But Toure put his head down and forced his way back into contention when finally given the chance, winning Guardiola’s favour as he went on to make 30 appearances and contribute seven goals.Al Mubarak has described the former Ivory Coast international as “instrumental” to continuing the progress made by the Citizens, and is hopeful he will stay on for a seventh season.“Yaya has shown us this year again and again how he can contribute to this team,” Al Mubarak told ManCityTV.“Yaya is one of the players that over the last six years has been instrumental to the success of this club.“This year has been another year in which he has shown us on the pitch the type of player he is, the type of personality he is, and how he continues to be a player who can give to the team and to our organisation.“Pep, as you have seen obviously this year, has a lot of trust and confidence in him. So Yaya I hope will be with us and continue his journey with us.”0Shares0000(Visited 1 times, 1 visits today) 0Shares0000Manchester City’s midfielder Yaya Toure (C) celebrates scoring his team’s fourth goal from the penalty spot during the English Premier League football match against West Ham United February 1, 2017MANCHESTER, United Kingdom, May 31 – Manchester City chairman Khaldoon Al Mubarak has confirmed that Yaya Toure received an offer to continue his career at the club.The 34-year-old midfielder’s time at the Etihad Stadium appeared to be nearing its end after he was frozen out by new City manager Pep Guardiola, with his contract up at the end of the campaign.
Ron-Robert Zieler had a debut to forget after completing a permanent move back to Germany.The 28-year-old goalkeeper ended his one-year stay at Leicester City after joining Bundesliga side Stuttgart on a three-year deal.He made just 13 appearances for the Foxes in all competitions last term after his arrival from Hannover. Stuttgart are preparing for their return to the top flight and Zieler came on in the second half of their pre-season match for his first appearance.Just five minutes in, a Dynamo Dresden player decided to try his luck from close to the halfway line, watching the ball go over Zieler’s head and into the back of the net.Oh no! See below… Ron-Robert Zieler: The 28-year-old made just 13 appearances for Leicester in 2016/17 1 VfB Stuttgart vs SGD 1:2 Pipo mit der Sensationsbude zum 1:1..50m😉 kann man mal machen #sgd1953 #ftlot #vfbsgd #heise pic.twitter.com/Dh4KNI1X1n— FREITAL ON TOUR est. 97 (@FreitalonTour) July 12, 2017
Alors que le cout de l’electricite en Afrique du Sud fait partie des plus bas du monde, la forte croissance economique, l’industrialisation rapide et le programme d’electrification de masse du pays ont conduit, des le debut 2008, a une demande depassant l’offre.Par consequent, Eskom, la societe d’energie publique, a entrepris un programme massif de modernisation et d’expansion des infrastructures electriques du pays.Ces projets comprennent de depenser les 343 milliards de rands prevus sur cinq ans afin de financer une nouvelle generation de centrales electriques, la premiere devant etre mise en route en 2013. Eskom a commence a travailler sur deux nouvelles centrales electriques fonctionnant au charbon et examine les propositions de deux societes etrangeres pour cosntruire une nouvelle centrale nucleaire conventionnelle.Eskom prevoit aussi de rouvrir des centrales electriques qui avaient ete mise en sommeil dans les annees 90, construire deux turbines a gaz en cycle ouvert qui produiront de l’electricite d’ici fin 2009 et realiser un programme hydroelectrique dans le Drakensberg au Kwazulu-Natal.Le projet d’electricite de l’Afrique du SudLe gouvernement et Eskom ont reconnu leurs erreurs et travaillent pour que le systeme d’approvisionnement et de distribution d’electricite d’Afrique du Sud se reequilibre. En Janvier 2008, le Ministere des Minerais et de l’Énergie et Eskom ont publie un nouveau document de politique, La reponse nationale au manque d’electricite de l’Afrique du Sud.Le projet comprend de travailler sur la structure de distribution de l’electricite du pays et sur l’acceleration de projets d’electricite par des producteurs independants d’electricite.Cela comprend des projets de cogeneration d’electricite entre Eskom et le secteur prive dans lesquels la chaleur generee par les produits derives des processus industriels dans des secteurs comme les produits chimiques est capturee pour produire de l’electricite qui peut ensuite etre utilisee par les industries elles-memes ou achetee par Eskom pour le reseau national.Au meme moment, le nouveau projet souligne l’importance de reduire la demande en fixant des prix de l’electricite correctement ainsi qu’en encourageant l’efficacite energetique et en dissuadant et, si necessaire, en declarant hors la loi les inefficacites en matiere d’energie.Eskom vise a reduire la demande d’environ 3 000 megawatts d’ici 2012 et de 5 000 megawatts supplementaires d’ici 2015 grace a une campagne agressive qui comprendra la promotion de l’utilisation de chauffe-eau solaires ainsi que de gaz a base de petrole liquide pour la cuisine.Le gouvernement doit aussi introduire un programme de rationnement qui recompensera et penalisera les clients sur la base de leur utilisation de l’energie.Infrastructures electriquesL’energie contribue a environ 15 % du produit interieur brut (PIB) d’Afrique du Sud. Eskom est l’un des dix plus gros producteurs mondiaux d’electricite et fait partie des 11 premiers en termes de ventes. La societe genere presque 85 % de l’electricite utilisee en Afrique du Sud et de l’electricite exportee vers d’autres pays africains.Le reseau electrique d’Afrique du Sud se compose de plus de 300 000 kilometres de lignes electriques, dont 27 000 kilometres constituent la grille de transmission nationale d’Afrique du Sud. Les principales centrales de production se trouvent dans la province de Mpumalanga ou se trouvent de grandes reserves de charbon.Le programme d’electrification massive du pays, lance en 1991, a vu l’electricite arriver dans pres de 3,5 millions de foyers. Le gouvernement vise a atteindre un acces universel a l’electricite d’ici 2012.Les sources d’energieL’economie de l’Afrique du Sud est structuree autour des secteurs a grande echelle et gros consommateurs d’energie de l’extraction miniere et de la valorisation des minerais, ce qui entraine une « intensite energetique » au dessus de la moyenne avec seulement 10 pays presentant des intensites energetiques primaires commerciales plus elevees.L’Afrique du Sud utilise aussi du charbon, sa principale ressource indigene, pour generer la plupart de son electricite et une proportion importante de ses carburants liquides. De ce fait, l’Afrique du Sud est le 14eme plus gros emetteur de gaz a effet de serre.Cependant, le pays s’est engage a reduire ses emissions et est signataire de la Convention cadre des Nations Unies sur le changement climatique et du Protocole de Kyoto. Eskom a declare qu’elle s’engageait a reduire la part actuelle de charbon de 88 % du melange energetique primaire de l’Afrique du Sud a 78 % d’ici 2012 et a 70 % d’ici 2025.La crise de l’approvisionnement en electricite a accelere le besoin de diversifier le melange energetique d’Eskom et son passage a des sources d’energie alternatives comme l’energie nucleaire et le gaz naturel ainsi que les diverses formes d’energie renouvelable.L’energie nucleaireEskom prevoit de doubler sa capacite de production totale a 80 000 MW au cours des deux decennies suivantes, l’energie nucleaire representant pres de la moitie de cette nouvelle capacite.Le fournisseur d’etat envisage des propositions du français Areva et de l’americain Westinghouse Electric pour construire une nouvelle centrale nucleaire conventionnelle qui pourrait commencer a produire de l’electricite a partir de 2016 et a declare qu’il pourrait construire d’autres centrales nucleaires d’ici 2025.Il existe actuellement une centrale nucleaire conventionnelle dans le pays. Koeberg, dans la province de Western Cape, qui contribue a environ 1 800 MW au reseau national.L’Afrique du Sud progresse aussi sur le projet de 17 milliards de rands de Reacteur modulaire a lit de galets (PBMR), un des projets d’investissement de capital les plus avances du point de vue technologique entrepris dans le pays depuis 1994.Le PBMR est un reacteur nucleaire haute temperature refroidi par gaz helium qui produit de l’electricite. L’electricite generee par energie nucleaire est propre, tres efficace et rentable. Bien que ce ne soit pas le seul a etre developpe, le projet sud-africain est prevu pour etre le seul reacteur haute temperature a echelle commerciale du monde.Le projet PBMR implique la construction d’un reacteur de demonstration a Koeberg, pres du Cap et une usine de carburant pilote a Pelindaba pres de Pretoria. La construction devrait commencer en 2009, le premier carburant devant etre charge quatra ans plus tard. Si cela est convaincant, 10 autres centrales pourraient etre construites.Le projet PBMR est finance par le gouvernement, Eskom, la Corporation du Developpement Industriel et les societes americaines Westinghouse et Exelon.Carburants, huiles et gaz synthetiquesL’Afrique du Sud possede un secteur de carburants synthetiques tres developpe dans lequel la societe publique PetroSA et le geant petrochimique Sasol sont les acteurs principaux.La Corporation du Petrole, huile et gaz d’Afrique du Sud (PetroSA) gere les actifs commerciaux du pays du secteur petrolier, y compris la plus grosse usine de transformation du gaz en liquide a Mosel Bay dans la province de Western Cape.SasolSasol, la plus grosse societe locale cotee a la bourse sud-africaine JSE, produit des carburants synthetiques a partir de charbon de qualite inferieure et d’une petite quantite de gaz naturel. Elle fait fonctionner la seule installation de carburants synthetiques a base de charbon du monde et produit 36 % des carburants liquides consommes en Afrique du Sud.Sasol produit des carburants automobiles destines aux consommateurs, des carburants et des lubrifiants de qualite pour l’industrie et du carburant pour les avions, de l’alcool combustible et du kerosene d’eclairage. Elle transforme le gaz naturel en des carburants et des produits chimiques ecologiques.La societe possede des interets dans de nombreux autres pays africains, y compris un partenariat de transformation du gaz en liquide au Nigeria et un pipeline transfrontalier reliant les champs de gaz naturel au Mozambique vers l’usine de transformation de gaz de Sasol a Secunda dans la province de Mpumalanga en Afrique du Sud.Sasol prevoit de developper ses activites de transformation de gaz en liquide a Secunda de 20 % au cours des huit prochaines annees. En janvier 2008, la societe a declare qu’elle rejoindrait les gouvernements d’Afrique su Sud et du Mozambique pour investir encore 1,1 milliard de rands (environ 146,8 millions de dollars) pour augmenter la capacite d’approvisionnement en gaz du pipeline, de 120 millions de giga joules par an a environ 147 millions de giga joules par an.Le pipeline de 865 kilometres, dans le cadre d’un projet de gaz naturel de 1,2 milliard de dollars lance en 2004, est conçu pour eventuellement transporter 240 millions de giga joules par an.De petrole et de gaz secteur de l’approvisionnementAlors que les propres gisements de petrole d’Afrique du Sud, comme ses gisements de gaz naturel, sont limites, son secteur de raffinage petrolier en aval se developpe rapidement.Le pays s’est positionne pour fournir des services, y compris en matiere d’ingenierie de conception, de fabrication, de logistique et de livraison, au secteur du gaz et du petrole en developpement de l’Afrique de l’Ouest.Les infrastructures portuaires du Cap conviennent tres bien a la reparation et a l’entretien des plates-formes petrolieres (quatre plates-formes de forage s’y trouvaient pour des travaux en fevrier 2008) et la construction du premier chantier de fabrication de plates-formes gazieres et petrolieres d’Afrique du Sud a ete realise a Saldanha Bay fin 2007.Saldanha Bay, a environ 60 miles nautiques du nord ouest du Cap, est le port naturel le plus profond et le plus grand d’Afrique australe.Le centre de fabrication de 284 millions de rands (environ 40 millions de dollars) de 220 metres carres, construit par la societe de construction allemande MAN Ferrostaal, reduira de façon drastique les delais de livraison et de transport des plates-formes utilisees au large de l’Afrique de l’ouest, qui jusqu’a present devaient etre construites et amenees d’Europe, du Moyen Orient, des États-Unis et d’Asie du sud-est.Derniere mise a jour de l’article : Septembre 2008SAinfo reporter. Sources (sites en langue anglaise) :South Africa YearbookDepartment of Minerals and EnergyDepartment of Environmental AffairsEskomPebble Bed Modular ReactorPetroSASasolBusiness DayBusiness ReportEngineering NewsMail & Guardian
18 September 2007DaimlerChrysler South Africa (DCSA) has spent approximately R2-billion upgrading its manufacturing plant in East London, which now produces both right- and left-hand drive versions of the latest Mercedes Benz C-Class car for domestic and export markets.The decision demonstrates the confidence that the German-based automaker has in its local unit, which had also been producing right-hand drive versions of the previous C-Class model, for both local sales and for exports to countries like England, Australia and Japan.For the first time, DCSA will manufacture left-hand drive versions of the new C-Class model, dubbed internally as the W204, for export to the United States. East London is one of only three plants globally manufacturing the new C-Class, the other two being Sindelfingen and Bremen in Germany.Speaking at the launch last week, President Thabo Mbeki commended DaimlerChrysler for their investment, which would ensure that the port city became a major manufacturing node.Mbeki said the government was aware of the motor industry’s contribution to the South African economy – currently about 7.5% of gross domestic product (GDP).“Our government has formally taken the decision that in terms of our industrial policy, we must encourage and support the automobile sector as one of the leaders in our process of radical expansion of our manufacturing sector,” he said.New technologiesHighly specialised robots, controlled and monitored by computers, were installed in DCSA’s new plant for laser welding and brazing, high-strength steel welding and structural gluing, while a revamped production line allows for quick and efficient operations.According to DCSA, several of the company’s just-in-time and just-in-sequence suppliers are based in the nearby East London Industrial Development Zone and are linked with the manufacturing plant by a small train.Since the last W203 C-Class car rolled of the production line at the end of February, the electro-coat and primer ovens in the paint shop have been upgraded and a completely new assembly line has been installed.Re-training workersWith some 70% of the welding processes now being carried out by the 230 robots in the bodyshop, existing employees had to be retrained to manage and maintain the robots.DCSA adds that virtually all of its 1 600 employees working on the new C-Class were trained in new skills to support the flexibility concept, which allows for the movement and redeployment of employees capable of building all the options available for the new car.Work at the plant is being carried out in eight-hour shifts, though DCSA chairperson Hansgeorg Niefer states that a good relationship with the relevant trade union gives them more flexibility to extend working hours or add additional shifts should there be a higher demand for the new vehicles.“We have a flexibility agreement in place with the union which will help absorb market fluctuations,” he said. “This type of understanding with Numsa [the National Union of Metalworkers of SA] and our local shop stewards is testimony to the high level of maturity in our relationship with the union.”Commenting on the quality of the luxury car, Mbeki said its class and elegance sent out a message that South Africans were capable of making products of the highest quality.Niefer added the new vehicle was the most technologically advanced product that the company had built at its East London plant.“It is our ticket to the future that has been bought and paid for by many,” he said. “We know that South Africa will reap the rewards of economic growth, skills and technology transfer, supplier development, black economic empowerment, job growth and global respect.”SAinfo reporter Want to use this article in your publication or on your website?See: Using SAinfo material
Bold Purpose. But Audacieux. Proposito Audaz. Algharad Jaree’.However you say it, over the past year SHRM has been speaking out around the world on all things work. Before the year ends, our work on immigration and the skills gap will culminate at four international events. As our Head of Global Outreach and Operations, I have the privilege of travelling abroad on SHRM’s behalf, but it’s our collective work that shapes the opinions of the world’s leaders. Let me share how.You may have seen that the G20 Heads of State met last week in Buenos Aires. While the media often focuses on “who talked to or stood by whom”, the real importance of this meeting was the adoption of a Declaration committing the world’s largest economies to addressing challenges confronting our societies – such as the future of work. For the past several years, I have served on a task force of business leaders (B20) that makes recommendations on education and employment issues to the G20. I have shared SHRM research, news articles and feedback from our Special Expertise Panels with the B20. We should all feel proud that the Declaration includes some of our thinking on equal education and employment opportunities for girls, inclusion of the disabled in the workplace, and migration. We will continue to push these issues forward at the Japanese G20 Summit in 2019.Five years ago, the G20 leaders committed to building apprenticeships and created an organization called the Global Apprenticeship Network (GAN). Johnny recently joined the GAN’s board of directors and participated at an event at JPMorganChase in London where we shared the #wearework skills gap video. This work dovetails with work we have done with the Embassy of Switzerland and the U.S. Department of Labor to promote apprenticeships in the United States. Our Northern California staff and members participated in a “Zurich Meets San Francisco” discussion on the role of apprenticeships in the future of work.Also last week, I participated in an off-the-record meeting with 17 governments and international organizations at the Intergovernmental Consultations on Migration in Geneva. Although the “Chatham House” rules of this meeting mean that I cannot tell you most of what we talked about, I can share that I was one of only two business representatives, and that our #wearework commercial on immigration, our skills gap data, and the Principles video caught their attention! I’ve attended these meetings several times over the past fifteen years and while the wheels of policy change often move incredibly slow, I am gratified to hear that some of what we’ve been saying is now being echoed by policymakers. Several governments asked me to connect them to their national HR associations which I am able to do because of our role as permanent Secretariat of the World Federation of People Management Associations—WFPMA.This week, I am in Marrakech at separate, but related events. This week governments (including the U.S.), business and civil society will gather at the 11th Global Forum on Migration and Development (GFMD) Summit. I co-chair the official business delegation to the Summit (known formally as the Business Mechanism) and will present recommendations for improving employers’ access to foreign talent and ensuring that migrant workers are treated with dignity and respect. Next week, many Heads of State will gather here to adopt the first-ever Global Compact for Migration. Although the US and several other nations have withdrawn from this agreement, it is still a historic step to ensuring that the large movements of migrants around the globe are managed in a safe, orderly and legal process. As with the B20 recommendations, the business input to these events was developed with SHRM research and consultations with our members. And, while these events may not make big news in the United States, you can be sure that the outcomes will have an impact on HR professionals and SHRM members around the world. We will continue working on raising the voice of the HR profession on the Global Stage and move, Together Forward. Ensemble en Avant. Juntos Hacia Adelante. Maeaan ‘iilaa al’amam.Lynn ShotwellSVP and Head of Global Outreach and Operations
21st Century EducationSocial media and the participatory web have had a greater impact on our world beyond just how we connect and socialize with our friends online. The base concepts surrounding how these interactions take place has influenced a whole new generation of web users who now expect to participate in discussions and not be dictated to…whether online or offline. We’ve seen this influence occur in the workplace, where millennial employees demand to know “why” they’re being asked to do something instead of just doing it. We’ve also seen it effect the business of marketing as social media users now feel strongly that brands (companies) should be listening and conversing with them in an open, transparent matter. So why not bring the social media revolution to the classroom, too? It only makes sense.Those involved with this project believe that today’s students need more than a class where a professor lectures for an hour – that has no hope of engaging their interest. Students need a classroom where learning is a more participatory experience and where the tools they use in their everyday lives – social networking, videos, chat, aren’t checked at the door. The Social Media Classroom is an important project to make those types of tools available to educators who might not be as up to speed with the latest technology, while also simplifying the use of those tools through the introduction of a single platform that integrates the best of the Web 2.0 world. Perhaps the project doesn’t introduce anything new that hasn’t already been available to the tech-savvy, but its ease-of-use and educational slant make its introduction an impressive and potentially game-changing move for the educational system as we know it. Top Reasons to Go With Managed WordPress Hosting The SMC will be available to educators both an installable version for self-hosting and as a hosted version (coming soon) for those less tech-savvy. The Classroom and The CollaboratoryThe project itself has two components called The Classroom and The Collaboratory. The The Collaboratory (or Colab) is simply the web service part of the project which is also made available to anyone, even non-educators. It includes both the downloadable install file and the soon-to-launch hosted service. The Classroom, on the other hand, is the entire web site available at www.socialmediaclassroom.com which contains, among other things, the curriculum materials. In these materials you’ll find all sorts of information about the different types of social media as well as links to various resources across the web. The Social Media Classroom (SMC) is a new project started by Howard Rheingold which offers an open-source Drupal-based web service to teachers and students for the purpose of introducing social media into the classroom. The service includes tools like forums, blogs, wikis, chat, social bookmarking, RSS, microblogging, widgets, video conferencing, and more. The SMC is more than just a collection of new media tools repurposed for educational use, though. The end goal of the service is to move education away from being a unidirectional delivery of knowledge to become a more collaborative learning process. Why A Social Media Classroom?The SMC is meant to supplement, not replace, the face-to-face interaction that occurs in the classroom. According to Howard, when he tried to introduce new media tools into his first Wi-Fi-equipped classroom, he was surprised by the blank looks on so many of the students’ faces when he told them that he expected them to blog and edit the wiki. Since he was so familiar with the power of Web 2.0 tools and was surrounded by people who felt the same, he hadn’t realized how many college students didn’t actually have experience using these types of 21st century tools. This sparked an idea to build a new social media platform designed specifically for use in an educational setting. And thus, the Social Media Classroom was born. What’s IncludedThe SMC includes all the familiar social media tools from blogs to RSS to videos and wikis and even microblogging. All are integrated into one seamless environment where the different applications are available from navigational tabs at the top of the page just like any ordinary web site has. Everyone who is a member of a particular instance of the Social Media Classroom will initially see a personalized start page upon login that aggregates their own different posts to the various parts of the site. A Web Developer’s New Best Friend is the AI Wai… Related Posts Tags:#Features#NYT#Product Reviews#Trends#web sarah perez Why Tech Companies Need Simpler Terms of Servic… 8 Best WordPress Hosting Solutions on the Market
A man previously convicted of theft and assault was arrested after allegedly stealing thousands of dollars worth of merchandise from the same retailer twice in just two days.Court documents state Markus Leon Emerson went into the Banana Republic located in the 1500 block of 5th Avenue in downtown Seattle and left with more than $5,000 worth of jeans and other apparel without paying.The general manager told police that on April 30 he observed a man, later identified as Emerson, enter the store at approximately 8:43 p.m. and pick up about 30 pairs of denim pants from a display rack and walk out without paying, police said… KIRO7 News- Sponsor – Stay UpdatedGet critical information for loss prevention professionals, security and retail management delivered right to your inbox. Sign up now
Last year the US Federal government spent nearly $2 billion on cloud computing according to IDC. The Federal government is attempting to implement a CloudFirst policy which it says that “our responsibility in government is to achieve the significant cost, agility and innovation benefits of cloud computing as quickly as possible. ”But there are conflicting reports out now about how well the government is really doing in its move to the cloud.On the one hand, a report from Microsoft and Forbes found the government is making good progress in adopting cloud technologies. Bruce Rogers, Chief Insights Officer at Forbes Media, said that “government agencies are achieving remarkable results in the cloud. Leaders like the City of Miami, the State of Alabama and the Department of Defense are demonstrating that the cloud can deliver vast improvements in the quality of government.”That’s one view. On the other hand, a report by Dell and Dimensional Research said that about 80 percent of government agencies say that their concern about insecurity of cloud computing will be a roadblock that prevents them from moving to the cloud. This thinking comes in the wake of an increasing number of security breaches. In June, for example, the Office of Personnel Management (OPM) reported a breach exposed information on 4.2 million employees.In order to continue progress with the CloudFirst policy the government will need to come up with a workable strategy for handling security.
Posted on 12th November 2019Digital Marketing FacebookshareTwittertweetGoogle+share Brand safety: Balancing risk and opportunity for your organizationYou are here: Related postsLytics now integrates with Google Marketing Platform to enable customer data-informed campaigns14th December 2019The California Consumer Privacy Act goes live in a few short weeks — Are you ready?14th December 2019ML 2019121313th December 2019Global email benchmark report finds email isn’t dead – it’s essential13th December 2019Keep your LinkedIn advertising strategy focused in 202012th December 20192019 benchmark report: brand vs. non-brand traffic in Google Shopping12th December 2019 Imagine a seesaw with a flamingo on one side and a grizzly bear on another. How would you ever stabilize them? That is how most digital marketers feel when they ask me to help balance out business-first decisions and brand safety. What does that mean? Simply put, it’s the natural and growing conflict between the need to increase profits or market share and ensuring that marketing and sales efforts don’t negatively impact the positive attitudes of prospects and customers toward the organization. Simpler yet, it’s the balancing of opportunity and risk in digital marketing and sales.Balancing out these strategic and operational issues can appear complicated at first glance. But the uncomplicated place where I tend to start with anyone who calls me is understanding the specific growth or market challenges facing the organization and defining digital policy and practices around sentiment analysis.Brands from any and all verticals use sentiment analysis to understand prospect and customer reactions, opinions and behaviors toward products or services. But while the analysis methodology has long been used to measure the latest social media campaign, it can be used as the foundation for your broader marketing and sales efforts, telling you exactly how far and fast you can push your efforts without damaging your brand. So why isn’t everyone jumping on the bandwagon? Should you take the leap? Let’s examine some of the intricacies of sentiment analysis to ensure you can proceed with eyes wide open.The challenge of quantifying reputational risk It is straightforward to tie a one-off large-scale event to brand and reputation impact. Consider a news story about a data breach or an accessibility lawsuit impacting your organization. Obviously we can calculate the loss of revenue, cost of recovery, and potential legal liability. Weighed against the cost of mitigation, we can derive a clear understanding of the risk/benefit scenario and make a business decision on the most logical path forward. What is much harder to measure is how broadly and for how long the news stories will continue to cause trust issues and ill will with prospects and customers.What I’ve found to be successful is to gather all (or as many as possible) mentions of the organization across any and all channels (e.g., news, social media, TV, radio, customer service recordings, customer surveys, user purchasing history, etc.) and use a text and data analytics engine to measure sentiment. That means identifying and categorizing opinions expressed in a piece of text in order to determine if the attitude toward the organization is positive, negative, or neutral. By tracking organizational reputation (and brand) in key demographics and markets, we can develop a solid set of sentiments that can help us track risks that impact hard-to-measure things such as influence, trust, and leadership. This approach allows us to quantify a reputational baseline. Against that baseline, we can measure trends over time or at specific events, and leverage an agile methodology to test how aggressively we can market and sell before we start to get close to a decline in that influence, trust, and leadership area. In other words, we can tell how far we can push before we encounter brand risk and start to negatively impact our reputation.Getting the full pictureCreating a picture of your organization’s reputational risk goes beyond understanding how the entity is viewed in the marketplace. It requires the identification and quantification of the reputation of your products as well as those of your suppliers. That means understanding your entire digital ecosystem and measuring its brand risk in the context of your organization, products, and services. For example, I have a client that was involved in the AWS data exposure incident earlier this year. While the AWS relationship with my client wasn’t known well publicly, it still had a (marginal) negative impact on the brand.Each vendor, agency or independent consultant is part of your ecosystem. So are boards of directors (past and present), brand ambassadors and influencers, and anyone else who touches your brand. You should map them all out and, based on a matrix of prioritization, determine who should be included in your full-picture analysis. After all, there is risk associated with each entity. Conversely, if any one of those entities is seen favorably, you can also benefit from such awareness and sentiment.Managing and capitalizing on event-based risks Let’s continue this discussion with my AWS example. Understanding that there was a small, but real, brand risk, we decided with leadership to proactively reach out to users, and as news of the AWS breach began to spread, users were already informed of what the organization knows about the incident and what it was doing to ensure consumer data was protected. The reputational risk measurement indicated that we managed to contain the negative rollback on the organization’s brand. It also indicated to executives the level of effort to put into communicating around AWS and the incident in the future. Lastly, it allowed us to collectively understand what kind of risk we might have with AWS going forward and whether there was a return on investment (ROI) to be gained by moving to a different hosting environment.The same approach that we used to determine the AWS incident risk and mitigate against it, devising a good response plan, could be used in a number of other scenarios to understand marketing and sales options for your organization. Consider for a moment the latest YouTube advertising scandal. Your organization could perform the same analysis used for the AWS sentiment analysis to understand impact on competitors and other operating companies advertising on YouTube. Based on the negative brand impact (if any), you could better understand the type of risk your business could incur and proceed to use YouTube advertising or, conversely, stop advertising in that channel.Will you keep your finger on the pulse of brand safety?By using sentiment analysis, you can keep your finger on the pulse of your brand safety risk and dial your digital marketing and sales activity up or down as appropriate, thereby delivering on the business’ bottom line. You can also minimize your exposure to brand-damaging events. With a measured approach, you can best balance your opportunity and risk and develop a better approach to marketing and sales. Moreover, you can develop the type of digital policies that will unleash creativity and innovation in the organization while keeping the business safe.The post Brand safety: Balancing risk and opportunity for your organization appeared first on Marketing Land.From our sponsors: Brand safety: Balancing risk and opportunity for your organization HomeDigital MarketingBrand safety: Balancing risk and opportunity for your organization