The panel focused on considerations and take-aways seen through IR eyes in connection with the announcement of strategy changes (what happened to the share price) and the broad angle of communication.
For Peter Kondrup, VP Investor Relations, Carlsberg it was the situation with their factories and employees in Russia after the invasion. For Claus I. Jensen, Head of IR at Danske Bank it was a matter of the year long problems with money laundering, and for Martin Riise, Head of IR at Chr. Hansen it was about handling problem during the Covid period.
Peter Kondrup: ”It’s extremely important that IR are really sitting at the table internally and be involved in a lot of discussions in the event meetings. We are so lucky in Carlsberg that we have this, we call it our monthly performance review every month with the whole management team, six, seven, eight hours where we go through the whole business in terms of brands, countries. We sit there and hear everything, all the discussion. And that makes us extremely well equipped for the conversations we may have and also being able to prepare the outside world for problems in whatever market because we have discussed that. So if you’re not there, try to squeeze yourself into these things.”
Martin Riise on switching from IR to CFO in terms of bringing the IR understanding of the external landscape to the management: “One point was to actually present the external view more towards that management team so that they had a much clearer understanding of what was actually the expectation to them from the market. I was in that role for about three years, so eventually you get further and further away from what the investors are saying about your company. But the whole point was to actually get that immediacy to them so that they have a strong understanding of “wow, we’re actually on the spot here to deliver in a much more hands-on way”, if I could call it that, than in any other management team where it sort of trickles down from the top.”
Claus I. Jensen : “If I should give an advice, it should be ‘manage expectations’. Try to be very, very focused with the management on “do we have something that will come as a surprise to the market, as a positive surprise?”. I think in Danske Bank we were a little bit scared before the CMP last summer because when looking at many other cuts in market statement, other strategy launches, analysts primarily and hedge funds have walked away disappointed with the similar reaction on the share price line. So managed expectations.”
Slido question 3: What is your primary focus when communicating new situations to investors?
External stakeholder mapping – who am I talking to and what is their focus? 74 percent
Internal stakeholder management – how do I manage and work with my internal network? 16 percent
Where is the cupboard – I would like to hide? 10 percentSlido question 3: What is your primary focus when communicating new situations to investors?
External stakeholder mapping – who am I talking to and what is their focus? 74 percent
Internal stakeholder management – how do I manage and work with my internal network? 16 percent
Where is the cupboard – I would like to hide? 10 percent
Link to on-demand streaming of session
