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Insights from Ruder Finn Asia

DISCOVER THE LATEST INSIGHTS
FROM RUDER FINN ASIA

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Ruder Finn Asia, the award-winning communications consultancy, today launched the latest version of its **SONAR crisis management simulation platform**. SONAR 5.5 allows corporations to practise their level of crisis preparedness in the face of evolving risks to share price, revenues and reputation. Multi-lingual, SONAR 5.5 can be operated in multiple languages including English, Chinese, Korean and Japanese. The platform also incorporates new interactive features which identify potential areas for future concern allowing for pre-emptive strategy and planning. 
When faced with a full-scale issue or crisis, management teams often discover the planning they have in place fails under pressure. SONAR 5.5 is fast, effective and action-oriented, designed to identify planning gaps and propose practical, workable, real-world solutions. 
With close to 100% client satisfaction rates, SONAR 5.5 creates an immersive crisis environment allowing participants to experience every aspect of a fast-evolving crisis. The versatile multimedia portal is internet-enabled: SONAR 5.5 simulations can be run for a single market or global teams of up to 100 people allowing corporations to see where their crisis planning works and where gaps exist. 
SONAR 5.5 replicates every aspect of a crisis situation: negative media reports, share price impact, stakeholder anger and employee protest. The platform is immersive meaning participants quickly forget that SONAR is a simulation due to the reality of the created environment. The output of every SONAR is a more experienced team, upgraded risk planning, greater vigilance and preparedness for the future. 
Ruder Finn Asia has identified the key operational implications of being unprepared for a crisis or issue as a disorganised response, scattered decision making, absence of strategy and no sense of mission. This translates to loss of narrative, loss of control and loss of value. Ruder Finn Asia’s experience has also identified the hallmarks of companies who emerge well from a crisis: preparation, leadership, action and communication.

**Charles Lankester, EVP, Global Risk at Ruder Finn Asia** said today, “Together, we build resilience and ensure our clients act with confidence whatever the circumstances. We have delivered close to 150 SONARs since 2020 and consistently hear how much clients value the experience and learning. The SONAR team are career experts in reputation and risk management, ensuring our clients stay ahead of situations wherever possible. Reputation is a primary global business risk, but most companies are unprepared and under-resourced in the event of an issue. We are the risk management partner of choice for hundreds of corporations and bring experience across Hong Kong, Mainland China, Asia-Pacific and globally.” 
**David Ko, Managing Director at Ruder Finn Interactive (RFI)**, Ruder Finn’s digital consultancy, said today, “SONAR 5.5 is the result of years of crisis management expertise and learning, distilled into an actionable, high value platform, updated for the AI era. The crisis landscape now evolves at an ever-faster pace, so we continually upgrade SONAR to reflect this new environment. New threats such as deepfakes, voice cloning and bots now require crisis management with technology that meets the challenge. 
“Previously, we embedded generative AI into SONAR’s operation, harnessing the power of ChatGPT to create multimedia injects that simulate interactions with key stakeholders such as government regulators, activist shareholders, protesting employees and consumer groups. SONAR 5.5 now streamlines and presents additional interactions visually so that participants can easily track and manage their crisis decisions and actions. The core of SONAR’s value, however, remains the expert guidance and coaching conducted by trainers and their real-time feedback on client team dynamics and effectiveness. This work also incorporates a significant predictive component, identifying potential areas for future concern and pre-emptive strategy and planning.” 
Watch the [**SONAR 5.5 Crisis Simulation Platform Video**](https://www.youtube.com/watch?v=hoKO3U3r2K4)

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Immersive Crisis Experience in a Hyper-Realistic, Multi-Lingual Environment

SONAR 5.5 AI-Powered Crisis Simulation Platform

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Immersive Crisis Experience in a Hyper-Realistic, Multi-Lingual Environment; Build Resilience, Act with Confidence 

Ruder Finn Asia Launches SONAR 5.5 AI-Powered Crisis Simulation Platform

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[Pandan Social](https://pandansocial.com/), a leading digital marketing agency based in Malaysia, is launching into the new year with commendable momentum. 
With its recent acquisition by Ruder Finn, a globally renowned integrated communications consultancy, Pandan Social gains access to boundless opportunities within the RFI (Ruder Finn Interactive) digital marketing ecosystem as well – fueling its efforts to build a future defined by continued success. By fusing the creativity, expertise, and synergy of both, Pandan Social is set to deliver exceptional value, results, and success to its clients. 
As 2024 unfolds, Pandan Social continues to secure a string of business wins, all while setting the stage for strategic advancements – effectively cementing itself as a key player within the digital marketing landscape in Malaysia, and across the broader region of Asia.

“2024 marks an exciting chapter for us at Pandan Social. Following our recent acquisition by Ruder Finn, it’s exciting to see the growth trajectory we’re on,“ said Brandon Lee, Co-Founder of Pandan Social. 
"At Ruder Finn, we’re committed to exploring what’s next, both for our clients and as part of our growth as an integrated communications consultancy,” says Elan Shou, Global Chief Growth Officer & Managing Director of Ruder Finn Asia. “Embracing Pandan Social into the Ruder Finn team has added an invaluable dimension to our digital expertise, and we’re thrilled to celebrate the successes they’ve already achieved in 2024, while eagerly anticipating their continued expansion.” 
Pandan Social offers an extensive suite of services such as digital marketing strategy, social media management, content creation, digital advertising, and influencer marketing to an impressive clientele of renowned brands spanning across Asia and North America. As of today, its active portfolio boasts esteemed brands such as Grab, PAUL, Generali Malaysia, and BonusLink, among others. 
In addition to its success, Pandan Social’s team of digital experts has grown significantly to 19. The agency’s expanded structure of strategists and creatives is set to accommodate the increase in the production of TikTok videos – underscoring its commitment and adaptability to staying at the forefront of industry trends. 
“We're excited to grow our team with diverse talent. With shared resources and expertise, we'll push creative boundaries and deliver the next level of digital experience," said Eric Sheak, Pandan Social’s Team Lead. 
“On top of continuing our industry-leading services for our clients, we’re excited to introduce a slate of AI-driven services in the coming months that will further cement our consultancies as leaders in the market,” added Daniel Woodroof, Co-Founder of Pandan Social. 
Pandan Social is poised to embark on an exciting, fruitful journey as part of Ruder Finn’s global initiative to become an AI-enabled creative agency. With new products and services slated for launch by the end of Q2 2024, Pandan Social remains committed to driving innovation and empowering clients to thrive in an ever-evolving digital landscape.

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New Wins, Client Acquisitions, and Team Growth  

Pandan Social Spearheads 2024

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Pandan Social, a leading digital marketing agency based in Malaysia, is launching into the new year with commendable momentum.  

Pandan Social Spearheads 2024: New Wins, Client Acquisitions, and Team Growth  

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Ruder Finn Asia today announced the promotion of Charles Lankester to the newly created role of Managing Director, Greater Bay Area. This new role will be in addition to his existing roles of Executive Vice President, Global Reputation and Managing Director, Hong Kong. 
Lankester will be tasked with creating a unified client capability and resource for the fast-growing Greater Bay Area which consists of nine cities in Southern China including Guangzhou, Shenzhen, Zhuhai, Foshan, Macau and Hong Kong. 
Ruder Finn Asia has built a dynamic, award-winning business in China, today employing 550 people in Guangzhou, Shenzhen, Shanghai, Beijing and Hong Kong, 700 in Asia-Pacific and 1,250 globally. The move to consolidate a Greater Bay Area (“GBA”) dedicated resource is driven by existing client requirements and a fast-growing volume of new business requests from domestic and international corporations. 
Already the 12th largest economy in the world, the GBA is home to more than 86 million people, has a Gross Domestic Product close to US$1,700 billion across a land area of 56,000km. The GBA is home to the highest concentration of Fortune 500 companies in China as well as the majority of China's most innovative technology companies including Huawei, ZTE, DJI and Tencent.

“Establishing a combined talent and resource capability makes perfect sense given the current and future level of business activity in the GBA,” said Charles Lankester in Hong Kong today. “Today, the GBA’s economy is larger than those of South Korea, Russia or Canada. The GBA population is larger than Tokyo, Delhi and Shanghai combined or the total populations of the United Kingdom, Italy or South Africa. Ruder Finn’s mission is clear: help our Greater Bay Area clients win. Win in business. Win in reputation. Win in talent. Ruder Finn Asia will bring proven marketing and communications advisory services to this fast-growing region. We will achieve this through dynamic, creative counsel delivered by talented executives backed by the resources of one of the world’s fastest-growing advisory firms. 
I am honoured to be tasked to lead Ruder Finn Asia’s GBA region and establish our firm as the clear market leader,” said Lankester. 
Elan Shou, CEO, Ruder Finn Asia said today, “I am delighted that Charles is taking up this new role and know he will be a great leader for our GBA portfolio. He knows the region very well and has run successful businesses here for many years. He is the ideal candidate to build a seamless resource amongst our strong local teams and ensure we deliver the best in client results and service. The GBA’s areas of growth are also Ruder Finn’s areas of strength: financial services, technology and innovation, green energy and health and tourism. Ruder Finn already represents leading Chinese and global clients and under Charles’ GBA leadership, we expect this portfolio to increase significantly.”

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Ruder Finn Asia announced the promotion of Charles Lankester to the newly created role of Managing Director, Greater Bay Area. 

Managing Director, Greater Bay Area

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International communications firm Ruder Finn Asia announced the promotion of Charles Lankester to the newly created role of Managing Director, Greater Bay Area. 

Ruder Finn Asia Promotes Charles Lankester to Managing Director, Greater Bay Area

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Ruder Finn, a globally renowned integrated communications consultancy, announced today that it has acquired Pandan Social, a leading-edge digital marketing agency based in Malaysia. This strategic move enhances Ruder Finn’s commitment to strengthen its leadership position in the digital marketing landscape.
 

“We are excited to become part of the dynamic and rapidly expanding Ruder Finn team,” said Daniel Woodroof, Pandan Social Co-Founder. “This partnership will empower us to amplify our expertise and deliver even more impactful digital marketing solutions to our clients.”
 

“Together, we are poised to set new industry standards in digital marketing,” added Brandon Lee, Pandan Social Co-Founder. 
 

Founded in 2018, Pandan Social has a team of more than fourteen digital experts including strategists, creatives, and analysts, who specialize in connecting brands with their online communities and brand advocates. Their tailor-made, data-driven strategies consistently achieve outstanding results for their clients. 
 

“We are thrilled to welcome the Pandan Social team into the Ruder Finn Group. Pandan Social’s expertise in crafting analytics-based strategies will be valuable to our digital marketing practice,” said Kathy Bloomgarden, CEO of Ruder Finn. “This acquisition underscores our commitment to delivering innovative digital marketing solutions that meet our clients' evolving needs.”
 

The Pandan Social team will be seamlessly integrated with Ruder Finn’s digital arm, RFI Asia, combining the strengths of both firms. Pandan will continue to provide their suite of comprehensive digital services, including social media management, web production, graphics, video production, and influencer marketing, tailored to digital-savvy consumers.
 

Elan Shou, Global Chief Growth Officer and Managing Director of Ruder Finn Asia, added, “Our aim is not just to adopt the latest trends but to be the trendsetters in the digital marketing space. By harnessing the creative energies and expertise of both our teams, we are set to redefine the standards of digital marketing and communications, offering unprecedented value to our clients and setting a new benchmark for our competitors.”
 

With the acquisition, Ruder Finn Asia now has 26 offices across the region. Specializing in brand and digital consultancy services, RFI helps our brand partners be essential to their customers and stakeholders.

Ruder Finn acquired top Malaysian digital marketing agency, Pandan Social, bolstering its digital marketing capabilities.

Ruder Finn Expands Global Presence with Acquisition of Digital Marketing Agency, Pandan Social 

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_Amid challenges such as climate change and natural disasters, some principles that marketing strategies in Asia Pacific should focus on are authenticity, transparency and open communication, says Ruder Finn’s David Ko._ 
In the face of intensifying global risks, such as the aftermath of the COVID-19 pandemic and escalating climate change, the Asia Pacific region has had to grapple with an array of crises. These compounding events, including cyclones, floods, volcanic eruptions and landslides, have caused immense suffering and devastation. Amid these crises, the role of marketers becomes significantly challenging as they strive to articulate empathy and support for their customers and communities without appearing insensitive or self-serving. 
Why does their role matter? A study by Bain suggests that consumers in APAC are just as concerned about environmental, social and corporate governance issues as their Western counterparts. Brands play a crucial role in addressing these concerns, possessing the resources to effect change and significant influence over consumer behavior and public opinion. Their actions can inspire individuals, other businesses, even governments to prioritise and address environmental issues. 
In this guide, we delve deeper into strategies that marketers in APAC can utilise to navigate these challenging times effectively, focusing on principles such as authenticity, context awareness, transparency, open communication and the role of content marketing, crisis communication, social responsibility and innovative strategies. 
**Authenticity: A crucial element** 
First and foremost, authenticity is crucial. Brands need to demonstrate a sincere and consistent commitment to climate action and disaster recovery. This means adopting sustainable business practices and always supporting long-term relief efforts, not just when there are inciting incidents. 
Unilever, a global consumer goods company with a robust presence in Asia Pacific, have set ambitious goals to reduce their environmental impact and improve social well-being. During crises, it leverages its expertise and resources to provide aid and assistance. For instance, following the 2015 Nepal earthquake, it donated hygiene kits, water purifiers and solar lamps to the affected communities. 
Another brand that has exemplified authenticity is Samsung. After the 2018 Sulawesi earthquake and tsunami in Indonesia, the South Korean electronics giant donated cash, smartphones, tablets and solar-powered generators to the disaster victims. It also initiated a long-term partnership with Habitat for Humanity Indonesia to rebuild homes and schools in the affected areas. 
 

**Role of content marketing during crises** 
Content marketing plays a pivotal role during crises, helping brands communicate their values, actions and initiatives. The creation and sharing of valuable content attract, inform and engage an audience, leading to conversions. During a crisis, this can involve updating customers about changes to operations, explaining how the brand is supporting relief efforts or providing useful information to help customers navigate the crisis. 

Content that educates, entertains or otherwise adds value can be a powerful engagement tool during a crisis. This could include blog posts, webinars, e-books or video tutorials related to the crisis or offering solutions to problems customers might be facing. 
The principle of context awareness is critical. A brand's response to a crisis should be in line with its existing identity and relationships with the affected communities. AirAsia, a Malaysian low-cost airline known for its innovative and customer-centric approach, exemplifies context awareness. During the 2014 floods in Malaysia, AirAsia offered free flights to aid workers and volunteers, and discounted fares for flood victims – actions that were consistent with its brand values and resonated with its customers.
 

**Transparency and open communication** 
Transparency is another key element and brands should be clear and honest about their motives and actions. Consumers have become increasingly savvy and can easily identify greenwashing or false claims. Brands should avoid overselling their impact and instead focus on delivering tangible outcomes.
 

Moreover, maintaining open lines of communication with the community is vital. Marketing is not a one-way street, especially in times of crisis. By listening and responding to the needs and concerns of the affected people, brands can demonstrate empathy and design more effective interventions. 
 

Grab, a Singapore-based ride-hailing company, launched a “GrabBayanihan” program in the Philippines to provide free transportation for healthcare workers during the COVID-19 crisis. This initiative was not a top-down decision but a response to community feedback, thereby emphasising the importance of listening and responding to the community's needs. 
Crises often underscore the importance of community. Brands can foster a sense of community among their customers by creating online forums or social media groups where customers can connect, share experiences and support each other. They can also host virtual events or challenges to bring customers together. 
**Crisis communication and customer relations** 
In times of crisis, customers often turn to a brand’s social media channel or customer service team for information and support. Therefore, brands need to have a robust crisis communication plan in place. This plan should outline how the brand will communicate with customers during a crisis, including the channels they will use, the type of content they will share and the tone they will adopt. It should also identify key stakeholders and decision makers, and establish clear roles and responsibilities. Brands should strive to provide regular updates, respond to customer inquiries promptly and empathetically, and be transparent about the situation and their response.
 

**Corporate social responsibility and ethical marketing practices** 
Another important aspect of marketing in times of crisis is social responsibility and ethical marketing practices. Brands should ensure that their actions and communications align with ethical standards and societal expectations. They should avoid exploiting a crisis for promotional purposes, or making false or misleading claims about their products or initiatives. Brands can demonstrate social responsibility by supporting relief efforts, adopting sustainable business practices, and advocating for social and environmental issues.
 

Brands can show their support for local communities affected by the crisis through various initiatives. This could include donating a portion of sales to relief efforts, partnering with local businesses or non-profits, or sponsoring community events or projects. Such initiatives can help to build goodwill and strengthen relationships with customers.
 

**Agility and innovation in marketing strategies** 
In the face of crises, brands need to exhibit agility and innovation in their marketing strategies. This might involve pivoting their marketing campaigns, adapting their products or services, or finding new ways to engage with and support their customers.
 

COVID-19, for example, saw many brands shifting their focus to digital marketing and e-commerce as customers spent more time online and shopped from home. Others developed new products or services to meet changing customer needs, such as virtual events, home delivery options or wellness-focused products.
 

Brands might also innovate by using technology and data to personalise their marketing messages, improve customer experiences or streamline their operations. However, it's important that these innovations are driven by customer needs and values, rather than merely chasing trends or technology for their own sake.
 

**Conclusion** 
Marketing in times of crisis requires brands to be authentic, transparent and responsive to their customers and communities. By leveraging content marketing, crisis communication, corporate social responsibility and innovative strategies, brands can navigate these challenges effectively and contribute to a more resilient and sustainable future.
 

As brands respond to the complex and cascading risks of our world today, they must ensure their actions are ethically grounded. These events should not be seen as opportunities to promote a brand's image but rather, as chances to use a brand's influence and resources for the greater good. This is not only ethical marketing but also a way of building a more resilient and sustainable region in the face of multiple crises.
 

Brands that can authentically show care and compassion during times of crisis will not only strengthen their relationships with their customers and communities but also enhance their reputation and resilience in the long run. As we navigate through these challenging times, it is the brands that rise to the occasion with empathy, authenticity and responsibility that will make a lasting impact.
 

This article was originally published online in [WARC](https://www.warc.com/newsandopinion/opinion/how-apac-brands-can-enhance-reputation-and-resilience-in-times-of-climate-change-crisis/6327).

Learn how APAC brands can build reputation and resilience during climate change crises. Discover practical tips and strategies to address environmental concerns and strengthen stakeholder trust in today's challenging business environment.

How APAC brands can enhance reputation and resilience in times of climate change crisis

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How APAC brands can enhance reputation and resilience in times of climate change crisis.

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Ruder Finn, one of the world's largest independent global communications and creative agencies, founded in 1948 by David Finn and Bill Ruder, is celebrating its 75th anniversary year. 
Year to date, the agency has added 100 new client wins globally, including significant players in healthcare, technology, commerce, leadership and workplace. This impressive roster of new wins includes The Foundation for the National Institutes of Health (FNIH), Balenciaga, TEVA, Masimo, Lamborghini, GSK, Nestle Health Science, the World Wildlife Fund, Vertex, and The Common Wealth Fund.

The landmark anniversary comes on the heels of a more than 100% growth spurt since the rise of the pandemic in March 2020. The firm ended 2022 on an upward trajectory with 43% global revenue growth and a 33% increase in staff. Ruder Finn also expanded its global strategic footprint within the past year with three growth acquisitions in enterprise technology, DE&I, and purpose-driven leadership. 
“For me personally, this monumental milestone of our 75th year is a reminder to reflect on the values that have defined Ruder Finn from its inception: driving positive change through innovative disruption, creative edge, and a strong commitment to ethics,” said Kathy Bloomgarden, CEO of Ruder Finn. “We’re looking forward to supporting our clients who are working towards positive human and planet impact through transformational science and technology, community building, and open dialogue. As forward-thinkers, Ruder Finn is excited to continue working with our clients to drive what’s next in 2023 and beyond.” 
**About Ruder Finn**
Ruder Finn is one of the world's largest independent global communications and creative agencies. Founded in 1948, Ruder Finn has defined and redefined PR for 75 years, shaping communications that help move industry-defining brands, companies, and leaders from what's now to what's next. Ruder Finn provides clients with bold communications strategies based on a global perspective and localized market knowledge that redefine leadership, reimagine the marketplace, and rethink customer experiences around a shared sense of purpose. The agency is organized around five core areas of expertise—Healthcare, Technology, Commerce, Leadership and Workplace—with RF.Studios and tech incubator RF.TechLab providing cutting-edge predictive analytics, breakthrough creative, and customer-focused digital engagement. Ruder Finn has offices across 3 continents including the U.S., Asia and Europe. Wholly owned agencies within Ruder Finn Group include: Ruder Finn Inc., Osmosis Films, Touchdown, Peppercomm, Comunicad, Mantis, RLA Collective, jacobstahl, RF Bloom, and SPI Group. For more information visit www.ruderfinn.com.

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Ruder Finn Celebrates 75th Anniversary Year with 100 New Wins Year to Date

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There is no one standard approach to diversity, equity and inclusion (DEI) communications. The complexities and cultural nuances surrounding DEI vary vastly around the world. Though the topic of DEI is inherently multifaceted, one commonality across the globe is the widespread interest in discussing it. 
Communicators frequently find themselves responsible for developing impactful DEI initiatives that instigate tangible and positive transformations, often in addition to their existing work responsibilities and without an adequate budget. While discussions around DEI in Asia tend to be progressive, they often remain aspirational and lack concrete action steps. 
DEI conversations in North America and Europe have witnessed a substantial transformation into actionable steps, significantly more than in Asia. Communicators in these regions have gone beyond mere discussions and have actively implemented DEI principles into daily business operations, catalyzing societal change. A notable illustration of this progress is the widespread adoption of integrating individuals' pronoun preferences into business interactions in the U.S. 
When international companies attempt to implement their global DEI practices in Asia, they often encounter confusion due to various challenges. These challenges stem from several factors, such as a limited understanding of integrating DEI practices in the region, lack of expertise in setting up DEI frameworks, and notably, cultural and status disparities. For example, while progress is being made, LGBTQ+ discussions remain taboo in certain Asian locations. Hence, a universal one-size-fits-all approach to such conversations simply does not suffice in this context. 
Even the aforementioned example of gender pronouns in the U.S. does not transfer widely due to the linguistic diversity of self-referencing in different languages. For example, Tagalog is known as a genderless language where pronouns are not inherently tied to a specific gender classification. 
Navigating the complexities of DEI in the diverse and intricate markets across Asia, while factoring in geopolitical concerns and the pervasive influence of round-the-clock social media, poses a significant challenge – which is why we launched our specialized DEI Communications practice at Ruder Finn Asia. Our aim is to assist organizations in making a meaningful impact through their DEI communication initiatives. Communicators hold a crucial role as DEI advocates within organizations, and we are committed to helping organizations go beyond discussions and drive progressive changes. 
Mistakes often occur when companies adopt a standardized approach to DEI communications in Asia, where each country possesses distinct characteristics that necessitate a tailored strategy. The key lies in identifying shared priorities, aligning them with a global strategy, and meanwhile addressing local concerns. This calls for decision-making teams to immerse themselves extensively in the Asian countries they operate in, going beyond the confines of headquarters. 
To foster DEI progress in Asia, it is crucial to understand the regional presence of companies, synchronize global strategies with diverse local cultures across multiple countries, determine the appropriateness of an aggressive or moderate approach, and meticulously execute these initiatives within the local context. This process demands substantial strategic planning and close collaboration with local teams to comprehend cultural concerns and nuances. 
As a consultancy, Ruder Finn Asia can help greatly with this as our team members are strategically positioned across various offices throughout the continent, allowing us to tap into specialized and intricate knowledge of local markets. This expertise enables us to effectively tailor global headquarters' priorities to address the unique complexities of DEI in each specific context. 
It is important to acknowledge that finding a single solution in DEI communications that satisfies all organizational stakeholders can be challenging regardless of the country of operation. A recent situation involving LGBTQ+ merchandise at Target stores in the U.S. serves as an example: some individuals advocated for keeping all the merchandise available for sale, while others insisted on removing it entirely from the shelves. Balancing organizational values while also aligning with diverse stakeholder perspectives can present complexities. 
Oftentimes, decisions surrounding DEI communications won’t be easy to make. Nonetheless, if organizations stay true to their values and conduct operations in a conscientious way, then they’re setting themselves up for success. 
Moreover, the most significant risk lies in disregarding DEI practices. Companies that fail to engage in DEI initiatives or execute them effectively run the risk of alienating both their internal team members and external stakeholders. In today's environment, it is crucial to allocate resources and budget to ensure the successful integration of DEI practices within an organization. DEI should not be an afterthought but rather a strategically planned and implemented initiative, on par with any other critical business endeavor. 
Our vision at Ruder Finn Asia is to create a world where DEI is embraced by all companies, and we are committed to achieving this through our customized DEI solutions. We encourage you to learn more about our new Diversity Communications Practice [here](https://rfi.asia/diversity-communications-practice/). 
This article was originally published online in Reputation Today.

Gain expert insight into navigating the challenges of diversity, equity, and inclusion (DEI) communications. Elan Shou, APAC CEO and Global Chief Growth Officer at Ruder Finn Asia offers guidance on creating impactful DEI initiatives that resonate with diverse audiences.

The Global Complexities of DEI Communications

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**Comprehensive DEI Strategy Development** 
We’re excited to announce the launch of our Diversity Communications Practice, a specialized unit that will provide comprehensive diversity, equity, and inclusion (DEI) communications strategies. Our services are focused on four key areas: marketing strategy consulting, purpose-driven communication, employee communications, and crisis management. Our vision is to create a world where DEI is embraced by all companies, and we are committed to achieving this through our customized DEI solutions. 
In recent years, there has been a growing recognition across Asia of the importance of DEI in the workplace. The COVID-19 pandemic has accelerated this trend, emphasizing the need for companies to create a more diverse, equitable, and inclusive workplace culture that can adapt to the changing needs of employees and customers. 
Our DEI practice is designed to support companies across different industries, including but not limited to luxury, finance, healthcare, technology, and retail. We understand that companies in these industries face unique challenges when it comes to DEI, and we have the expertise and experience to provide customized solutions that address these challenges. 
Our team of industry-leading experts boasts a wide range of skills, including reputation management, crisis consulting, employee communications, external media relations, and DEI best practices. Alongside our proven track record, this diversity of expertise gives us a distinct competitive advantage. 
At Ruder Finn Asia, we take pride in our current portfolio of DEI clients, which includes international brands, organizations, and NGOs, such as the Singapore Ministry of Manpower, the 2023 Hong Kong Gay Games and the Hong Kong Women’s Foundation. We have also built strong connections with corporate DEI leads across Asia, senior in-house communicators, and C-suite executives. 
To explore how we can assist you with your DEI communications and marketing needs, please don't hesitate to [**get in touch**](https://www.ruderfinnasia.com/contact) with us to schedule a consultation.

Introducing our new Diversity Communications Practice - providing tailored DEI communications strategies to promote inclusivity and drive positive change. With a focus on marketing consulting, purpose-driven comms, employee engagement, and crisis management, we aim to make DEI a reality for businesses worldwide.

Introducing Ruder Finn Asia's Diversity Communications Practice

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Generation Z, technically defined as those born between 1997-2012, will soon make up the greatest percentage of those in the workforce. Working successfully with Gen Z’s and utilizing their strengths will become a key part of successful communications consultancies.
Nonetheless, there are concerns regarding their arrival in the communications workplace. I wonder where this misjudgment came from. Why should a generation widely known for being creative thinkers, problem solvers and digital natives worry us? 
Is it simply due to the fact that we’re resistant to change? Or could it be the age-old fear of the unknown? Regardless, Gen Z will play an increasingly larger role in communications consultancies as time goes on, so we should accept that the sooner we adapt to the new reality, the sooner we will be able to learn about our changing workspace dynamics.
**Ideas can come from anywhere, not just from the bosses**
Gone are the days when fresh young consultants only looked up to their bosses to learn the ways of the world. Now we look both ways. Considering the concept of reverse mentoring, the older generations, need to accept that they have a lot to learn from Gen Zers.
**It is also okay to say ‘NO’**
Before we enthusiastically nodded at everything thrown our way at work or at home, even when we were mentally exhausted. But, as young minds have shown us, we must chalk out our boundaries when it comes to valuing our mental health. 
**When you are happy first, you can make the world a happier place**
And that brings me to the next lesson the Gen Zers have taught us – the importance of self-care. While we were taught that life is all about getting that corner office and that promotion at any cost, they have taught us that work-life balance is of utmost importance. Rethinking what our institutions can offer to us, their employees, in return for greater efficiency, hard work and new ideas, has reshaped organisations for the better.
**‘I’ in ‘Our’ makes ‘Us’ Succeed**
The allure of this generation is that they have taught us that our uniqueness makes collaboration much more effective. An idea, I must confess, was previously shrouded by rivalry; which often resulted in an unhealthy or unproductive working environment.

**Transparency is the way forward**
These communicators are an outspoken generation. They are willing to share, and so should we. This leads to greater transparency and efficiency at work. 
As Gen Zers enter the communications field, engaging with them may seem daunting. However, if we want to succeed, it is imperative that we come to terms with their values and with them. With the world evolving at a fast pace, there is no escaping the fact that we need to change too. The bigger question is, will we be ready to accept what we need for that change?

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