The HarbourClub - CCOs among themselves

A CCO makes an important contribution to the success of the company. The creation of sustainable value is the ultimate goal. This requires a strategic understanding of communications, excellent communications know-how, operational efficiency and social competence vis-à-vis all stakeholders.

Attention, perception and reality are factors on which he bases his actions. In his role, the CCO contributes to the formation of opinion. As a thought leader, strategist and conscience in the company, it is therefore also part of his job to speak plainly, to exert influence and to ensure success.

The HarbourClub promotes the exchange of experience among strategic communications executives. Informal contacts are established and knowledge transfer is cultivated on the basis of mutual trust.

MK: Mr. Nehmer, you are the new president of the HarbourClub. Will the goals of the HarbourClub remain the same under your leadership?

Hans-Peter Nehmer: The club's goals do not change with my person. As an informal platform, the HarbourClub is deliberately organized in a lean way. We are a well-coordinated and diverse team on the board. Continuity is very important to me - and we have been and continue to be successful.

The goal of the HarbourClub is the open, personal and professional exchange of experience among those responsible for communications at important Swiss companies and organizations. The focus is and will remain on strategic communication, addressing challenges in corporate communication and promoting informal contacts among each other.

How do you see the future direction of the HarbourClub?

Communication is undergoing radical change as a result of digitalization. That's why we have set priorities with our manifesto #bravenewcommunications that we want to take into account even more. This applies above all to the question of what challenges communications managers have to face in the course of advancing digitization and how much this is changing the job description.

Can non-members benefit from the club's expertise?

We do not see our club as an elitist, aloof cosmos. When the club was founded in August 2000, the founding members decided that, as a sign of the club's openness, an annual symposium should be held that is open to all interested parties. This has since developed into one of the most renowned events in the industry, with more than 200 participants each time. I am already very excited about the 21st edition on November 5.

Another publicly accessible focus of HarbourClub is the annual Swiss Annual Report Rating. Three juries - Valuereporting, Design and Final Jury - each evaluate over 200 Swiss annual reports. New as of this year, the text quality is also evaluated. With the rating, HarbourClub makes an important contribution to transparency in reporting. In this way, we show the industry where the best practice standards lie and where improvements can be realized.

How do you see the future of annual report rating?

The Swiss Annual Report Rating is unique in the world. I know of no other example that analyzes and rates corporate reporting in a similarly comprehensive and systematic way. Last year, there were 238 reports that we scrutinized - in both their printed and online versions. We closely monitor developments in business reporting and constantly review the evaluation criteria. However, the big changes usually occur much more slowly than predicted. This most likely has to do with the fact that the processes in business reporting are complex and many entities have to be involved.

How do you see internal and external communication developing over the next few years?

What we do - managing reputation, dealing properly with stakeholders and managing strategic communications - will not change, but how we do it is already changing. This process will take a while.

Operationally, communications faces the challenge of keeping up with the rapid transformation and making sense of technological developments. Thus, the innovations of digitization also bring new demands on communications professionals. For example, the discipline of data analysis and interpretation is becoming increasingly important.

In addition, I see that companies are under increasing social pressure to do "the right thing. Profitability alone is no longer enough. In the future, communications will have to play an even greater role as a bridge builder and advisor to management.

Do you have 3 tips for communication managers?

Maintain your network outside the communications industry. Stay on the ball with new developments, continue your education and don't forget your private life.

Interview: Heinz Urben