Total
Value .
Index

The first comprehensive framework to measure the Total Value generated by business

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Introducing Total Value

Today, levels of scrutiny on business are more intense than ever before.

Businesses are now expected to do more and their leaders are judged against a broader range of tests.

We live in an era where consumers are quicker to mobilise and governments of all persuasions keener to intervene. Reputational and regulatory risk has never been greater for those who fail to live up to expectations.

To navigate these challenges, businesses need a new strategic lens to their externalities and the risks and opportunities they may present.

That’s why Portland created the Total Value Index, combining profit with purpose.

Our new framework, insights and expertise put us in a unique position to help businesses identify risks and opportunities and tell their Total Value story to the stakeholders that matter.

Portland’s
Total Value . Index

Businesses are not getting the recognition they deserve for the contribution they are making to the economy and society.

  • Food Producers
  • TMT
  • Retail
  • Banks
  • Pharma
  • Automotive
  • Real Estate
  • Oil & Gas
  • Water
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  • 34 27
  • 21 29
  • 20 19
  • 27 12
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  • KEY |
  • xxActual value
  • xxPerceived value
  • ——Opportunity gap
  • ——Halo effect

Overall

Persistent gaps between actual and perceived value are creating reputational risks

The 2019 Total Value Index demonstrates the vast amount of value being created by British business.

However, it also shows significant gaps between the Total Value being created and that which is perceived.

Businesses can do more to bring value to the society and economy, but for many the contribution they are making is not being appreciated.

Activities related to good corporate citizenship, such as being a fair employer and protecting the environment, are not getting recognition proportional to their actual impact.

In the majority of sectors, businesses are making a greater positive impact than is perceived by external audiences.

This presents what we call an “opportunity gap” – an opportunity to stand up for and communicate the Total Value they bring to society.

In contrast, sectors like food producers and retail are experiencing a “halo effect” where the perception is higher than the actual value.

This can be seen as a risk, or an opportunity to lead change as audiences are receptive to the value they create.

For each sector, we identified topics that feature most prominently in the recognition of Total Value as well as negative drivers.

Food Producers

Living up to high expectations

The Index found that the food industry has gained a good level of recognition for the value they create, across every pillar.

With food producers being the UK’s largest manufacturing sector, high levels of capital investment and innovation have boosted the perception of the industry as a producer and venture.

The challenge now is how all businesses within the industry keep up with the high performance and expectations of the sector and respond to issues such as obesity and plastics which continue to dominate the news agenda.

Tech, Media & Telecoms

Innovation alone does not equal value

The Index revealed that the sector ranks first, above eight other major sectors of the UK economy in creating value for society.

It also found the sector is undervalued as an employer, producer and citizen. Recent scandals have marred the perceived value of TMT businesses.

In the face of rising social expectations and regulatory pressures, the industry can no longer rely on its longstanding association with innovation. Businesses across the technology, media and telecoms sector must work harder to demonstrate their value to society.

Retail

New challenges for the original CSR pioneers

The retail industry is perceived to be the second most valuable industry to British society and performs well in gaining recognition as a good employer and citizen, with its perceived value to society higher than the reality of what retailers do in these areas.

The Index shows that efforts towards community engagement, plastics initiatives, employee benefits and job creation, dominated by a select few industry leaders, have driven this strong recognition.

However, high street struggles and concerns around the competitiveness of the retail sector continue to dominate the news agenda. Retailers who do not keep pace with industry leaders are at greater risk of damaging the perceived value they bring to society.

Banks

Road to reputational recovery

The banking sector has most successfully communicated their value to society, with the smallest difference between perceived and actual Total Value across all industries.

The Index shows the work the sector has done to demonstrate its social contribution since the financial crash. Banks, through focusing on communicating their commitment to diversity and inclusion, have re-established themselves as not only a good employer, but as a vital part of today’s society.

The sector’s challenge is that it has yet to address criticism of their products and issues such as data breaches. The failure to respond to this could easily undo the good work they have made, especially as social initiatives are increasingly expected and in danger of being taken for granted.

Pharma

Even life-savers need good stories

The pharmaceutical industry ranks the least successful sector in demonstrating its value to society as a producer of goods and services, and has the second largest opportunity gap overall. This is despite pharmaceutical companies producing life-saving medications and coming in the top three for actual value.

Pharmaceutical company’s large opportunity gap demonstrates the need for the sector to greater explain the life-changing nature of the medicines that they create.

The pharmaceutical industry can no longer rely on old narratives of large research and development investment to raise its reputation. To cut-through individual companies must re-focus communications to centre on the life-changing impact of their treatments for patients.

Automotive

Fundamental questions for the future

The automotive sector is not recognised for its contribution to society, according to the Index.

The Index found that there was a large perception gap for the value the industry creates for the UK economy as a producer of goods and services and a venture for investment.

The potential of electric vehicles provides an opportunity to revamp the sector. Automotive businesses must demonstrate they can respond to the challenges of Brexit and maintain innovation. By answering the fundamental questions about the value of their business model they can show the industry is at the forefront of this transition.

Ultimately, automotive production is too important to fall behind, and it must revamp communications to ensure the sector is more trusted and prosperous.

Real Estate

Stand out from the wider sector

The real estate industry ranks the least successful sector in demonstrating its value to society as it has the largest gap between actual and perceived value of all nine sectors.

Stories about executive pay and the potential end of government support to the sector through schemes such as Help to Buy have created far more negative perceptions of the sector than the companies’ actual value suggested.

Businesses in real estate need to ensure they have strong business cases to tell their story, and stand out from the negative pressures on their sector.

Oil & Gas

Tackling scepticism of the willingness to adapt

The Index finds the oil & gas industry is one of the least valued industries in the UK, and is currently creating the lowest value for society of any of the nine sectors.

The sector as a producer of goods and services is largely perceived poorly by external audiences. While it is understood the industry has moved forward with the growth of renewables, there remains scepticism of the sector’s ability to remain relevant as policies shift to focus on green energy.

There is concern about the sector’s future energy mix. While the sector should look to address this challenge, there is a clear opportunity to improve the role the industry plays in society, as an employer and a citizen, and demonstrate this to stakeholders.

Water

A slippery slope to nationalisation?

The research has found that the water industry has the third largest value gap between the actual value it creates and how well it is perceived.

The sector comes ahead of oil & gas for the actual value it brings to society, but falls behind when it comes to the value an external informed audience perceives it to generate.

The water industry is critical for a functioning society. It now has a real opportunity to look at how it tells the story of its total value to ensure it is being recognised for the positive impact it has on society.

  • Food Producers
  • TMT
  • Retail
  • Banks
  • Pharma
  • Automotive
  • Real Estate
  • Oil & Gas
  • Water
  • 38 50
  • 45 30
  • 16 16
  • 19 5
  • 31 3
  • 18 10
  • 8 5
  • 11 5
  • 9 1
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  • KEY |
  • xxActual value
  • xxPerceived value
  • ——Opportunity gap
  • ——Halo effect

Producer

The story behind the product has become as important as the product itself

Organisations that excel as producers lead on product innovations through high productivity, high investments in research and development, and capital expenditure.

However, our analysis found that investing in a product isn’t enough to gain positive perceptions of it.

The pharmaceutical industry is a perfect example of this: a leader in investing in their product and in UK research and development, yet they have the lowest perceived value as a producer.

To generate more value and be recognised for it, investments in a sector’s product need to be followed by an explanation of that product’s wider value to society and particularly the question: why does this product exist?

  • Food Producers
  • TMT
  • Retail
  • Banks
  • Pharma
  • Automotive
  • Real Estate
  • Oil & Gas
  • Water
  • 24 41
  • 27 24
  • 15 16
  • 12 11
  • 25 19
  • 18 12
  • 30 7
  • 19 24
  • 25 2
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  • KEY |
  • xxActual value
  • xxPerceived value
  • ——Opportunity gap
  • ——Halo effect

Venture

Negative sector perceptions will win out if the business’ story doesn’t cut through

Negative sector perceptions will win out if the business’ story doesn’t cut through

Successful ventures benefit the economy and their shareholders, through consistent financial performance, good dividends, balanced books and share price growth.

However, our analysis found that it was too easy for singular organisations to be affected by the media and news cycle. Negative attitudes towards competitors or the sector as a whole tended to disproportionately affect those who are communicating their Total Value.

Real Estate topped the Actual Value chart for venture, yet stories around low housebuilding and removal of government support for Help to Buy have severely impacted businesses in this sector overall.

Without a clear individual story and business case, it is easy for businesses to be caught up in wider negative press.

  • Food Producers
  • TMT
  • Retail
  • Banks
  • Pharma
  • Automotive
  • Real Estate
  • Oil & Gas
  • Water
  • 28 36
  • 32 14
  • 24 45
  • 26 36
  • 25 13
  • 16 11
  • 26 16
  • 13 7
  • 17 10
  • 0
  • 10
  • 20
  • 30
  • 40
  • 50
Scroll
  • KEY |
  • xxActual value
  • xxPerceived value
  • ——Opportunity gap
  • ——Halo effect

Employer

Businesses need to demonstrate that being a good employer powers performance

The best employers focus on the value their business brings to its workers, creating jobs, providing fair pay and in-work benefits, and having the right diversity and inclusion policies and practices.

The Index found that sectors typically saw a strong performance on performance-related metrics such as job creation, wages and benefits but had poorer scores on diversity and inclusion related metrics.

Few organisations or sectors performed as well on both types of measures.

To succeed in the employer pillar and be recognised as credible, businesses need to demonstrate how they can combine a diversity and inclusive agenda with job creation and performance.

  • Food Producers
  • TMT
  • Retail
  • Banks
  • Pharma
  • Automotive
  • Real Estate
  • Oil & Gas
  • Water
  • 33 39
  • 27 13
  • 27 38
  • 17 31
  • 21 14
  • 25 5
  • 14 3
  • 14 6
  • 17 8
  • 0
  • 10
  • 20
  • 30
  • 40
  • 50
Scroll
  • KEY |
  • xxActual value
  • xxPerceived value
  • ——Opportunity gap
  • ——Halo effect

Citizen

Credibility comes from business answering the fundamental questions

A good citizen is someone who is mindful of the environment, social issues and governance and this is no different for business.

A business who is a good citizen is ahead of the curve on environmental impact, conscious of their supply chain, and contributing to the UK tax system.

Many businesses, particularly in response to reputational issues, will focus on their citizenship credentials.

There is short term gain to be won from proactively campaigning and connecting your value to hot button issues such as climate change and sustainability.

However, the companies who perform highest are the ones who are genuinely connecting their value to society with the core of citizens’ priorities in the long term, and not just addressing the topic of the day.

That’s why we can see food producers at the top of both the perceived and actual value for citizen: their consumers care about plastic use, fair trade, and supply chains and they communicated exactly what they were doing on these issues.

Methodology.

The framework

The first Total Value Index measures the value created by nine sectors in Britain, combining sector level data with company level data for 45 leading companies.

The framework captures the four main roles – employer, venture, producer and citizen – that business is expected to play in society, as defined by a comprehensive audit of business behaviour and a series of in-depth interviews with senior business leaders.

Contact us.

Mary Pollard

Mary Pollard

Partner and Head of Purpose

Mary has twelve years’ experience advising brands including Unilever, Mondelez International, HSBC, and Sky on their corporate reputation, with a focus on social responsibility and purpose-led communications.

She joined Portland from Diageo plc, where she led the global beverage company’s reputation on issues including public health, responsible drinking, and CSR.

At Portland, she works with clients to shift perceptions, drive reputation and generate measurable outcomes through multi-market, integrated campaigns involving both internal and external audiences to address specific business objectives.

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The Total Value Index is the first comprehensive framework to measure the Total Value generated by business.

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