La gestione ed il controllo del reputational risk come fattore strategico degli indicatori di performance aziendali: l’esperienza di Fiat Chrysler Automobiles

The public and private sector are today, more than ever, called to protect strategic assets among its reputation and image, the crucial elements of its credibility towards internal and external stakeholders. The universe of potential risk factors that these organizations are called upon to manage for their "good governance" is determined by the specific in-dustry sector, and by diverse circunstances that may become – at often a fast pace - a real reputational boomerang. The automotive industry is no exception, and is configured as an area exposed to reputational risk, as the events that affected the sector in 2015 have shown. The need for new approaches and risk management tools to protect this intangible asset are unavoidable. The following paper has considered the FCA Group as a case study. Focusing on the international items used to evaluate corporate reputation, it aims to high-light the policies, the best practices, the performance indicators used to manage reputa-tional risk, the integrated communication strategies based on the CSR, the investment of resources and the expected results. A case-history reputational risks map has been creat-ed, including its most important areas. It shows an opening on the correlation among sen-sitive and proactive approaches implemented by the Group regarding reputational risk and a positive feedback from Socially Responsible Investors (SRI). They analyze the com-pany through environmental and social criteria as indicators of the ability to produce competitive long-term financial returns supported by positive social impacts.