{"id":469,"date":"2022-08-10T13:58:00","date_gmt":"2022-08-10T13:58:00","guid":{"rendered":"https:\/\/trmsdev.webbtree.com\/resources\/?p=469"},"modified":"2023-07-18T13:54:09","modified_gmt":"2023-07-18T13:54:09","slug":"the-emerging-importance-of-investor-relations","status":"publish","type":"post","link":"https:\/\/www.whitecrowresearch.com\/resources\/2022\/08\/10\/the-emerging-importance-of-investor-relations\/","title":{"rendered":"Reversal of Fortune: The Emerging Importance of Investor Relations"},"content":{"rendered":"\n

\u201cI\u2019ve been with the company 32 years. You\u2019d think they\u2019d give me a nice, easy job at my age. Instead, they made me Head of Investor Relations \u2013 the goddamn hardest role I\u2019ve ever had!\u201d<\/p><\/blockquote>\n\n\n\n

The Wheel of Fortune Reversed!<\/h2>\n\n\n\n

For many years, Investor Relations (IR) was every global firm\u2019s forgotten function.

If businesspeople thought about IR at all, they usually assumed it was some sort of glorified comms job, a necessary buffer between an overworked Finance team and information hungry investors. There was certainly little glamour attached to the role. For the average Head of IR, access to ExCo was limited, direct reports were few and pay was unremarkable. And one thing was for sure . . . IR provided no steppingstone to any of those coveted Board- level roles.

But that\u2019s all changing. Today\u2019s Head of IR is a strategist. He or she works hand-in-glove with the CEO and is often one of the first names mentioned when other C-suite roles become available.

So what has led to IR\u2019s happy reversal of fortunes? Our resources<\/a> point to activist investors, increasing ESG-related pressures and a global technology transformation which has forced companies to react to ever increasing amounts of data.

Nowhere are these trends more evident than the Oil & Gas sector.<\/p>\n\n\n\n

WhiteCrow Research’s Latest White Paper<\/h2>\n\n\n\n

WhiteCrow Research’s<\/a> latest white paper examines some of the precise challenges facing heads of IR in oil & gas firms and oilfield services providers. We also discuss the fast- evolving skillset that heads of IR must now showcase in order to be truly successful. Lastly, we look at the IR talent pool and discuss the feasibility of an energy or energy-related business hiring someone from out of sector giving rise to importance of Investor Relations (IR).<\/p>\n\n\n\n

Important Highlights<\/h3>\n\n\n\n
  1. The balance between environmental sustainability and financial sustainability has never been more precarious. But now that energy prices are rising, some investors are sounding a slightly different note on ESG.<\/li>
  2. Technology is a game-changer. Perhaps its most under-reported effect is the need to maintain constant trust with stakeholders.<\/li>
  3. It is increasingly implausible for a Head of IR not to have a background in Finance. The role is now deeply entrenched in commercial strategy and often acts as a steppingstone to a CFO role.<\/li>
  4. The Head of IR should report to the CFO but regular, strategic-level interaction with the CEO is crucial.<\/li>
  5. The only out-of-sector IR talent pools that provide strong, relevant candidates for energy related companies are metals & mining and (possibly) financial services.<\/li><\/ol>\n\n\n\n

    Challenges to World\u2019s Energy Supply<\/h2>\n\n\n\n

    As the graphics on this page display, an overwhelming majority of our sources named ESG as the biggest challenge they face in their professional lives. This is perhaps no surprise. With the current incumbent of the White House having been elected on a promise to \u201cend fossil fuel\u201d, there is clearly much work to be done to convince investors that oil and gas firms have a key role to play in the energy transition.<\/p>\n\n\n\n

    What is your biggest professional challenge?<\/h5>\n\n\n\n
    \n
    <\/div>\n\n\n\n
    \n
    \n
    \"Bar
    Fig 1A: All mentioned<\/figcaption><\/figure>\n<\/div>\n\n\n\n
    \n
    \"Dounut
    Fig 1B: First mentions (%)<\/figcaption><\/figure>\n<\/div>\n<\/div>\n<\/div>\n\n\n\n

    True, some sources noted with satisfaction the new realism which has emerged since Russia\u2019s invasion of Ukraine, but others were of the opinion that public memory is short: in the event that the world\u2019s energy supply problems are resolved, they reckon it won\u2019t be long before oil & gas firms are once again perceived as the \u2018bad guys\u2019.

    Accordingly, heads of IR must continue to weigh their words carefully, balancing concern for the environment (innovation, clean technology) with a smartly articulated argument in favour of traditional energy sources. One of the people we spoke to \u2013 the head of IR at a supermajor \u2013 was reassuringly bullish about this challenge:<\/p>\n\n\n\n

    \u201c . . . the Venn diagram between ESG and arguing for a fossil future isn\u2019t as bleak as you might think. The overlapping area is quite large. The key is to show investors that you get their concerns. Best advice I ever got given in this role was \u201cSeek first to listen . . .\u201d<\/p><\/blockquote>\n\n\n\n

    Other sources struck a more despondent note, with one bemoaning investors\u2019 \u201ccognitive dissonance\u201d and despairing that the market can ever have a \u201csensible, grown-up conversation\u201d about ESG:<\/p>\n\n\n\n

    \u201cLook, we\u2019re lightyears away from having the technological knowhow to build a workable grid purely from renewables. Everybody knows that. And then there\u2019s a massive question around how environmentally friendly renewables actually are when you take into account the land footprint and the rare metals and all the rest of it . . . But the ESG lobby is still, you know, \u201cfaster, faster, faster\u201d . . .\u201d<\/p><\/blockquote>\n\n\n\n

    Ranking second among IR professionals\u2019 concerns is technology. This requires some explanation. Our sources were not Luddites complaining of an inability to work the company intranet. Rather, they were referring to the huge volumes of data available to institutional and retail investors and the public at large. This subjects oil and gas firms to constant scrutiny. One source summed it up neatly:<\/p>\n\n\n\n

    \u201cTwenty years ago, you only felt the full glare of public scrutiny once every quarter. Now you\u2019re responding to events the whole time.\u201d<\/p><\/blockquote>\n\n\n\n

    But some sources acknowledged that technology is as much a blessing as a curse. Leveraging data is key to understanding an increasingly broad investor base, not all of whom necessarily take an identical view of each issue. IR heads can also use technology to keep abreast of hot button topics and track the activities of their competitors. However, this is all time-consuming. Indeed, some sources suggest big data is one of the reasons that IR teams are getting larger. As one person put it:<\/p>\n\n\n\n

    \u201cIf I had to do all the data gathering myself, I\u2019d never do anything else. Any serious IR head needs to be building people around them.\u201d<\/p><\/blockquote>\n\n\n\n

    Our top two challenges \u2013 ESG and technology \u2013 would probably be namechecked by IR professionals in any sector. However, the third placed challenge is surely more specific to oil and gas: volatility. A cursory glance at energy prices over the last few years shows a dizzying, rollercoaster inconsistency. But against this topsy-turvy backdrop, IR heads need to maintain a consistent and coherent message. This touches not just upon a company\u2019s long-term financial stability but also its strategy concerning a whole range of industry issues. Here, of course, we are circling back to one of our earlier topics. This was elegantly pointed out by an IR source in one of the top oilfield services companies:<\/p>\n\n\n\n

    \u201cEverybody thinks ESG is important until the share price soars . . . then suddenly it\u2019s just a nice-to-have.\u201d<\/p><\/blockquote>\n\n\n\n

    Skills to Perfectly Hone the Responsibility<\/h2>\n\n\n\n

    When asked to list the qualities which define today\u2019s successful Head of IR, our sources came up with an intriguing combination of hard and soft skills and Be an Agile Shape Shifter<\/a>. This in itself makes the point that IR has become a highly nuanced role, requiring not just a set of qualifications but also a specific type of personality.<\/p>\n\n\n\n

    Top of the list is trustworthiness. One might point out that this is a desirable trait in any role, but sources were talking more about credibility in front of investors. This quality might also be sub-divided into professional and personal credibility. It goes without saying that your IR head needs to be across the numbers, but they should also resonate the virtues of plain-speaking and integrity. The need for trust, says one source, \u201cis directly proportional to the volatility of your sector\u201d. They expanded on the point thus:<\/p>\n\n\n\n

    \u201cPeople need to believe you in the good times and the bad times. The first is easy, but the second is not. If there is any sense that you\u2019re telling investors what they want to hear, that can be fatal. The market is always going to go up and down but your messaging has to be consistent and that\u2019s an incredibly difficult trick to pull off if you haven\u2019t got good faith with your audience.\u201d<\/p><\/blockquote>\n\n\n\n

    Given the importance of trust, it\u2019s not surprising that \u201ca good network\u201d also features highly among our responses. It is for this reason that many of our sources were sceptical that their role could be performed effectively by someone without an energy background. Most IR heads are former analysts or bankers who spent many years broadening their network and garnering respect for their depth of sectoral knowledge. Once in IR, they were able to draw on their earlier career to establish credibility.<\/p>\n\n\n\n

    What are the most important skills required to do your job?<\/h5>\n\n\n\n
    \n
    \n
    \"most-important-skills\"
    Fig. 2A: All mentions<\/figcaption><\/figure>\n<\/div>\n\n\n\n
    \n
    \"most-important-skills-pie\"
    Fig. 2B: First Mentions (%)<\/figcaption><\/figure>\n<\/div>\n<\/div>\n\n\n\n

    Several sources also stressed the importance of a background in finance. This is interesting because it touches upon the delicate matter of reporting lines. One occasionally hears suggestions that the Head of IR should report into the CEO. That might seem reasonable, given the enlarging of the role we have previously discussed. But sources were almost unanimous that this would be a strategic error. One quote serves as a useful summary of this majority opinion:<\/p>\n\n\n\n

    \u201cDo I have a close relationship with the CEO? Absolutely, and that\u2019s crucial, but my direct report is into the CFO and that\u2019s as it should be. Otherwise, you just can\u2019t get into the details.\u201d<\/p><\/blockquote>\n\n\n\n

    It\u2019s interesting that this source, while strongly endorsing his upward reporting line, nevertheless stressed the importance of working closely with the top man. This hints at the last quality that sources mentioned in large numbers: strategy. Instead of characterising the Head of IR as someone who comes in after the event to shape messaging or undertake some sort of damage limitation exercise, sources were keen to emphasize the forward-looking aspect of their role. This is further evidence that today\u2019s Head of IR is no longer a mere messenger or PR specialist. He or she is someone who can \u2013 indeed must \u2013 think and act like a senior executive.

    This is consonant with most, if not all, of the qualities covered by the 18% of responses we have listed under \u201cOther\u201d in Figure 2b. Usually, these referenced some soft quality such as perseverance or commitment, although \u201cexcellent communicator\u201d was another oft-mentioned term.

    Before concluding this section, it is perhaps worth checking that our sources were not speaking about some mythical figure. In other words, how do the people we spoke to measure up against their own definition of the ideal Head of IR?

    Actually, quite well. The adjective we would use to describe most of our sources is \u2018impressive\u2019. Yes, they came across as intelligent, technically expert professionals. But more striking was their charm, their thoughtfulness and their ability to communicate complex ideas in simple, but meaningful terms.

    In a word, the modern Head of IR is a leader.<\/p>\n\n\n\n

    Talent<\/h2>\n\n\n\n

    If we now know \u2013 in theory \u2013 what makes an effective Head of IR, the next obvious question is where an oil & gas or oilfield services company might find such a person. Clearly, the most likely hunting ground is represented by other direct competitors. Indeed, in-sector candidates are abundant because IR teams in the top oil & gas firms tend to be larger than those elsewhere. Our research shows that the average IR headcount at an oil major is 12, considerably higher than we see in most other industries. This means that even if the Head of IR is not open to a conversation, he or she is likely to have several direct reports, some of whom might conceivably be ready for a move into the top role.<\/p>\n\n\n\n

    There are also impressive IR individuals sitting in oilfield services firms. Admittedly, the teams here are smaller (often just one or two people) but the quality is by no means lacking. In most cases, the relevant IR head will have an earlier career in finance or M&A, excellent knowledge of the broader energy sector and a wide investor network.<\/p>\n\n\n\n

    If we wander out of the energy sector entirely, talent is somewhat thinner on the ground. However, metals & mining is certainly worth a look. Here again, there are some reasonably large IR teams (occasionally upwards of ten people) and incumbents are likely to be grappling with the same issues: ESG, volatility, regulation etc. For the same reasons, financial services might also offer some interesting talent.<\/p>\n\n\n\n

    We are well connected with all these talent pools, so if you are looking to develop your IR capability and\/or appoint a senior IR leader, we\u2019d be happy to share our insight and expertise.
    <\/p>\n\n\n\n

    To discuss any of the issues covered in this document, or to obtain additional information on Whitecrow Research\u2019s Talent Intelligence<\/a> capabilities, please contact:
    <\/p>\n\n\n\n

    Matthew Pitt
    <\/a>Global Head of Talent Intelligence
    Email: matthew.pitt@whitecrowresearch.com<\/p>\n","protected":false},"excerpt":{"rendered":"

    For many years, Investor Relations (IR) was every global firm\u2019s forgotten function. 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