Corporate communications leaders at some of the world's largest organisations have adopted "strategic silence" as their default position, staying quiet on potentially divisive issues even when they could authentically speak out.That is the headline finding of the latest Ipsos Reputation Council report, "Life After Predictability," based on 200 one-to-one conversations with senior communications and corporate affairs leaders from 21 global markets. The Council was created in 2009. According to the report, 84% of Reputation Council members said their organisation takes political factors into consideration when deciding whether to speak up about an issue.But 61% said that even if their organisation could authentically speak up, they preferred to stay quiet on potentially divisive issues. That marks a sharp shift from last year, when just 32% said they preferred to stay quiet on contentious topics and 21% said they still preferred to speak up.More than a third, 35%, admitted that in the last 12 months, their organisation had stayed quiet on issues it previously would have spoken out about.Only 17% of Council members agree that their "strategic silence" is a sign of corporate cowardice. The report does not clarify what, other than concerns about potential backlash, is motivating the hesitancy. ESG Goes QuietThe impact is most visible in ESG communications. Almost a quarter, 22%, said they had consciously under-communicated credible ESG progress in the past year.Those still communicating about ESG achievements are doing so in a much more targeted way, with 61% admitting their ESG communications are more targeted than ever.Council members told Ipsos that commitments to more polarising topics like DEI remain, but organisations are less likely to communicate when goals are achieved or "shout loudly" about DEI and ESG topics as they might have in the past."For many organisations, strategic silence has become a deliberate response to a more fragmented, polarised and unpredictable environment," said Milorad Ajder, global service line leader, corporate reputation at Ipsos. "The challenge for communicators today is exercising judgement: knowing which issues to engage with, which battles to fight, and how to help organisations make sound decisions when certainty is unavailable."AI Surge, Governance GapThe other defining theme is artificial intelligence."Meaningful" AI use among Council members has risen from 43% in 2025 to 76% in 2026.Yet only 12% believe their organisation's existing ethical policies are sufficient for AI adoption, highlighting growing concerns around trust, accountability and governance. While respondents said AI has made content cheaper, faster and easier to produce, it is also placing a new premium on human judgement.Council members consistently described LLMs becoming an "intermediary" between organisations and their audiences, influencing what stakeholders learn, believe and share, renewing the importance of earned media and reinforcing the role of reputation in decision-making.Populism As Material RiskCommunications leaders also described a more fragmented stakeholder environment where consensus is harder to achieve and trade-offs increasingly unavoidable.Nearly half, 46%, said populism represents a material risk to their organisation, which Ipsos said reinforces "the need for communicators to help leaders navigate competing expectations, define non-negotiable principles and determine what backlash the organisation can afford to absorb." Future communicators, Ipsos said, "will need to combine storytelling and relationship-building with AI fluency, data literacy, commercial awareness and resilience. Across the report's findings, judgement emerges as a growing source of competitive advantage as information becomes more abundant and machine-generated."(Photo by Smartworks Coworking on Unsplash)

Global public trust in artificial intelligence continues to trail behind virtually all other major consumer technologies, despite widespread adoption across major economies, according to a report by strategic advisory firm FGS Global. The report, titled The FGS AI Radar Pulse, surveyed 7,052 adults across seven countries (Canada, France, Germany, Japan, the Netherlands, the UK, and the US) alongside 39 in-depth interviews with senior political, business, and regulatory leaders. The study reveals a stark disconnect between daily AI usage and long-term public trust, while highlighting a growing rift between policymaker caution and tech industry optimism. Key Survey Findings: Adoption, Trust, and Regulation• High Adoption, Daily Gap: 71% of respondents have used an AI tool in the past six months. Common uses include search/information retrieval (90%), health/wellness (70%), creative work (65%), education (62%), travel (62%), and work (61% total, though only 18% use it daily at work). • The Trust Deficit: AI received a net positive trust score of just +18%, ranking behind social media (+35%), streaming services (+65%), online banking (+69%), smartphones (+74%), and search engines (+78%). • Safety First: 63% of the public believe AI safety should take priority over the global AI race. Furthermore, only 7% believe AI companies should self-regulate on cybersecurity. • Geographic Variations:o United Kingdom: Exhibited measurably more negative attitudes toward AI compared to other markets. o United States: Showed a significant deterioration in public/stakeholder attitudes. o Japan: Stakeholders remained notably more optimistic and pragmatic, leaning into a principles-based regulatory framework. Evolving Leader Sentiment & Communications FramingThe report highlights that expert opinion—particularly among policymakers and regulators—has cooled significantly due to rising cybersecurity incidents and geopolitical concerns, catching up to broader public skepticism. In contrast, industry leaders remain primarily focused on productivity gains and market expansion. However, the findings offer a clear strategic path forward for corporate communicators: 37% of respondents shifted toward a more positive view of AI when presented with concrete, practical benefits.

Global commercial real estate and investment services firm CBRE has appointed Vijjayendra Agarwal as Executive Director & Head – Marketing, Brand, Communications & CSR for India, Middle East, South East Asia and Africa at CBRE South Asia. Sharing the announcement on LinkedIn, Agarwal wrote: “I’m happy to share that I’m starting a new position as ED & Head – Marketing, Brand, Communications & CSR, India, Middle-East, South East Asia and Africa at CBRE South Asia!” In his new role, Agarwal will lead executive-level marketing, brand strategy, corporate communications, public relations, CSR and thought leadership across the multi-regional footprint. Agarwal brings over two decades of extensive leadership experience across brand management, corporate communications, B2B marketing and digital transformation within global professional services and financial institutions. Prior to joining CBRE, he spent over five years at KPMG as Director – Brand, Marketing, Social Media & Business Communications across India, the US, UK and Canada, where he built enterprise marketing capabilities across branding, social media, employer branding and analytics. Earlier in his career, Agarwal had a landmark tenure of nearly 19 years at American Express, where he rose through several leadership roles. His stints included serving as Head – Brand Advertising & Portfolio Communications for India & Area Countries, where he managed brand equity, agency partners and portfolio marketing campaigns across India and South Asian markets.

Anna Soellner, Head of Corporate Communications at Nvidia, has stepped down from her position after roughly four months in the role, Business Insider has reported.Soellner joined the semiconductor giant around June, stepping into the role during a period of rapid expansion driven by surging global demand for Nvidia’s artificial intelligence chips. During her tenure, Nvidia found itself at the center of critical conversations spanning technology policy, AI innovation, and global market competition.Prior to joining Nvidia, where she reported to Global Communications Lead Mylene Mangalindan, Soellner spent nearly nine years as Vice President of Communications at Reddit. There, she oversaw strategic communications through major growth milestones, including the company’s 2024 initial public offering. Her career also includes senior public affairs roles at the Motion Picture Association, along with extensive experience in government, public policy, and international development. She currently serves on the board of directors for Internews.Nvidia did not respond to requests for comment regarding her departure, and no official reason for her exit has been disclosed.

Andreas Wallbillich has taken on the newly created position of Vice President Corporate Communications at MANN+HUMMEL, a prominent, global leader in filtration technology headquartered in Ludwigsburg, Germany, He will be responsible for the corporate communications activities of the international filtration specialist. Wallbillich leads the Corporate Communications team and reports directly to Kurk Wilks, President and CEO of the MANN+HUMMEL Group.Wallbillich previously worked for MANN+HUMMEL as a corporate spokesperson and, most recently, as Director Corporate Relations. Before returning to MANN+HUMMEL, he led Corporate Communications at fashion and lifestyle company Breuninger. Throughout his career, Wallbillich has also held various leadership and spokesperson roles. A trained editor, he brings many years of experience in Corporate Communications, Public Relations and Media Relations.“We are very pleased to welcome Andreas back to MANN+HUMMEL,” says Kurk Wilks, President and CEO of the MANN+HUMMEL Group. “With his extensive experience, he will drive the further development of our Corporate Communications activities and help strengthen the visibility of our strategy and our vision of Leadership in Filtration in the public sphere.”“MANN+HUMMEL stands for technological innovation and sustainable solutions of global relevance. I look forward to working with the Corporate Communications team to bring these exciting topics to a wider audience and to support the company’s continued development through communications,” says Wallbillich.

Catherine Sumner has been promoted to Group External Communications Lead at health insurer nib Group.Sumner brings more than 15 years of communications experience across Australia and the UK, having worked in both agency and in-house roles across the healthcare, consumer, technology and not-for-profit sectors.Over the course of her career, she has held communications and public relations roles with organisations including HubSpot, CSIRO, 303 MullenLowe, Ogilvy PR and YMU.Her experience spans a range of communications disciplines, including media relations, corporate affairs, sponsorship and talent management, executive communications and reputation management.In her new role at nib Group, Sumner will be responsible for the organisation’s external communications activities, building on her experience in corporate communications and reputation management.Her appointment adds to nib Group’s communications leadership as the health insurer continues to engage with customers, media and other stakeholders across its markets.(Source: telummedia.com)

A new collaborative report from FleishmanHillard and Contagious, titled “The Chaos Advantage,” reveals that during periods of macro disruption, playing it safe carries a much heavier penalty than taking calculated risks.The study combines a survey of 1,000 senior marketing and communications leaders across North America, EMEA, and APAC with an analysis of recent Cannes Lions and Effie Award winners evaluated through WARC’s GEISTE framework (Government, Economy, Industry, Society, Technology, and Environment).Key Findings on the Cost of Caution• Opportunity Over Caution: 87% of leaders agree that uncertain environments create prime opportunities for bold work, with 58% noting that missing out through caution happens far more often than facing negative consequences from bold action.• The Backlash Myth (The "Ed Sheeran Effect"): Safe brands and bold brands face public backlash at nearly identical rates (20% vs. 21%), disproving the theory that playing it safe shields a brand from criticism.• The Price of Dull Content: Defaulting to uninspired creative comes with a steep financial toll. Dull content requires an estimated $189 billion in extra media spend globally to match effective creative, while brand conversion drops by 37% and long-term ROI falls by 14%.• Paralysis by Process: Two-thirds (66%) of respondents report that internal risk management processes block action rather than enable it, with campaign launches and creative approvals grinding to a halt during times of crisis.• Competitor Capitalization: 42% of surveyed leaders have watched competitors steal market share simply because their own organizations hesitated.“The data makes clear that uncertainty is now the operating condition, not a moment to wait out,” says Ellie Tuck, Chief Creative Officer, Americas at FleishmanHillard. “Organizations that treat caution as a risk management strategy are actually multiplying their risk.”Understanding the Chaos AdvantageAccording to the report, The Chaos Advantage occurs when a brand converts a live macro threat into business growth by confronting real-world issues with conviction to earn trust at scale.While 86% of professionals view the current landscape as increasingly unpredictable and 65.3% admit to feeling overwhelmed over the past year, high-performing brands differentiate themselves through three operational hallmarks:1. Articulating External Threats: Aligning campaign objectives with a macro-level shift defined by the GEISTE framework.2. Data-Informed Escalation: Using real-time data to validate the urgency of the issue and drive proactive strategy.3. Ambitious Success Metrics: Challenging category restraints and treating complexity as an opportunity to build brand relevance.The study notes that earned media channels—such as PR, social, owned media, events, and online video—serve as the primary vehicles for driving this advantage, focusing on interactive education rather than pure broadcasting reach.A Roadmap for Bolder StrategyThe report concludes with a strategic framework for communicators looking to break through internal paralysis:• Right to Participate: Ensuring the idea matches the brand’s existing equity and customer reputation.• Reason to Watch: Utilizing bold, thumb-stopping creativity to break through noisy conversations.• Ability to Execute: Streamlining internal barriers so organizations can move quickly, boldly, and safely.To explore these findings further, FleishmanHillard and Contagious will be hosting a series of events across the United States and United Kingdom highlighting modern communications solutions designed to drive business growth amidst market chaos.

A fresh study from Page—the 2026 Navigator Benchmark Trend Report—highlights a major evolution for Chief Communications Officers (CCOs), who are managing broader remits and redesigning their teams even as resource constraints persist.Expanding Roles Driven by Business TransformationThe scope of corporate communications is growing rapidly. Nearly two-thirds of CCOs (65.9%) report that their function's responsibilities have expanded over the past two years. To adapt, nearly 90% of communications leaders restructured their teams within the last year.This transformation is largely fueled by corporate evolution. Nearly 80% (79.9%) of respondents pointed to business model changes as a primary factor influencing how their communications departments are structured and funded—outpacing factors like geographic footprint or stakeholder complexity by more than two to one.The Resource Squeeze and the Myth of CEO AccessDespite growing expectations, nearly 45% (44.9%) of communications leaders state that their teams are under-resourced. Page notes that this perception of a resource deficit cuts evenly across organizations regardless of size, revenue, geography, ownership model, or reporting lines.The study also challenges the long-held industry belief that direct reporting to the CEO is the ultimate indicator of success. While a direct line to the chief executive strongly correlates with executive committee membership, it does not automatically boost a CCO's confidence in proving the business value of their work.“The data show that access alone is not enough,” explains Candace Steele Flippin, VP of thought leadership and professional development at Page. “A CCO can have access to the CEO and still face real constraints in demonstrating business value. That is why it is important to look at the function itself, including its structure, resources and capabilities..."Page CEO Rochelle Ford echoes this shift in perspective: “The conversation about whether communications has influence has moved on. The question now is whether the function is designed, resourced and measured to deliver what the business expects of it. That is not a question CCOs can answer alone.”What Drives Confidence and Accountability?Instead of CEO proximity, high confidence in demonstrating business value correlates directly with team size and resource adequacy:• Team Scale: 73.3% of leaders managing teams with over 50 full-time employees (FTEs) report high confidence in proving business value, compared to 52.4% of those leading smaller teams.• Resource Levels: 70.8% of leaders with adequate resources feel highly confident, versus just 53% among those who feel under-resourced or neutral.Measurement remains an ongoing hurdle for the profession. While roughly 40% of communications departments report at least one business outcome up to the board or CEO, only 25% formally track those business outcomes.

MENLO PARK, Calif.: Meta has appointed longtime executive Tucker Bounds to lead its global communications and public affairs operations, succeeding David Ginsberg, who is moving into a newly created role focused on AI and product innovation.The leadership transition, reported by Axios based on an internal staff memo, places Bounds at the centre of Meta's corporate communications and public affairs strategy at a time when artificial intelligence, platform safety and regulatory issues are increasingly prominent in the company's external affairs.Bounds is a veteran of Meta's communications organisation. He first joined Facebook in 2011 and remained with the company until 2014, returning in 2017. In his most recent role, he oversaw communications spanning Meta's products and apps, executive communications, corporate communications and social channels.His responsibilities have also included public affairs. When Meta reorganised its communications function in 2022 and appointed Ginsberg to lead global communications and public affairs, Bounds was given responsibility for a newly established global public affairs team.Ginsberg described the latest transition as part of a succession plan that had been in development for several years, according to the memo cited by Axios.Ginsberg moves into AI-focused roleRather than leaving Meta, Ginsberg will take up the position of Vice President, Product, Insights Innovation. He will work with Meta's Chief Data Officer Alex Schultz on applying AI to user research and product development.Ginsberg joined Facebook in 2017 and subsequently held senior positions across research and product before taking charge of the company's communications and public affairs organisation in 2022.The change reflects Meta's broader push to integrate AI more deeply into its products and internal operations, while communications and public affairs remain under Bounds' leadership.Bounds takes over as Meta reshapes its communications operationThe appointment gives Bounds responsibility for communicating Meta's position on a wide range of issues surrounding its platforms and business, including AI and platform safety. Axios reported that the change comes as the company continues to face regulatory and reputational scrutiny.Meta's wider global affairs organisation is led by Chief Global Affairs Officer Joel Kaplan. Kevin Martin serves as Vice President of Global Policy.The move also marks a significant change in responsibilities for two executives who have spent years in senior positions at Meta. Bounds will take the communications and publicaffairs brief, while Ginsberg moves closer to the company's product and AI development work.The transition is part of a broader evolution in the role of corporate communications at major technology companies, where communications teams increasingly operate alongside policy, product, data and AI functions. Industry analysis published by PRovoke Media earlier this year similarly identified AI, reputational risk and the growing integration of communications with core business functions as major themes for communications leaders in 2026.

Communications industry veteran Bhaskar Majumdar passed away on Thursday morning following a prolonged illness. He was 25-year veteran of the communications and reputation management industry, with experience across leading Indian and global organisations.Majumdar had held senior communications roles at Reliance Industries, where he served as General Manager, Corporate Communications, and at ESPN Star Sports as Manager, Corporate Communications. His agency experience included APCO Worldwide, Genesis PR, Vaishnavi Corporate Communications and Adfactors PR.Over the years, Majumdar was also associated with management forums, industry award platforms and juries. His work received recognition across platforms including the Davos Digital PR Awards, Campaign Asia Awards, SABRE Asia and eLets India Brand Awards.He was named among exchange4media's Top 100 Influential Game Changers in PR & Corporate Communications for five consecutive years from 2020 to 2024.Majumdar was also known for mentoring young communications professionals and had lectured at institutes including the Indian Institute of Mass Communication (IIMC), India Today Institute, GGSIP University and the Delhi School of Communication.His passing has been met with condolences from colleagues and friends across the communications industry.

India’s public relations industry generated $340 million (INR 3,230 crore) in FY2026—a decade-long leap from $99.08 million in FY2015—but its real footprint reaches hundreds of billions further into the wider economy. According to a joint white paper by Ipsos and the Public Relations Consultants Association of India (PRCAI), P.R. now directly influences an estimated $545 billion in annual economic value, exposing a stark valuation gap between agency billings and the enterprise equity created or protected.The $545 Billion Impact Breakdown$265 Billion in Market Capitalisation: Ipsos estimates that investor decision-making hinges roughly 28% on corporate reputation, with P.R. driving nearly 20% of that reputation-building baseline.$220 Billion in Growth & Sustainability: P.R. accounts for approximately 20% of brand awareness across major sectors through journalism, trade coverage, and executive platforms.$60 Billion in Risk Mitigation: Active crisis management and threat response prevent catastrophic valuation drawdowns during enterprise disruptions.The domestic market expanded 11% this year, outpacing global P.R. growth rates (6%) to capture a 12.6% share of the $2.7 billion Asia-Pacific market. Projections set the Indian market at $368.9 million next fiscal year, on track for $474.3 million by FY2030.Nearly 96% of surveyed corporate communicators confirm P.R. builds crucial investor trust, while over half report securing redirected budget directly from legacy ad agencies and digital shops.The Generative A.I. ParadoxArtificial Intelligence is fundamentally altering brand discovery, triggering a shift toward Generative Engine Optimization (GEO). While 83% of practitioners argue that AI search engines make earned, high-authority media coverage more crucial than ever, traditional media relations as an agency revenue source is plummeting.As generative AI renders basic draft creation virtually free, agency valuations are pivoting away from content execution to high-level strategic counsel, public affairs (expected to grow to 41%), and specialized digital engagement.(Image by Barkha Mishra from Pixabay)

A new study by The PR Academy MENA in Dubai confirms that the UAE has established a pioneering corporate communications framework for crisis management, built on preparedness, a proactive approach, and unified messaging. The study finds that this corporate communications model has empowered the country to transform challenges into opportunities, strengthen public trust, and reinforce the UAE's positive reputation and that of its institutions.The study revealed that corporate communications in the UAE have evolved beyond their traditional role of responding to crises to become a strategic function that shapes the media narrative through transparency, timely responses, and delivering accurate information.It found that 71% of organisations consider rapid response to be the most critical factor in containing crises, while 78% identified misinformation as the greatest communications challenge. In addition, 73% of respondents reported that their organisations had been exposed to misleading content over the past two years, underscoring the importance of having a robust corporate communications system capable of early detection and immediate intervention.The findings also showed that 84% of organisations rely on advanced media monitoring tools, while 62% use data analytics to support communications decision-making. Meanwhile, 92% confirmed that they utilise artificial intelligence technologies for content creation and analysis, thereby significantly enhancing communications professionals' ability to make informed, data-driven decisions.Commenting on the findings, Reem Masswadeh, (pictured), Founder of The PR Academy MENA, said: "The UAE’s corporate communications model in times of crisis reflects a significant transformation in media narrative management. Government entities have successfully shifted from reactive communications to proactively shaping professional narratives that strengthen public trust, support stability, and effectively counter misinformation."She added: "The UAE’s corporate communications ecosystem has demonstrated remarkable efficiency in managing major crises and national events, including the COVID-19 pandemic and Expo 2020 Dubai. Despite early international media coverage that questioned the country's ability to host the event, relevant authorities adopted a proactive communications strategy by amplifying international engagement, highlighting the nation's readiness, and showcasing institutional integration. This approach successfully reshaped the global narrative, reinforced confidence, and transformed challenges into an opportunity to demonstrate the UAE’s outstanding capability in delivering world-class events with professionalism and excellence."The study also revealed that the UAE’s advanced communications model is underpinned by a proactive strategy that combines transparency, rapid response, and integrated messaging, using sophisticated digital tools for media monitoring, data analysis, and content creation. This integrated approach has generated extensive media visibility and sustainable impact, further enhancing the confidence of both the public and institutional stakeholders.The research was based on a comprehensive analysis of media monitoring data gathered through specialised platforms, including Cision, alongside a survey of communications and media professionals from government and private sector organisations. The findings provide valuable insights into media coverage trends and the effectiveness of communication strategies during crises.An Advanced Communications ApproachThe study emphasised that the UAE’s success in managing numerous crises is the outcome of a comprehensive strategic vision that positions corporate communications as a leadership function influencing decision-making and reputation management.It highlighted that adopting a proactive approach founded on transparency and integrated messaging, supported by investment in advanced technologies and the development of specialised communications talent, has enabled institutions to respond to challenges with agility and efficiency, minimise their impact, and transform them into opportunities to strengthen trust at both the national and international levels.This reflects the UAE’s ability to leverage corporate communications as a vital strategic asset that supports stability and enhances national competitiveness. At the same time, it reinforces that sustaining this success will depend on advancing communications capabilities and keeping pace with the rapidly evolving global media landscape.Sustaining Media PresenceThe findings also noted that the UAE’s media performance indicators indicate a well-structured corporate communications ecosystem built on clear policies that ensure consistent messaging and sustained media engagement. This is complemented by the use of advanced monitoring and analytical tools that strengthen organisations' ability to respond swiftly to emerging developments.The study concluded that the UAE’s corporate communications experience represents a leading model founded on partnership, integration, and innovation, combining efficiency, agility, and preparedness. It reaffirms the strategic role of communications as a cornerstone of effective crisis management, reputation-building, and advancing sustainable development."The current landscape requires sustained investment in communications as a strategic partner in reputation building and trust enhancement. This can be achieved by developing integrated communications strategies based on early monitoring and rapid response, while creating compelling media narratives that showcase the UAE’s achievements and strengthen its positive image both locally and internationally," Reem Masswadeh concluded.

Harsh Sheth has stepped into a new role as Associate Vice President at MSL India. He shared the update through a professional announcement, marking a progression in his career with the communications consultancy.Sheth has been associated with MSL India for over four years. Prior to his current role, he served as Group Head from October 2023 to November 2025, and earlier as Associate Director between November 2021 and October 2023. His earlier stint with the organisation also includes a role as Manager from January 2015 to November 2017.Over the years, Sheth has built experience across corporate communications, particularly in healthcare and pharmaceutical sectors. His professional background includes roles at SPAG, Roche, Glenmark Pharmaceuticals, Adfactors PR, Prime Communiqué, and Viraat Technology Labs. His work has spanned internal and external communications, corporate reputation management, crisis communications, media relations, and strategic counsel.In his new role at MSL India, Sheth continues his association with the firm, building on the learnings and responsibilities accumulated through his previous positions.

Dentsu has promoted Anindita Sarkar from Senior Director of Corporate Communications to Vice President of Brand & Communications, South Asia. She announced her new role on her LinkedIn profile.Sarkar held the position of Senior Director of Corporate Communications at Dentsu International for over nine years. Before joining the communications world, she worked as an Editor at various publication firms.

Publicis Groupe, South Asia, announced today the elevation of Anushree Chandran to the position of Senior Vice President and Head of Corporate Communications. In her new role, Chandran will continue to lead the corporate communications function for the group's agencies in the region.With over two decades of experience in marketing communications, content, and journalism, Chandran brings a wealth of expertise to her new role. Prior to her promotion, she served as Vice President and Head of Corporate Communications at Publicis Groupe, South Asia.Sharing about her new role on her LinkedIn handle, Anushree said: ?Ç£I am happy to share that I?ÇÖve been elevated to the position of Senior Vice-President and Head Of Corporate Communications, South Asia at Publicis Groupe.?Ç¥

Welcome to the inaugural episode of our podcast series, where we delve into "The Art of Staying Relevant." In today's fast-paced, ever-evolving world, staying relevant is more crucial than ever, both personally and professionally. To kick off this exciting journey, we have a distinguished guest with us, Ajey Maharaj, the Head of Corporate Communications at Fortis Healthcare. With over 24 years of rich experience in the power and telecom sectors, Ajey brings a treasure trove of strategic insights and a relentless commitment to excellence in communication.Before his tenure at Fortis Healthcare, Ajey held significant positions at renowned companies such as Bharti Tele Ventures, Reliance Energy, and Tata Power Delhi Distribution. Today, we have the privilege of exploring his remarkable journey, his strategic approach to communications, and his insights on staying relevant in today's dynamic environment.Exploring Relevance: Personal and Professional PerspectivesStarting off, we discuss what the term 'relevance' means to him. Ajey believes that relevance is synonymous with continuous growth and adaptability. In a world that is constantly evolving, staying relevant means being able to adapt to the myriad changes around us. Over the past few years, we've witnessed a digital revolution, compelling us to embrace new technologies and trends. Ajey emphasizes the importance of being agile and receptive to these transformations to maintain relevance.For Ajey Maharaj, the mantra for staying relevant in the ecosystem is "continuous learning and adaptability." He asserts that learning should be a lifelong endeavor. By staying curious and proactive, we can navigate the ever-changing landscape effectively and maintain our relevance.Ajey's career, spanning over 25 years, has witnessed tremendous changes. From the era of fax machines to the advent of computers and digital communication, he has seen various transformations. Each sector has imparted valuable lessons in strategic planning, business development, team management, and crisis management. The key takeaway, according to Ajey, is the ability to adapt to these changes and leverage them for growth.Ajey's extensive background across different sectors has equipped him with a broad perspective and a versatile skill set. He believes that while deep expertise in specific areas is valuable, a diverse background fosters adaptability and a more comprehensive understanding of the business landscape.Join us as we delve deeper into these fascinating topics and gain valuable insights from Ajey Maharaj's extensive experience and strategic vision. This is just the beginning of our journey into understanding "The Art of Staying Relevant." Stay tuned for more enlightening episodes!<iframe width="560" height="315" src="https://www.youtube.com/embed/8dAPOdfSChs?si=ZpMuX5BX2oJcMZoN" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>

Rajalakshmi Azaraih has joined Lupin India & Global as the Vice President & Head of Communications. She started her career in Ramco Systems as a Corporate Communications Executive, later assuming the position of Senior Marketing Communications Executive at Tata Elxsi. She held the position of Senior Account Director at Avian We, besides serving in Mudra Communication, Genesis BCW, Professional Aptitude Council Inc, The PRactice. She was the Group Head at Adfactors PR and the General Manager, Corporate Communications at Himalaya Wellness Company. She worked in DIAGEO India as the Senior General Manager, Corporate & Brand Communications. She is an alumnus of Thiagarajar School of Management and has been contributing to the industry of Strategic Communications for more than two decades, working across sectors like pharma, healthcare, automotive, and technology. She has keen prowess in curating purpose-driven narratives that resonate, forging and sustaining reputation of the brand. Her expertise also lies in digital marketing, where she leverages full-funnel marketing approaches for driving measurable business results which add value to the world. She also oversees managing PR-related crises skillfully, advocating ESG (Environmental, Social and Governance) accomplishments and encouraging multicultural partnership. A mentor, she believes in the empowerment of teams for reaching their potential, and seeking collaborations where strategic communications can be fueling growth, making impactful change.

VML?ÇÖs Former Head of Corporate Communications, Rohini Saldanha has announced the launch of The PR Stop., a public relations firm that will provide comprehensive public relations and communications solutions to clients across various industries. Recognising the transformative power of strategic communication in shaping brand perception and driving organizational success, The PR Stop. Is a one-stop brand communications company that will enable businesses to effectively reach their target audiences and drive growth while carving a niche for themselves in a dynamic business landscape.With a strong track record of building individual and company brand identities, shaping brand narratives, and an extensive network of industry contacts, Founder Rohini Saldanha brings a wealth of experience, expertise, and capabilities to her new venture. Having built her career as a turnaround specialist in the media and communications industry, Rohini has held leadership positions in public relations and marketing communications for over 18 years earning the trust of clients in diverse verticals such as corporate, lifestyle, consumer, media, and entertainment. Her belief in the importance of brands connecting with consumers authentically drives her to utilize PR as a powerful tool for competitive advantage, emphasizing the need for evolving content strategies to stay relevant in changing consumer behaviours.On launching her own company, Rohini Saldanha said, ?Ç£Simply put it was the right time. I have been toying with the idea of officially launching my own company for a while now. The final nudge came when an editor friend of mine reached out to me regarding a client I represent and asked me to regularly update them with my client roster. That got me thinking that it was vital for me to promote my business as I was doing myself (and others) a disservice by lying low. I guess the initial hesitance came from a place of not wanting to put the cart before the horse. However, having had clients signed on as retainers with me since August 2023, I thought it was the opportune time to ?Çÿpull out all the stops?ÇÖ in making my company official as my business is expanding.?Ç¥Rohini further added, ?Ç£I was initially considering using my name as the company name but besides the fact that it looks pretentious, I wanted a brand name that was simple, easy to remember, and descriptive of my offerings as a business. My advice to most clients is that there should not be any conflict between you and the brand that you represent. You are the brand and over time you should become synonymous with it which is the ultimate litmus test. That is my intention with The PR Stop., where the work I have undertaken and will undertake for my clients reflects my craft, capabilities, and passion for strategic communications. So, whether you sign up with Rohini Saldanha or The PR Stop., it is essentially the same thing.?Ç¥The PR Stop. offers a range of services, including content development, media relations, crisis management, brand positioning, and strategic counsel. The company's current portfolio includes clients from various sectors including creative, branding, recruitment, and DE&I.

Puneet Gupta joined the INOX Group as Head of Communications for INOX Air Products (INOXAP) and INOX INDIA LIMITED (INOXCVA). He updated his job role on LinkedIn, saying, "Thrilled to announce my new role at the INOX Group as Head of Communications for INOX Air Products (INOXAP) and INOX INDIA LIMITED (INOXCVA). INOXAP is India?ÇÖs largest industrial gases manufacturing company, and INOXCVA is among the world?ÇÖs leading cryogenic solutions companies.""I am excited to leverage my expertise in communications to drive purpose-driven brand growth and share compelling stories about the fascinating products and solutions that are poised to make a difference to mankind," he added.Puneet is an innovation-driven strategic communications expert with rich entrepreneurial experience of 18 years in Corporate Communications, Public Relations, Branding, CSR, and Internal Communications.Prior to joining INOX, Puneet worked with INOX Leisure Limited for over four years as AVP of Corporate Communications. He also handled corporate communication for Airtel and was associated with them for over nine years.

We are in a new era of Public Relations. In the last few years, the importance of reputation management has taken a sea change. More brands and clients, especially from the leadership teams, are viewing Public Relations from a close range. The industry has undergone a radical change with the advent of social media, which has to a large extent changed the approach to Public Relations. We have a relatively new and young audience that we need to face in the coming years so there are bigger challenges for brands and PR practitioners, who have to be more agile and proactive in their thinking to draw up business solutions for clients.In our exclusive column ?Çô PR Conversation ?Çô Adgully interacts with leading business leaders and obtains their exclusive views and insights on the various trends in the PR and communications industry.In conversation with Adgully, Shalini Singh, Group Head-Brand and Communications, RPG Group, speaks in length about her role at RPG Group, the #ChangetheStory sustainability project, RPG Group?ÇÖs approach to sustainability communication, and much more.How has your journey been like so far? How did you transition into the role of Group Head - Brand & Communications at RPG Group?My professional journey began with a world class company, Arvind Mills, which was a global organization, ahead of its time. I learned a lot by setting up the communications function for this dynamic company and also worked on interesting brand launches and campaigns. In the dynamic era of the Y2K, I had the privilege of working with renowned companies like Kale Consultants and Bharti Tele-Ventures. These enriching experiences laid the foundation for my career in corporate communication.I have spent over 6 years of my career heading Corporate Communications, CSR & Sustainability at Tata Power, spearheading sustainability initiatives. Sustainability has always been my passion. Club Enerji & Act for Mahseer are a few of the properties we initiated at Tata Power, which have grown humongous now.My next stint was at Lafarge Holcim, where I took on the role of Head of Corporate Communications and Sustainability, for its two Indian entities- Ambuja and ACC. This was an interesting chapter of my career, where I first facilitated the brand transition from Lafarge Holcim to Holcim in India. Later, I facilitated brand transition during the takeover of companies from Holcim to Adani. At ACC and Ambuja, our sustainability projects, like #ChangetheStory, got global recognition.Transitioning into the role of Group Head - Brand & Communications at RPG Group was a natural progression, where I leverage my expertise to drive impactful brand strategies aligned with the group?ÇÖs vision and values. The Group?ÇÖs brand promise is ?Çô Hello Happiness, which endorses happiness for all. Sustainability is among the Group?ÇÖs key focuses.It?ÇÖs been an enriching journey marked by continuous learning, growth, and contributing my bit to the plant. Experience in varied sectors like Power, Cement, IT, Telecom, Pharma, automotive and Textiles & Garments has given me a nuanced and holistic perspective that helps both professionally and personally.How do you approach integrating sustainability practices into the overall brand communication strategy for RPG Group?Sustainability is an integral part of RPG Group?ÇÖs brand identity. We ensure that sustainability principles are embedded into every aspect of our communication strategy, from product messaging to corporate storytelling.RPG Group and its companies are purpose-driven entities and our focus is creating long-term impact. For instance, our most recent sustainability campaign is a mega plantation drive wherein the group has pledged to conserve, restore, and grow one million trees by 2030. So, it is more of a long-term project than short.Our approach to sustainability communication begins by aligning with the overarching vision and goals of the Group and its diverse business entities. For instance, CEAT Ltd, our flagship company, has set a target to reduce its carbon footprint by 50% by 2030, while KEC International aims to decrease greenhouse gas emissions intensity at its manufacturing plants by 20% by FY26. Similarly, Zensar Technologies, another RPG Group entity, has pledged to achieve net-zero greenhouse gas emissions by FY 2040. Through these goals, we strive to lead by example for the industry. By leveraging our brand communication channels, we aim to amplify our sustainability initiatives, raise awareness among stakeholders, and inspire collective action towards environmental conservation.Moreover, our sustainability communication strategy revolves around shared commitments to UN Sustainable Development Goals (SDGs), encompassing objectives such as circular economy practices, water management, energy efficiency, and carbon neutrality.In essence, sustainability is not just a checkbox for RPG Group; it?ÇÖs a fundamental principle that guides our decision-making and shapes our brand identity.With your extensive experience across various industries, how have you seen the landscape of brand communication evolve over the years?Branding and communication industry has evolved tremendously over the past few decades. This is majorly driven by technological advancements. We have witnessed consumer behaviour changing and focus shifting. Sustainability is now mainstream. I began working 4-5 years before the Y2K; this was the time when we had newly begun embracing digital and incorporating the web in every business function. Communication was no different.Over the years, we have witnessed a significant shift towards digital platforms, enabling more targeted and personalized communication strategies. The traditional media simultaneously have also reinvented themselves, thus changing the dynamics. This industry keeps one on their toes, as agility in evolving with the times is of key importance.As digital media continues to thrive, the scope of PR and corporate communications has expanded, encompassing reputation management, stakeholder engagement, and crisis response. In this dynamic environment, integrated communication strategies that seamlessly blend traditional and digital channels have become imperative for building brand resilience and fostering meaningful connections with audiences.What are some key challenges you faced in your role, and how did you overcome them?As Chief - Corporate Communications, CSR & Sustainability, navigating the complex landscape of stakeholder expectations and balancing short-term goals with long-term sustainability objectives posed significant challenges. However, by fostering collaboration across departments, leveraging data-driven insights, and fostering a culture of transparency and accountability, we were able to overcome these challenges and drive meaningful progress. During crisis management, meticulous scenario planning and responsiveness help build trust with our stakeholders.You have also been the Chairman of the POSH Committee. What strategies did you implement to promote a safe and inclusive work environment within your organizations?As Chairman of the POSH Committee, promoting a safe and inclusive work environment was a top priority. We implemented robust policies and procedures to prevent and address instances of harassment, while also fostering a culture of respect and diversity through awareness campaigns, training programs, and employee resource groups. By prioritizing all employees?ÇÖ well-being and accountability, we created a workplace where everyone feels valued and supported.In your opinion, what are the essential qualities or skills required for a successful career in integrated communications and sustainability?Deep understanding of business, strategic thinking, adaptability, and a passion for driving positive change are essential qualities for success in integrated communications and sustainability. Staying updated with the latest trends and developments, being empathetic towards diverse perspectives, and fostering collaboration across disciplines are also critical for navigating the dynamic landscape of corporate communications and sustainability.Could you share a memorable experience or achievement from your career that you are particularly proud of?There are many memorable experiences, but chief of them are being amongst Asia?ÇÖs Top Sustainability Superwomen List of Honor (2019) by GRI for note worthy contributions to building the nation and putting it on a roll-journey leveraging futuristic insights and contributions in the areas of Communication, CSR and Sustainability. The second one being Holcim?ÇÖs #ChangeTheStory campaign, which is indeed something I look back at and reflect upon. The initiative was special as it not only raised awareness about critical sustainability issues, but also mobilized stakeholders towards collective action. And that is an example of the power of integrated communications in driving positive change.A standout aspect of the #ChangeTheStory campaign was the introduction of bubble barrier technology, a cutting-edge innovation designed to remove plastic waste from waterways. I believe, #ChangeTheStory is remarkable in the sense that it created a tangible impact on the environment. By leveraging sustainability measures supported by advanced technology, we were able to make a lasting and measurable difference in our surroundings. It reinforces the power of collective action in driving positive change. I believe that is what won us the various awards and global recognitions.

Harsimran Shergill, a seasoned professional with over 17 years of experience, has joined Head Digital Works as Director of Corporate Communications. Having previously held notable positions at renowned firms such as Edelman and Ruder Finn, Shergill brings a wealth of expertise to her new role.With a diverse background encompassing mainstream media, including print, television, and digital platforms, Shergill has established herself as a trusted advisor in the realms of thought leadership, content development, and brand communications strategy. Her proficiency extends to providing media training for senior executives and crafting comprehensive communication strategies for both internal and external stakeholders."I'm thrilled to embark on this new journey with Head Digital Works," expressed Shergill. "In an era where effective communication is paramount for organizational success, I look forward to leveraging my experience to further elevate the company's corporate communications initiatives."At Head Digital Works, Shergill will play a pivotal role in shaping and executing the organization's communication strategies, enhancing its brand presence, and fostering meaningful connections with stakeholders across various channels.

In an exciting career move, Kruttik Parekh bids farewell to PVR INOX and steps into a new role as Corporate Communications Lead at Rebel Foods, the world's largest and fastest-growing internet restaurant company. Parekh expressed his enthusiasm for the transition, highlighting Rebel Foods' diverse portfolio of renowned brands, including Faasos, Behrouz Biryani, and Oven Story Pizza, among others. Notably, Rebel Foods also houses EatSure, India's pioneering digital food court app, adding a unique dimension to its offerings. Recognizing the potential in Parekh, Sagar Kochhar and Neelaabh Pal welcomed him to the Rebel Foods team, setting the stage for an exciting journey ahead. Parekh's move signifies not only a shift in his career trajectory but also underscores Rebel Foods' commitment to innovation and excellence in the culinary landscape.

Zeno Health, India?ÇÖs leading omni-channel platform for quality and affordable generic medicines, has appointed K2 Communications Pvt. Ltd. as its integrated communication partner. The legacy firm has been instrumental in announcing the brand?ÇÖs successful securement of $25 million in Series C funding last month. Commenting on the partnership, Kush Jain, Head of Growth at Zeno Health, stated, ?Ç£Zeno Health has been in search of a trusted partner with a proven track record in our niche to initiate our communication journey. K2 Communications is renowned and respected for their innovative and out-of-the-box ideas. They also have a dedicated vertical team for health care sector and this works in our favor. Moreover, the healthcare sector, and especially the pharmaceutical market in India, is poised for a revolution in the coming years. We believe this is the opportune moment to accelerate our efforts in educating the masses about generic medicine. K2?ÇÖs approach aligns with our objectives, and we are delighted to have them on board. We are confident that our shared vision of democratizing healthcare in India will soon become a reality.?Ç¥ In this new collaboration, K2 Communications will collaborate closely with Zeno Health?ÇÖs Corporate Communications and Marketing team to implement comprehensive strategies aimed at enhancing the company?ÇÖs brand positioning within the healthcare and pharmaceutical sectors in India. Shiv Shankar Devaraaj, Founder and CEO of K2 Communications, commented, ?Ç£While K2 Communications caters to various segments, it also specializes in healthcare and its ancillary sectors. In addition, we have a fully functional and adept Mumbai branch to cater to clients in the region. We have a legacy of 21 years and most of our clients have been with us since the beginning. We are grateful to Siddharth Gadia, CEO and Co-Founder and Mr. Girish Agrawal, Founder of Zeno Health for reposing their faith in us. We are committed to seeing them achieve their goals using grounded PR narratives that will sync with the pulse of all stakeholders.?Ç¥