Reputability is the leading consultancy for educating Boards and senior leaders about the importance of behavioural, organisational and reputational risks, and guiding them in how to respond to these issues. Reputability is outstandingly effective in this because of our unique blend of research, experience and expertise.

We believe that if there is only one lesson to learn from the corporate catastrophes of recent years it should be that most big problems ultimately emerge from human frailty. In its many forms, it is a key factor precipitating crises and tipping them into reputational disasters. The more influential the human, the greater is their potential to precipitate a crisis.

The Financial Reporting Council (FRC) recommends boards to disclose and describe, in their Annual Report, Principal Risks arising from behavioural and organisational matters.  The FRC has also revised its guidance for boards on the management of risk, giving specific emphasis to behavioural risk and organisational risk.

Our insights will bring you foresight.

The main drivers of reputational risk - behavioural, organisational and board risks - are not included in conventional risk analysis, so they do not feature in risk maps.

As a result, the opportunity to manage potentially catastrophic risks is missed by many large organisations. This gap can prove lethal to the viability of the entire business.

Only board-level intervention and input can deal with this successfully.

We believe that long-term, sustainable business success depends on leaders who understand, and take action to abate, the risks arising from unwanted behaviours from the bottom to the very top of their organisation.

It is common to find that vulnerabilities with the potential to threaten the survival of a firm are well known to people within the firm - whilst the leadership remains in the dark. Internal politics, hierarchies, taboos, culture, incentives and glass ceilings often obscure these risks. This situation is made worse by the inability of people and organisations to see themselves as others can – what psychologists call cognitive biases.

We call this the ‘Unknown Knowns’ problem.

Our latest report, ‘Deconstructing failure – Insights for boards’ confirms that previously unrecognised classes of behavioural and organisational risks both cause crises and tip them into reputational catastrophes. The report goes further, finding patterns and concluding that these potentially lethal risks typically have their origins in the board.

It is especially difficult for boards to uncover these destructive risks because classical risk management hasn’t evolved far enough to find them. That is how boards find themselves with a dangerous hole in the risk management systems for which they are ultimately responsible.  And it is why the widely promoted 'Three Lines of Defence' risk management model gives boards a dangerous delusion of security.

Board Vulnerability Evaluation is a new tool designed to help boards to see into this foggy area.

Our approach is individually tailored to the needs of each client. Nothing is assumed and nothing is ignored.

We combine confidential peer review with the know-how we have accumulated from extensive research into reputational risk and its behavioural drivers. We add the experience each of us has gained in senior roles, in diverse fields over many decades, to bring you fresh and compelling insights.

One important but often overlooked requirement, which all boards need to recognise, arises from the Financial Reporting Council (FRC) dictum that boards should regularly update and refresh their skills and knowledge so that they can function effectively.

The FRC now requires that boards' Strategic Reports to Shareholders include a description of principal risks and uncertainties. These specifically include those with their origins in organisational risks and behavioural risks.

Boards will need tailored board education to help them understand and tackle this previously under-appreciated family of risks.  Board risk governance will need to be re-tuned to bring these risks systematically into risk management.  We are perfectly placed to help.

Our multi-disciplinary team shares deep and broad know-how which has been accumulated through diverse careers and thought-leading research. Each partner brings to bear a lifetime's experience and a different perspective to consideration of your issues.

Together we can offer clear insights and an attractive and persuasive proposition to all those who are seeking protection from, and mitigation of, reputational risk.

View the biographies of our partners to see more:-

Anthony Fitzsimmons

Anthony read engineering at Cambridge, then became a solicitor specialising in international liability and insurance law.

During two decades as a partner in one of the leading legal specialists in the handling of international disasters, he refined strategies to prioritise and reconcile the reputational, humanitarian, commercial, legal and insurance issues arising in crises. He also advised major brands in the wake of severe adverse events.

Following his retirement from the law, Anthony founded Reputability, of which he is Chairman.  Anthony is a co-author of ‘Roads to Ruin’, the Cass Business School report for Airmic.

Derek Atkins

Professor Derek has 30 years’ experience in the insurance industry. Formerly UK Strategy Director for Royal and Sun Alliance, he has co-authored many books on risk analysis, risk management and insurance, notably ‘Reputational Risk: A Question of Trust’ and the Chartered Insurance Institute textbook on insurance company management. He was a co-author of ‘Roads to Ruin’.

He currently teaches risk management, reputational risk, and insurance on the Cass Business School MSc course. Derek is chairman of the Board Risk Committee for Trust Re and a partner at Reputability. He was also a member of two UK government working groups on risk related issues, and was awarded the Exceptional Service Medal of the Chartered Insurance Institute.

Mike Bell

After graduating as an aeronautical engineer, Mike flew fast jets for the RAF and went on to become the UK’s Chief Test Pilot.

As Group Safety Director and Executive Board Member of the Civil Aviation Authority, he was responsible for all safety regulation in the UK aviation industry and built a global reputation for aviation and safety assessment. He also worked in the design of safety cultures and implementing design changes with aircraft manufacturers worldwide.

A partner at Reputability and a fellow of the Royal Aeronautical Society, Mike was awarded a CBE for services to UK civil aviation.

Rob Haslam

Rob Haslam spent 40 years as a Government Communicator. After graduating, his varied career included spells at the Department of Health, the DTI, Health and Safety Executive, Prime Minister's Office, Cabinet Office and the Central Office of Information where - as Director of the Government News Network - he was a member of the national media emergency forum.

He was part of the Gold Command response team after the London bombings, having previously been involved with media handling at the scene of events such as the Lockerbie disaster and the Hillsborough Stadium tragedy.

Jane Howard

After graduating in economics from LSE, Jane joined a team, which sold into Saatchi and Saatchi. She went on to head the Leedex PR Group, joining the board of its parent company, Birkdale plc.

One of only a few Chartered Communicators, Jane has 30 years’ international and award-winning experience. Republic, the corporate communications business she founded was sold to Engine, the UK’s leading independent marketing services consultancy.

Jane is a partner at Reputability, a fellow of the Chartered Institute for Public Relations, a founding Fellow of the Public Relations Consultancies Association, a trustee of Fair Trials International and a Quantum NED.

John Tyce

After leaving Manchester University where he was a Research Fellow in Monetary Economics, John trained as an equity analyst at Philips and Drew, which later became UBS.

He has dedicated most of his working life as an investment analyst covering banks and financial companies. He was a partner at Laing and Cruickshank and was appointed as Head of European Research at Nomura, before moving on to Société Générale as senior bank analyst in London.

Today John is a partner at Reputability and Chairman of Blue Planet European Trust – a quoted Scottish Investment trust.

Peter Ayton

A Professor of Psychology at City University, Peter’s research centres on the psychological theories of judgement and discusses how people make decisions and judgements. His published books include ‘Subjective Probability’ and ‘Judgemental Forecasting’.

A member of the European Association for Decision Making, Peter has been a visiting Professor at the Anderson School of Business UCLA, Princeton and Carnegie-Mellon universities in the USA, as well as the Max Planck Institute in Berlin.

Richard Murray

Educated at Harvard, Rick went on to become a Director and Executive Committee Member at the IMD Business School in Lausanne.

Later he was first Chief Claims Strategist at Swiss Reinsurance Company, one of the world’s leading reinsurers, General Counsel and COO of Touche Ross, and Global Director of legal and regulatory affairs for Deloittes.

Richard is currently Chairman of the Board of the Center for Capital Markets at the US Chamber of Commerce, a member of the Board of the Centre for the Study of Financial Innovation and Director of Liability Research for the Geneva Association.

The services we offer include:-

Introduction to behavioural and organisational risk
This seminar and discussion draws on topical case studies and the latest research to reveal the ways in which behavioural and organisational risks can inflict lethal reputational damage.

Behavioural and organisational risk workshop
This module combines the introductory seminar with an in-depth case study. Working in small teams, participants deconstruct and consider the root causes of a real reputational crisis, and gain deeper insights into the analysis of corporate disasters.

Board Vulnerability Evaluation
Board Vulnerability Evaluation is designed to deliver a forensic assessment of board-level vulnerabilities, as well as other risks which are visible to the board. Our process will also help you to prioritise and fix vulnerabilities identified before they can do harm.

Corporate Vulnerability Evaluation
Corporate Vulnerability Evaluation extends and complements Board Vulnerability Evaluation by drawing on additional knowledge that is often only available below board level - information that leaders want to know, but can't find out.  Here too, our process will help you to prioritise and fix vulnerabilities.

The result of our input is that you will be able to set your company and its reputation on sounder foundations.

  • "Quite superb. You packed a great deal into the short period available."

    - Senior Actuary and Active Investor

  • ''It exceeded my expectations and we now have something to build upon. As I said, the timing could not have been better''.

    - Non Executive Director of an international energy company.

  • ''Let me thank you cordially for your excellent workshop [for Chief Risk Officers] on organisational and behavioural risk management. We had planned your contribution to be the climax of the event, and so it was.''

    - Organiser of International Round Table for Insurance Chief Risk Officers

  • ''Many thanks again for your presentation.......we got very positive feedback from the Committee members, who found your presentation highly interesting, relevant and well presented.''

    - Intergovernmental Conference organiser

  • ''I thought it was a (well moderated!) fascinating discussion and it was great to get so many different perspectives. ..This topic is obviously relevant to a large number of boards and I suspect we're at the beginning of a significant change in the way they address their duties''.

    - Venture Capitalist

  • ''Your presentations were uniformly well received and highly valued. We are most grateful to you all for making this event such an unqualified success......The feedback from delegates was uniformly positive. ''

    - Organiser of training event for Non-Executive Directors


Reputability LLP are pioneers and leaders in the field of reputational risk. We help business leaders to find the widespread but hidden behavioural and organisational risks that regularly cause reputational disasters.

Here are our thoughts on some recent stories which have captured our attention. We are starting to include views from guest bloggers.  We are always interested to know what you think too.



Please get in touch if there’s anything you’d like to discuss – in confidence, of course.
You can call us on +44 20 3755 3309 or email us at enquiries@reputability.co.uk

Reputability LLP
Amadeus House, Floral Street, Covent Garden, London WC2E 9DP
T:+44 20 3755 3309


  • Reputability contributes to 'My Steam-Engine is Broken'30. 01. 2015

    Anthony Fitzsimmons has made extensive contributions to this new book, about how organisations have failed to adapt their management systems to an age in which employers employ more brain than brawn.

  • Reputability publishes Submission to OECD Consultation on Corporate Governance15. 01. 2015

    Reputability has published its submission to the OECD Consultation on the Principles of Corporate Governance.

  • Reputability publishes Submission to the Basel Committee on Banking Supervision15. 01. 2015

    Reputability has published its submission to the Basel Committee on Banking Supervision ("BCBS") regarding the way the BCBS deals with risk issues.



We are registered on the UK Data Protection Register, No. Z3134753

We respect the privacy of every individual that enters our website.

All information that you provide to us will be kept private. We will not pass information about you to anyone outside our organisation.

You may from time to time receive emails or other mailings from us. These will typically contain news or other publications from us. If you no longer wish to receive these, please inform us by email or post.