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Examples below from my context in Yemen:
Emergency Situation: The lang-lasting war in Yemen
Reputational Risk: A campaign has evolved since 2019 with the hashtag "Where_is_the_Money" criticizing all NGOs and INGOs focusing on UN.

Differences:
The scope of the damage is different between them, the emergency situation impacts the whole country and population, however, the reputation risk impacts the trust in the humanitarian work as a whole in Yemen and outside Yemen.

Similarities:
Both have severe impacts and were led by human beings who felt abandoned and wanted more control and benefits.

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#Where_Is_The_Money - Twitter Search / Twitter

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Emergency situation: UN humanitarian response to an earthquake.
Reputational risk: Announcing the resignation of a high-ranking UN official
Similarities: critical to communicate with transparency

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Emergency situation can't always be predicted, many times its about natural disasters, health emergencies, outbreaks (COVID19). Reputational issues attributed to the organizational issues, misconduct of management, violation of internal policies etc. Both require immediate intervention, facts, empathy, and message consistency.

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emergency situation is similar to the pandemic we are in. reputational risk is the way and organization is responding and the likelihood of that response to backlash on the reputation of the organization

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An emergency situation activates all national organizations, including institutional and cooperation organizations to provide humanitarian assistance in the event of a climatic or nature-related eventuality. In a situation of institutional crisis, it is the organization that is at the center of the problem, it is not a humanitarian situation, but a reputational one. In the case of the second, generally the rest of the organizations tend to withdraw for fear of getting involved in a situation that may affect them. In the case of both situations, they catch the interest of the media.

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An emergency situation can be an earthqueake, and a reputational risk can be  going to a field mission with a multinational team to response an emergency situation.
Both can be releated but are not the same, an emergency can generate a risk.

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During my previous assignment, I was posted in Bamako, Mali, a relatively hectic duty station. There is ongoing conflict in the country, with foreign intervention, and a lot of discussion among the population around the justification or not of having foreign forces -and by extrapolation, foreigners altogether- present on Malian soil. This has caused us to be caught in the middle of sometimes heated exchanged, around the need of our presence or not. Hard to navigate as neutral, UN development staff. Our communication in such moments was KEY, going even beyond the preservation of reputation. What I find interesting is that these situations were both crisis situations and a reputational risk. Both elements had to be taken into account.

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Emergency can be caused by external or internal conflict within a country or due to environmental risks or hazards such as cyclones, floods or even health pandemics as COVID-19.
Reputational Risks on the other hand are effects of some initiative, strategy or approach gone wrong or resulting in an undesirable situation for the organisation, company or even an individual whose brand and credibility may be put to question for the work done or decision taken.
The two are similar as both constitute a crisis and as such any crisis communication needs to use credible sources to put out information and messages that are timely, simple, consistent accurate and based on established evidences.
The difference is mostly about the source. Emegenices are more often beyond the control of one organization or stakeholder while Reputational Risk is about a brand or an organisation. Hence the nature of risks, their nature and volume as also the resilience planning for the two are different.

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Emergency - Easter Attacks in Sri Lanka in 2019.

Reputational Risk - UN seen working with Coca Cola, the private sector company accused of dumping toxic waste into a major river source in Sri Lanka.

I was part of both experiences. During the former, the comms approach is more on sharing information and about what UNFPA is doing to support those affected AFTER the crisis has taken place, but in latter it is about producing comms that manages the reputation of the UN agency. Ideally a risk mitigation strategy and due diligence should have been done prior to partnering with Coca Cola.

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Emergency Situation: Afghanistan recent evolving situation

Reputational Risk: UN Pakistan stance, as government was neither supporting the Taliban in power and nor against it.

In this situation, UN Pakistan's statement in support of Taliban would be going against the UN mandate and statement against them would be opposing the host government. As we were unclear about the Government clear stance.

So the reputational risk was high and UN Pakistan planned not to issue any statement, even though different agencies HQ were issuing statements but UN agencies in Pakistan and RC office didn't do it.

we decided to respond only when we would be asked or approached by host government. It was tricky and risk situation.

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A recent emergency situation was the murder of a local merchant allegedly by two Venezuelan men, in the bordering city of Pacaraima, Roraima State, Brazil. This triggered xenophobic reactions by the local population against refugees and migrants in the city, and I had to prepare PI Lines to any possible media query. Differently, my example of a reputational risk refers to allegations that Venezuelan refugees relocated from the north to the south of Brazil ended up in precarious working conditions. In this case, the PI Lines I prepared were used to reply the media outlet producing such piece. So, emergency situations has much more to do with the scenario in which the UN works, while a reputational risk is much more focused on threats to the organization's reputation.

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An emergency situation could be a case of conflict between bordering communities of two countries with a gravity for escalation, while a reputational risk is for example when UN supports an international anti-corruption award event, and among the award winners is a journalist with tainted background. They differ in terms of scale and complexity and the amount of effort needed to resolve it. The similarity is the urgency for action in sharing available information.

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I can mention as an emergency situation the ones faced by climate like hurricanes (those experienced in the Caribbean with Mathew or in USA with Katrina), landslides or intense droughts (the ones in Guatemala) while a reputational risk implies how the organization is perceived due to an action or inaction, for example when UN officials are accused of sexual violence against beneficiaries.

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My example comes from Haiti following the 2018 hurricane that decimated parts of the country. The UN responded to the humanitarian need immediately and many lives were saved; we were a trusted partner and we were appreciated by the local population - particularly for the preparatory measures that had been put in place in the event of a catastrophic hurricane season. Our reputation was boosted as a result and helped to counter the negative image of the UN as an institution that had brought cholera to Haiti (and the human suffering as a result). These two situations exemplify the opposite ends of the reputational spectrum. Both involve the UN but in the latter, we lost a great deal of credibility by not acknowledging the weakness of the screening processes that MS have in place for their deployed troops. In both instances the reputation of the whole UN rested not on the perception of how individual agencies responded but how the UN system responded.

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Emergency situation: Military advances in Yemen
Reputation risk: WFP food found at military locations in Yemen
These situations overlap but one present's an operational challenge to WFP and the other a potential risk.

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An example of emergency situation is the crisis in Haiti and a reputational risk can be illustrated by the recent Facebook crisis. The difference is that the first is due to nature and the second on technological issues.

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COVID-19 has imposed an emergency situation around the world, including in Eswatini.
On the other hand, UN Eswatini is currently handling a reputational risk in the political unrest where the perception is that the UN has turned a blind eye on human rights abuses by the State. The UN has been practising quiet diplomacy but has had to defend its position with growing threats to reputational risk.

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Emergency situation: COVID-19, 2015 earthquake in Nepal

Reputational risk: Sexual exploitation by WHO staff in DR Congo.

Difference: more difficult to predict emergency situation, while reputation risk can be foreseen

Similarity: both important to react in a timely manner while being accurate. Both important to appear sincere, and that both analyses should be fact-based in terms of crisis communication management. Should focus primarily on the people that are in the center of the story.

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Emergency: When the first case of COVID-19 was declared in March 2020 in Somalia, the UN operations like all other businesses were affected by the measures adopted. Most of the activities were repurposed to respond to the spread of the pandemic.

Reputational Risk: On 2nd January 2019, the news of the Federal Government of Somalia expelling the Special Representative of the UN Secretary-General to Somalia hit the news headline.  It was unprecedented as this poses reputational issue for the UN as the host government declared the SRSG as persona non-Grata after he raised concern of human rights violation. The news came as surprise.

Similarities: Both reputational risk and emergency affect in one way or another the operation of the organization.

Difference:  The scope and the impact may vary in the two instances. While an emergency may affect the general population including the UN and it works, reputational risk may specific and can be addressed case by case basis.

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In 2016 there was an earthquake in the north-central coastal area of Ecuador; at that time UN Women was part of the humanitarian country team for the first time in Ecuador, so we participated in the work clusters and all the tasks of care and early recovery. At that time, a lot of public and internal information of different types had to be generated, so the demand for communication services was very high.

Despite the work that was being done on the ground, mainly in terms of addressing the specific needs of women and the prevention of gender-based violence within the shelters, the organisation's brand and name had little presence compared to other agencies with more experience in humanitarian assistance.

During the early stages of the crisis, the government in power did not allow for immediate action by international humanitarian agencies (as it had a sovereign position), so the response of the system in general was slow, which aroused some degree of dissatisfaction among the population. We thus faced two critical peaks: 1) generating and providing relevant and pertinent information to people and institutions, and 2) sustaining the reputation of the system as an entity with the necessary capacity to provide immediate attention and response.

The way in which these two needs were addressed was to focus UN Women's communication efforts on the specific field of its mandate and to consolidate a working group of communication specialists from all agencies, funds and programmes to provide a solid and consistent response to the demands of institutions, government and the population while allowing us to participate in the response and recovery process.

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Emergency situation - need to protect the most vulnerable cohorts of societies to basic needs such as healthcare, education, food provision and personal security and human rights.

Reputational risk - mismanagement of personnel, assets and funds.

Reputational risk can be cross-cutting to an organisation and an emergency situation is context-driven.

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Reputational Risk - UN engaging with members of government who have a questionable human rights record
Emergency situation - a terrorist attack targeting a particular minority or the population at large

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This example related to a controversy and reputational risk for WFP in India with regards to its rice fortification advocacy and campaign.

Since WFP works with several stakeholders besides government, policy positions and solutions that are promoted can end up on opposite sides of the coin.

A leading consortium of food rights activists and national organisations that are against the idea and solution of rice fortification started targeting WFP and Government department by criticizing the solution and linking it to a lobby of corporates who market fortification solutions and products.

WFP and Government Department got together and decided to not issue reactive statement but engage with media through government, with WFP providing facts and evidence, to raise awareness about the solution, its context and most importantly benefits in reducing malnutrition among women, girls and children.

The strategy worked and WFP nutrition team worked with media team and social media experts of the government to present un-biased evidence.

Later with the Prime Minister announcing that fortification will become mandatory across safety nets in India, the solution and WFP's credibility grew even stronger.

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Emergency situation : covid-19 pandemic
Reputation risk : Blues helmets are accused to 🤬 people in DRC
They differ because the first one is natural and the other is a human doing.
The similarities are the fact that it hurts people and our role is to protect them and explain how we gonna solve the issue.

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An emergency situation is an active conflict that opposes several entities from the same country, forcing thousands of families to displace, disrupting infrastructure (health, education, economy) and people's lives.

A reputational risk within this kind of emergency could be if the UN is seen as taking a side in the conflict, providing supplies, logistics support, etc. The UN being apolitical, we cannot be seen as supporting one party to a conflict.

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Shireen Cuthbert, ILO Caribbean

An example of an emergency situation is the passing and aftermath of a hurricane in Caribbean small island developing states (SIDS) which creates hazardous conditions that threaten the safety of people and property.

An example of a reputational risk is the delayed response to an emergency situation by a UN agency, which can damage its image and credibility with host governments, donors and other stakeholders including the general public.

They differ because emergency situations may or may not be predictable (for example a hurricane can be forecasted but an earthquake cannot be predicted), whereas a reputational risk can be predicted ahead of time using techniques such as SWOT analyses that identify strengths and weaknesses.

The main similarity between emergency situations and reputations risks is that preparedness is key. Through crisis management planning, each instance can be addressed to mitigate impacts such as loss of lives and property or damages to image/credibility.

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Emergency situation: Covid-19 pandemic
Reputational risk: Haiti earthquake and UN support

Similarities: both were unexpected, acts of nature
Differences: Covid-19 required global scale management of communications through WHO, which did not have the strong reputation to maintain the UN's credibility on the matter and required faster communication than perhaps took place at the outset
Haiti earthquake had UN involvement in humanitarian aid that had rumours of mismanagement in addition to blue helmets' inappropriate actions (e.g. asking for sexual favours, spreading of cholera), creating severe reputational risk

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Just from 2021, I would call the second COVID-19 surge in South Asia as an emergency. Or the current humanitarian crisis in Afghanistan.
A reputation risk is harm that comes to organization's brand, its work and what it stands for (or against). It is linked to any harm caused by our efforts, eg siding with a particular political entity, staff accused of corruption or harassment, mediocre or broken medical equipment supplied to hospitals, expired food items provided to communities.
The similarities is the timeliness in responding, the need to have quick lines, a media plan, key messages, etc.
The difference is the scale and longevity that goes into planning for an emergency as compared to a reputational risk.

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A recent example for an emergency situation could be Afghanistan due to the political changes. Also, the way we address the political changes in Afghanistan can be a reputational risk, because how the UN narrates the power shift in the country may impact how successful future cooperation with the new government will be.

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Covid-19 outbreak was an emergency situation.
Reputational Risk - with the uncertainty that came with Covid-19. Majority of messages shared in social media platforms such as WhatsApp, Facebook etc. were not factual. Some organizations re-shared this information without verifying therefore subjecting their organization to reputational risks

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An example of an emergency is a volcanic eruption, a natural disaster. An example of a reputational risk is a risk following allegations of wrongdoing by e.g., staff members of an organization.

They differ in terms of scope and clarity of communication, that on the whys or reasons of communication. The volcanic crisis will be about raising alarm of the volcanic state while communication on reputational risk will be about bringing response in the context of the wrongdoing.

The similarities are as follows –

-          In all situations, the people and human rights are at the centre of the communication on what is at stake for them both in the natural disaster and reputational risk situations.

-          When communicating, key elements to consider in all aspects are timeliness, factual or accurate messaging with strong relevance and well targeted messaging in terms of delivery.

-          The need to appear ready, sincere, fact-based, clear, and effective in delivery is key in both situations.

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An emergency situation would the earthquake in Haiti. An example of reputational risk would be allegations to UN aid workers being responsible for a cholera outbreak

they are similar in that they are both situations in which people are stressed and and experiencing high levels of uncertainty. They do differ in the cause of the negative situation that people are experiencing. In one instance it is clear that this situation originates from something outside the control of the UN. With the cholera outbreak it is implied that that some safety protocol was not followed.

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Most recent emergency that comes to mind is the COVID-19 outbreak and spread of fake messages on social media from fake UNICEF accounts in Jordan.
Reputational crisis is sexual exploitation and abuse by aid workers in general.
Halima Aden the Somali refugee who became a model and the UNICEF ambassador also created a stir when claiming UNICEF photographs children at their most hungry, scared and lonely to profit from funding.

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Emergency situation: flash floods during the rainy season in Sudan.
Reputational risk: allegations of sexual exploitation and abuse by humanitarian actors

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Marcelle Rodriguez, WFP Dominican Republic

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Marcelle Rodriguez, WFP Dominican Republic

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Emergency situation: COVID-19

Reputational risk: Allegations of misconducts and abuse towards beneficiaries.

In both you'll need accuracy and time sensitive messages

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Emergency situation - outbreak of COVID-19

Reputational risk  - When the first case was confirmed in March 2020, in  South Sudan, a lot of sentiments and stigmatization started inform of negative talks including gossips, avoidance attitude, harassment in the daily life and social media towards the following groups:

UN/Humanitarian workers- labelled as the one bringing Coronavirus to the country

Race/ethnicity and geographical location- with Persons from Asia  or white people were associated with COVID-19. The stigmatization was based on geographical locations, class and ethnicity.

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Wannaporn 'Nok' Samutassadong, OHCHR Bangkok

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Wannaporn 'Nok' Samutassadong, OHCHR Bangkok

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Each emergency situation can have different reputational risks. While natural disaster, rumor and malevolence can cause minor reputational risks to an organisation, human-error accidents and an organizational misconduct can cause severe reputational risks to an organisation. The crisis communication in an emergency situation and under a reputational risk can be dealt with in more or less the same way - sincere, fact-based, and contextual.

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Differencies:
Emergency situation caused from outside of organisation, e.g. disasters caused by natural hazards
Reputational risk caused from inside of organisation, e.g. sexual abuse by UN staff

Similarities:
Both needs timely, accurate, and relevant communication.

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The Measles Epidemic in 2019 was a health national crisis that revealed numerous gaps in the national health system.
The MInistry of Health knew that measles was spreading and the symptoms were different than the normal measles and the hospital was at the edge of its capacity to cater for the sick children. Yet, they never declared that it was a crisis. The issue here then is timeliness - the untimely dissemination of accurate and emphatic information. Until, babies were dying and because fear and anxiety was growing from first hand -citizen journalism only did the Ministry step up to face the public with information of what was happening.
A reputational risk, for instance is when the role of the UN in observing human rights in an election and aiding a political party is misunderstand and suspected.

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An emergency situation could an attack at UNHQ.  A reputational risk could be corruption by UN officials.

They differ in that an emergency requires the latest accurate information - breaking news; whereas reputational can have slightly longer to review. Similarities involve putting any people negatively impacted at the heart of the communications and conveying known facts in a timely manner.

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Emergency situation: Jihadist attacks in the Sahel that causes mass displacements of people in the region.
Reputational risk: an UN staff being accused of abuses on displaced people.
The difference between them is that the first is external without control and the second is internal with a reputationnal risk on the organization.

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Emergency situation: the outbreak of COVID-19.

Reputational risk: The accusations of UNRWA's top management of serious abuses of power in 2019.
The difference between them is that, the first, is completely out of our control, and there has been no clear facts about the disease with its onset. Responding t COVID-19 crisis required scientific facts, collaboration with the Gov't, health authorities. Meanwhile, the second one required UNRWA to be prepared to respond immediately with facts about these claims. As for the emergency crisis, the World was not ready to deal with it, so information kept changing with different messages depending on the situation, but for the reputational risk crisis, immediate action can't wait to avoid the deprecations of the crisis.

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Emergency situation: Fighting between the government forces and armed rebel groups leading to mass displacement of people.
Reputational Risk: is UN neutral in taking position and sending out the statement. taking any sides either of the government or the rebel group could affect the reputation of the UN.
Also while communicating about the delivery of humanitarian support in the field for people in need, UN should be prioritizing timeliness, accuracy, relevance and targeted delivery of the message.

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Emergency situation: the August 14 earthquake that struck Haiti, which left over 2000 fatalities and a number of injured people and house collapsed. The security of the Haitian people was at stake.

A reputational risk: rumors about the UN diverting funds that were destined to Haiti's relief after the first earthquake back in 2010. There was no threat to the civil population, but instead UN's credibility was harmed.

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An emergency situation: A refugee/migrant boat capsizing in the open ocean, with dozens of people feared drowned or missing

A reputational risk: A UN Agency being accused by a hostile State of political interference or bias in its operations, jeopardising the organisation's ability to do its humanitarian work, with the possible threat of expulsion.

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Sharon Carter-Burke, UN Women MCO Caribbean

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Sharon Carter-Burke, UN Women MCO Caribbean

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An emergency situation in the Caribbean is the impact of a devastating hurricane - taking lives and significantly  affecting livelihoods. A reputational risk example is promoting an action which because of an unforeseen indirect action causes harm to others or damages the credibility of the agency e.g. promoting a specific COVID-19 response where the dynamism of the variants and transmission may in the short time after announcement make the action quite detrimental .

They differ in that an emergency situation can be completely out of your control e.g. a hurricane whipping up in intensity in a short space of time where a Cat 1 was approaching and in less than an hour a Cat 3 or higher is descending on a territory.  However this type of emergency can create reputational risk if it was felt that responding agencies had not sufficiently prepared their stakeholders or response resources ahead of time.

A similarity is that both can be a result of a misstep by an agency. Both require analysis in designing the messaging, what it seeks to address, who needs to hear it, who will deliver it, what channels are available, keeping the message clear and consistent.

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An example of an emergency situation could be the outbreak (or in fact resumption) of civil conflict as happened in Sri Lanka in 2006. The UN worked with both the government, but also non-state actors (‘Tamil Tigers’) to provide assistance to people displaced by the fighting. This included creating ‘humanitarian corridors’ to facilitate the delivery of aid. The reputational risk is that both sides (government and Tamil Tigers) accused UN organizations of ‘collaborating’ or ‘supporting’ the enemy; in these kinds of situations, it is important to underscore the impartiality, neutrality and duty of care/ responsibility UN agencies have in responding with humanitarian aid according to their mandates.

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I would say emergency is a situation primarily, while reputational risk is what usually stems out of it, depending on the role an organization and/or individual holds. However, one can stem out of the other in both directions - a reputational risk out of the emergency, and an emergency out of the indured reputational risk.

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An emergency is an out of the ordinary event or set of circumstances that place at risk the safety or well-being of people. E.g. Desert Locust pose an unprecedented threat to agriculture-based livelihoods and food security in an already fragile region. Moreover, consecutive shocks – among them poor rainfall, flooding, macroeconomic crises and armed conflict – have contributed to a significant level of vulnerability over the past few years.

An estimated 20.2 million people face severe acute food insecurity in Ethiopia, Kenya, Somalia, South Sudan, Uganda and the United Republic of Tanzania (Integrated Food Security Phase Classification [IPC] Phases 3 and above). Moreover, the locust invasion threatens to drive this figure even higher with the main season coming up. Therefore, every effort must be made to ensure the current upsurge does not become a fully‑fledged plague—preparedness with clear protocols to deal with the situation from humane care and internal and external communication point of view. The reputational risk would be the failure of readiness to respond to the emergency. They complement each other, although you can have reputational risk management in place even if there is no emergency. I recall we had in FAo a reputational risk that was not related to an emergency but rather to a scandal.

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COVID-19 has been one of the longest protracted global emergencies. Every country has had and continues to have their own struggle.

We in Timor-Leste too had our share. Early in the day of the pandemic, in March 2020, there was an incident wherein a high ranking police official made uncharitable comments about WHO. It posed great reputational risk to not only WHO but also the wider UN system. The comments were merely wild and uneducated opinion nothing more. In this instance, we did backchanneling and communicated with the Office of the Prime-Minister. The PM was understanding and immediately offered a public apology and reprimanded the police officer in question.

In my opinion, in situations like this, "communication" is not visible externally but it's a great deal of sensitive, timely and accurate that needs to be carried out.

Emergency Situation
In 2018, the Ministry of Health with WHO's technical support executed countrywide immunization campaign to achieve the milestone of measles elimination. Conventionally, the country has alarming vaccine hesitancy. And so, any adverse event following immunization (AEFI) including a death could have potentially disrupted the entire campaign. And it did happen, a death. However, with the crisis communication plan in place and executed swiftly we managed to avert any major disruptions to the campaign.

The difference between the two is the purpose. In reputational risk, the purpose is singular – to salvage the reputation. However, in emergency communication, it can be different goals depending on the kind of emergency and Ravina explained in the video.

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Dili, 25 Marsu 2020: S.Exa. Primeiru-Ministru Taur Matan Ruak, kuarta-feira ohin, simu Kordenadór Rezidente ONU iha Timor-Leste, Roy Trivedy no Reprezentante Organizasaun Mundial Saude (OMS), Rajesh Pandav, ne'ebe lamenta ba Xefe Governu kona-ba deklarasaun falta kuidadu hosi Komandante Operasionál Nasionál PNTL, Superintendente Xefe Polísia, Pedro Belo ne'ebé deklara ba TVTL (24/3) katak OMS nia prezensa iha Timor-Leste hanesan projetu ida.

Hafoin simu tiha lamentasaun, Xefe Governu aproveita hodi Governu Timor-Leste nia naran hato'o deskulpa ba OMS, hodi realsa katak deklarasaun refere la refleta Governu no Estadu Timor-Leste. Tanba ne'e Xefe Governu orienta ona Ministru Interior Interinu atu orienta Komandante Jeral PNTL atu toma atensaun ba komandante PNTL sira ko'alia de'it iha sira-nia knaar ka área serbisu.

Liután, Xefe Governu akresenta, Governu iha konfiansa nafatin ba OMS no apresia tebes ba serbisu OMS nian iha Timor-Leste ne'ebé daudaun ne'e ajuda tebes Governu liuliu iha luta kontra Pandemia COVID-19.

Entretantu Reprezentante Rezidente ONU agradese tebes ba asaun Xefe Governu nia hodi husu deskulpa atu labele interrompe serbisu hamutuk entre OMS no Timor-Leste ne'ebé durante ne'e iha ona. HOTU

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Primeiru-Ministru Husu Deskulpa ba OMS Relasiona ho Deklarasaun Falta Kuidadu Hosi Komandante Operasionál Nasionál PNTL Nian

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Dili, 25 Marsu 2020: S.Exa. Primeiru-Ministru Taur Matan Ruak, kuarta-feira ohin, simu Kordenadór Rezidente ONU iha Timor-Leste, Roy Trivedy no Reprezentante Organizasaun Mundial Saude (OMS), Rajesh Pandav, ne'ebe lamenta ba Xefe Governu kona-ba deklarasaun falta kuidadu hosi Komandante Operasionál Nasionál PNTL, Superintendente Xefe Polísia, Pedro Belo ne'ebé deklara ba TVTL (24/3) katak OMS nia prezensa iha Timor-Leste hanesan projetu ida.

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Countries in conflict which are already going through difficult situations and in which UN staff have misbehaved. They differ because the first is cause by other circumstances, while the other includes something undertaken by members of the organization which is supposed to be there to protect.

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Emergency situation - Hurricane in Belize
Reputational Risk - Misdeed Management at UNHCR where staff get sent on a mission and infect refugees with COVID-19. The similarities include that both will need crisis communication, proper planning to help with the crisis, and an action by UNHCR to help the refugees affected by th hurricane or by COVID. The differences are that one was a natural disaster that could not be prevented and the other was a human error that could have been prevented, and is now the organization's fault.

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Helena Guiliche|RCO Mozambique Cyclone IDAI in Mozambique could be considered Emergency situation. During the humanitarian response have been circulating rumors accusing the UN of discriminating people based in political affiliation(Frelimo party) against people who militated the opposition party- Mild reputational risk.Have also been reported cases of sexual exploitation allegation by UN officials when distributing humanitarian aid- Severe reputational threat.

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Helena Guiliche|RCO Mozambique Cyclone IDAI in Mozambique could be considered Emergency situation. During the humanitarian response have been circulating rumors accusing the UN of discriminating people based in political affiliation(Frelimo party) against people who militated the opposition party- Mild reputational risk.Have also been reported cases of sexual exploitation allegation by UN officials when distributing humanitarian aid- Severe reputational threat.

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Betty Chella Nalungwe, Kabul -Afghanistan

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Betty Chella Nalungwe, Kabul -Afghanistan

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The pulling out of NATO and foreign military forces and the subsequent fall of the government of Afghanistan. Even though a man-made emergency, has plunged the country into an L-3 emergency where there has been serious humanitarian needs at different levels.

The second one involving UN peace-keepers accused of sexually exploiting vulnerable people in DRC Congo poses a reputational emergency on the United Nations.

Both of these situations require tact in handling. Firstly, the fact no country in the international community has recognized the Afghanistan defacto government, the situation is getting worse everyday at the expense of vulnerable citizens - No enemy children in this case.

The second incidence needs to be dealt with as quickly as when the investigations are done with and facts on the ground presented as well as ensuring that the perpetrators are brought to book.

The UN needs to be sincere, transparent, consistent and accurate in all its messaging about issues, especially when responding to a crisis.

Thank you.

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2008 earthquake in Peru.

Oxfam GB accused of being part of a terrorist network linked to the terrorist group Sendero Luminoso.

Two situations that I was directly involved in while managing Oxfam GB communication for South America, based in Lima, Peru.

The emergency situation, although unexpected, as it was a natural disaster, caught the organization prepared, with clear protocols both to deal with the situation from the point of view of humanitarian care, as well as the internal and external communication chain. The case of the reputational crisis was not totally unexpected, due to the complicated political situation in the country at that time, but it brought a complicating element related to the security risk of employees and partners due to the association of the organization with a terrorist group and implied a quick definition of the chain of spokespersons, defining key messages, mapping external support, deciding when and what to speak.

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Abi-Gail Averlon Toussaint, ILO Port of Spain

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Abi-Gail Averlon Toussaint, ILO Port of Spain

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Emergency situation: 2010 Haiti earthquake

Reputational risk: U.N.-linked cholera outbreak

An emergency situation is characterized by the initial response following the occurrence of a sudden disaster (emergency relief - basic needs for shelter, water, food and medical care etc.) whereas reputational risk is the identification of risks and potential conflicts of interest that can negatively impact the reputation, integrity and credibility of the UN.

Reputational risk management is necessary in both scenarios. What is communicated is instrumental to the perception of the effectiveness, the relevance, and the credibility of the UN.

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Emergency situation - Outbreak of COVID-19 pandemic.
Reputational Risk - Allegations of sexual exploitation and abuse UNICEF workers in the DRC.
For both crisis communications, we want to be timeliness, accurate, relevant and strength of the message, using facts and analysis that are grounded and primarily focusing on the people.

Reputational risk communications imply allegations of wrongdoing, human errors or damage to the organization.

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