Recommend Products [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 1% 15% 84% 0% 2 Nestlé 3% 17% 80% 0% 3 Woolw orths 5% 18% 77% 0% 4 Coca-Cola 5% 19% 76% 0% 5 The Spar Group 1% 26% 73% 0% Say Positive [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 4% 16% 80% 0% 2 Clover 1% 19% 79% 1% 3 Nestlé 1% 23% 76% 0% 4 Woolw orths 4% 20% 75% 1% 5 Old Mutual 2% 23% 74% 1% Recommend as Investment [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Coca-Cola 2% 13% 79% 6% 2 Old Mutual 4% 22% 72% 2% 3 Nestlé 2% 24% 68% 6% 4 Pick n Pay 3% 26% 67% 4% 5 Clover 0% 27% 66% 7% Benefit of Doubt [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 2% 17% 75% 6% 2 Coca-Cola 4% 24% 71% 1% 3 The Spar Group 1% 32% 66% 1% 4 Nestlé 5% 28% 64% 3% 5 First National Bank 6% 27% 62% 5% Recommend Company [Sorted by Positive] Negative (1-2) Neutral (3-5) Positive (6-7) Not sure 1 Clover 1% 17% 82% 0% 2 Coca-Cola 5% 17% 78% 0% 3 Nestlé 2% 19% 77% 2% 4 Woolw orths 4% 20% 74% 2% 5 Pick n Pay 2% 24% 72% 2% 33

34 Appendix 1 Demographics Demographics 34

35 Respondent Profile South Africa 2017 Geography Gauteng KwaZulu-Natal Western Cape Eastern Cape Free State North West Mpumalanga Limpopo Northern Cape 27% 23% 15% 10% 7% 6% 5% 4% 3% Gender 50.0% 50.0% Age Group 32% 25% 22% 21% Race White African 33% 47% Education 65% 35% Income 27% 25% 34% 14% Indian/Asian 9% Coloured Prefer not to answer 3% 7% Low education High Education Middle education Low Income Middle Income High Income Don't wish to answer 35 35

36 Appendix 2 Methodology Fielding methodology. Research design. Key analyses and modelling techniques. 36

37 Fielding methodology & Research design Qualified respondents are: Adults between who reported that they were either Somewhat Familiar or Very Familiar with one of the companies in the study. Furthermore, respondents who are not able to give valid responses to 3 of the 4 Pulse questions are screened out. Data collection method: Respondents filled out a 15 minute online RepTrak questionnaire designed to measure overall corporate reputation and related questions. The questionnaire used for this research is based on the proprietary RepTrak model developed by Reputation Institute for analysis of corporate reputations. Respondents were invited to participate in this project through ed invitations sent to a carefully screened online panel managed by an established commercial market research firm, member of ESOMAR. Respondents were randomly assigned to rate up to 5 companies in a Pulse study and 2 companies in a Deep Dive study with which they were familiar. Fielding period: February March, 2017 Number of respondents: A minimum of 300 respondents provided ratings for each Deep Dive and a minimum of 100 for each Pulse company in the study. Sample representation: Responses were weighted to represent the national profile on demographics, including age and gender. Note on Gaps: All Gaps are calculated using exact scores. Occasionally reported gaps appear to differ by 0.1 from gaps calculated between scores with one decimal. This is due to rounding error. Note on Sample Sizes: All sample sizes reported are based on weighted data. Occasionally the weighting procedure produces a slightly smaller or larger sample size than the unweighted raw data otherwise would. Note on RepTrak Pulse Scores: The RepTrak Pulse is calculated on the basis of the answers from the four variables that measure the respondent s esteem, feeling, admiration and trust (captured in the Pulse score on a scale)

38 Key Analysis & Modeling Techniques RepTrak Pulse Score All RepTrak analyses begin with a single reputation score (the RepTrak Pulse) that is decomposed into a set of underlying dimensions and attributes. The process of decomposition involves application of various forms of multivariate analyses designed to address interdependence and multicollinearity in data obtained from cognitive research. At the core, the RepTrak Pulse measures reputation consisting of three questions about the emotional appeal of the company and a rating of the Overall Reputation of the company. Structural Equation Modelling indicates that these four variables are a reliable indicator of the reputation construct. [Company] is a company I have a good feeling about [Company] is a company that I trust [Company] is a company that I admire and respect [Company] has a good overall reputation Attributes were measured on 7-point scales, where 1 = Strongly Disagree and 7 = Strongly Agree. Results are re-scaled to 100-point scale for easier interpretation

39 Key Analysis & Modeling Techniques Normative Scale Using an extensive database containing results from thousands of studies throughout the world since 1998, Reputation Institute has developed a Normative Scale (in everyday language The Traffic Light ) that indicates whenever a particular score is high or low when benchmarked against previous studies of a similar character. Driver Analysis Excellent/Top Tier Above 80 Strong/Robust Average/Moderate Weak/Vulnerable Poor/Bottom Tier Below 40 The relative contribution of individual dimensions to the RepTrak Pulse is calculated from a factor adjusted regression modeling procedure. Individual dimension weights range from 0-1, and total to 100%. To determine drivers of reputation, the weights are developed with a Factor Adjusted Linear Regression: Factor analysis is used to determine the unique contribution of each attribute to the variance of the RepTrak Pulse. Equamax rotation is used to assign the factors to the dimensions. It creates an orthogonal structure of uncorrelated variables that allows the regression to be performed without interference from multicollinearity. It is used to maximize interpretation of the final set of regression coefficients. Linear Regression is run using the Raw Pulse Construct as the dependent variable and the factor scores as the independent variables. Only attributes that were found to be significantly correlated with the reputation (p<0.05) have driver weights assigned

40 Reporting Results Statistical Significance Statistical Significance of Results Reported in RepTrak Projects Individual responses to questions asked in a survey enable the calculation of various statistical measures, including averages (means) and standard deviations. The greater the number of responses used in calculating an average, the more confident we are about the accuracy of the score. Similarly, the smaller the range of responses made to a specific question, the more confident we are about the score. Reputation Institute reports scores with a 95% confidence interval in the surveys that we conduct. The interval describes our confidence that, if we conducted the same study repeatedly, 95 times out of 100 the obtained score would lie within the confidence interval. It therefore describes how statistically different a score is likely to be from another score. If a measure is created from multiple questions, the variation in responses is reduced, and our confidence in the average obtained from the combined questions is higher, thereby shrinking the confidence interval. The specific formula Reputation Institute therefore uses to calculate a 95% confidence interval around the mean is therefore: Confidence Interval = Average Score +/ * Average Standard Deviation of Attributes / SQRT (Sample Size * # of Attributes) Directional Scores When analyzing subgroups and/or specific and hard-to-reach stakeholders, sample sizes will often have limited power and reliability. As the sample size shrinks, results become directional in nature. At extremely low counts, results become unreliable and are not shown. In this report low and insufficient counts are denoted as per below: *Low counts (<50) scores are directional (refer to appendix for details on directional scores) **Insufficient counts (<30) 40 40

41 Standardizing all Reputation Scores RepTrak Scores - Standardized and Comparable Market research shows that people are inclined to rate companies more or less favorably in different countries, or when they are asked questions directly or online. When asked in a personal interview, for example, it s known that people tend to give a company higher ratings than when they are asked by phone, or when they are asked to answer questions about the company online. This is a well-established source of systematic bias. Another source of systematic bias comes from national culture - in some countries, people are universally more positive in their responses than in other countries. In statistical terms, it means that the entire distribution of scores in a positive country is artificially shifted in a positive direction for all companies, good or bad. The distribution of scores in that country may also be more spread out than in another because people have more information and are able to make more subtle differences between companies. To overcome this systematic bias, Reputation Institute s policy is to adjust all RepTrak scores by standardizing them against the aggregate distribution of all scores obtained from the Reputation Institute s Annual Global RepTrak Pulse. Standardization has the effect of lowering scores in countries that tend to over-rate companies, and has the effect of raising scores for companies in countries that tend to rate companies more Two adjustments are made for every RepTrak Score negatively. Reputation Institute uses its cumulative database of RepTrak Pulse scores about reputation scores internationally to carry out two adjustments: Country Adjustment: All scores derived from surveys are standardized by subtracting the country mean and dividing by the standard deviation of all known scores previously obtained in that country. In statistical terms, this adjustment normalizes the distribution of scores in the country to a mean of 0 and a standard deviation of 1, producing a z-score for the observation. Global Adjustment: The z-score obtained on the country level is then used to determine the globally adjusted score. In order to do this, the results are scaled back by multiplying each company s score by the global standard deviation and adding back the global mean. The resulting number is the globally adjusted score. As additional global research comes in, Reputation Institute regularly updates the country and global distributions that are used to create our standardized RepTrak scores. All RepTrak results are therefore comparable across industries, countries, and over time

42 Contact Us Reputation House Parkwood - Johannesburg Phone: info@reputationhouse.co.za

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