Mediabrands Introduces Media Responsibility Principles

NEW YORK–(BUSINESS WIRE)–Mediabrands today released its 10 Media Responsibility Principles (MRP) as part of a larger effort to balance brand safety and brand responsibility in advertising.

While “Brand Safety” protects the brand, “Brand Responsibility” protects the communities that a brand serves, weighing the societal impact of the content, the publishers and services, and the platforms being funded by advertising. Mediabrands’ MRPs are a call to action for companies to hold themselves to higher standards more broadly when it relates to brand safety and brand responsibility matters, not just in media.

“If it is the purpose of a brand to serve the public, and advertising is the way to build brands, then brands need to ensure that the same media channels used for advertising to reach people do not result in or contribute to harm,” said Joshua Lowcock, Chief Digital Officer, UM and Global Brand Safety Officer, Mediabrands. “Our Media Responsibility Principles will serve as an important check and balance in helping marketers and their agencies make better decisions on where to invest media and hold partners accountable.”

“We are advising our clients, as well as all advertisers and marketers industry-wide, to adapt these Media Responsibility Principles in alignment with their existing Corporate Social Responsibility principles,” said Daryl Lee, Global CEO, Mediabrands. “This will move the industry in the right direction by establishing brand safety and brand responsibility as the common currency under which all media is transacted.”

Mediabrands’ 10 Media Responsibility Principles:

1. PROMOTE RESPECT

Seek out media partners that foster balanced, constructive discourse and respectful civil commentary. Avoid and eliminate working with media partners or platforms that create hostile conversation environments. This includes holding partners accountable if individuals, content or programming consistently confronts an individual or group of individuals based on their religion, race or sexual orientation.

2. PROTECT PEOPLE

Prioritize partners that protect people from harm. This includes requiring partners to take active steps to prevent predatory behavior against an individual or group of individuals. Require partners to flag, limit or remove content that would mislead people as to their rights or how to access public services.

3. DIVERSE AND REPRESENTATIVE

Media partners need to demonstrate that they celebrate all forms of diversity, including all genders, multicultural backgrounds, ages, sexual orientations, people with disabilities, all socio-economic groups, and faiths. That when advertising is delivered, there is conscious effort made to ensure that the ads are delivered against an audience that is representative of the diversity in the population and non-discriminatory.

4. DATA COLLECTION AND USE

That media partners and advertisers collect and use data in ways that are ethical, accountable and fair. That data is collected and used in way that complies with all applicable regulations and industry codes. That rules exist so that data is not used in advertising in a way that would inadvertently or unintentionally discriminate against an individual or group of individuals or their ability to access employment, housing, or other products and services.

5. CHILDREN’S WELLBEING

Media partners and advertisers have a shared responsibility to ensure that both regulatory and industry codes are consistently applied for protecting the welfare of children. That partners are required to demonstrate that they have the appropriate controls in place to protect children and, as necessary, age gate the delivery of advertising where necessary.

6. NO HATE SPEECH

Brands should not fund hate speech or extremist content. Avoid advertising with media outlets that fuel hatred on the grounds of race, religion, nationality, migration status, sexuality, gender or gender identity, disability or any other group characteristic. This includes not advertising on content, services, or platforms where there is speech that attempts to dehumanize a person or group of people or that promotes or features content that would incite violence or discrimination.

7. NO MISINFORMATION / DISINFORMATION

That media investment will be directed to partners that ensure people receive quality, factual information that enables them to make well-informed decisions and not fund partners or content that spread misinformation. Advertising should not fund misinformation or disinformation. Platforms will fact check information published by high-profile and/or high reach accounts; ensure that factual information from reputable sources is published alongside false claims from said accounts; and put systems in place to stop amplification of false information. Priority areas include topics around healthcare and the environment.

8. ENFORCE POLICY

That any media partner consistently apply their own terms of use policy. That partners in a common category or vertical align on a common policy standard that outlines the expectations of those on the platforms, whether they be end-users, creators, or hosts, and that the policies be transparently enforced regardless of role, title, position, or office.

9. ADVERTISING TRANSPARENCY

That there be supply chain transparency so that advertisers know when and where they are advertising, whether this be a publisher, platform, program, or page. So that advertisers can make informed decisions that will enable compliance with these overarching principles.

10. ACCOUNTABILITY

That each party in the advertising supply chain, Advertisers, Agencies, and Publishers/Platforms will hold themselves individually accountable for adhering to these principles. That we collectively recognize that revenue from advertising is a privilege and not a right, and that there must be an open and honest dialogue with partners who fail to be accountable to these principles.

ABOUT MEDIABRANDS:
Mediabrands is the media and marketing solutions division of Interpublic Group (NYSE: IPG). Mediabrands manages approximately $40 billion in marketing investment globally on behalf of its clients across its full-service agency networks UM and Initiative and through its award-winning specialty business units Reprise, MAGNA, Orion Holdings, Rapport, Healix and the IPG Media Lab. Mediabrands clients include many of the world’s most recognizable and iconic brands from a broad portfolio of industry sectors including automotive, personal finance, consumer product goods (CPG), pharma, health and wellness, entertainment, financial services, energy, toys and gaming, direct to consumer and e-commerce, retail, hospitality, food and beverage, fashion and beauty. The company employs more than 12,000 diverse marketing communication professionals in more than 130 countries. For more information, please visit our website: www.ipgmediabrands.com and be sure to follow us on Twitter or Instagram.

Contacts
PRESS:
Neena Koyen
SVP, Head of Global Corporate Communications
[email protected]

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We Need to Address the Elephant in the Room: Facebook

It goes without saying: these are difficult times. Recent events – including the pandemic and numerous injustices that have been committed against Black, Indigenous, People of Color (BIPOC) – have weighed heavy on us all. We as a society are at an inflection point, and it’s time for us as marketers to get off the sidelines.

As Bob Liodice (CEO of the Association of National Advertisers) reminded the industry back in 2017, “There is no more important asset for a marketer than the brand. Brands are the basis for marketers’ relationships with customers.” We as agency partners are entrusted to build, nurture, grow and strengthen our client’s brands.

It is essential we protect our brands from anything that could disrupt or threaten their relationships with customers — relationships that should be based on trust and positive experience. In today’s climate, this is more important than ever.

Consumers have come to expect transparency from the brands they support. They want shared values and expect brands to use their platforms to speak out on important social issues of our time. In a recent survey, Edelman concluded that consumers want – and expect – brands to step up and play a central role in addressing racial injustice in this country.

As consumer demand for brands to step up increases, we’re calling on the industry and our client base to take a moment for self-reflection: are we holding ourselves, our media partners and our brands accountable? Not because it’s an opportune moment to do so, but because it is fundamentally the right thing to do. It’s time to ask: can we be doing more to create change?

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We will never be the same again, but hopefully we might look similar

There are lots of great ideas and intents being shared around about what a post-COVID world might look like, but I call a little ‘BS’ on a lot of it. Not because I am a cynic or a naysayer – far from it – but because I think we underestimate how much Henry Ford’s nine-to-five working week is ingrained in us.

And herein lies the challenge.

Working from home has been great insofar as it has forced us to rethink, test new ways and be clear on what we do, and be more mindful of what we don’t do.

But that’s just it; it’s a test.

While the opportunity to nest more, exercise better and work on our silo plans has been great, we are a business of humans – and humans need to connect.

As Helen Keller said, “Alone we can do so little, together we can do so much”.

My team at UM Australia has been amazing. Now into Week 10, we have tested new ideas and worked under a conscious strategy of three pillars to success:

A better cadence – one of high frequency and low touch
A better connection – one that checks in as humans versus just ‘getting the work done’
A better culture – with daily activities to keep us on track and in tune. Keeping the ‘happy vibes’ in check, as our head of Culture Club tells me, is crucial – and I agree

We can and have worked well apart. We are a busy, creative media business and, importantly, we have brought our clients along. We have been focused on only the things that we can do, and we have found a new love for Microsoft Teams.

We’ve had dress-ups and virtual drinks, playlists and client interstate brainstorms – and it has all worked well.

But it has been harder.

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Petra Gnauert Becomes Head of DACH at Mediabrands

Petra Gnauert has been named the DACH CEO at IPG Mediabrands and will work to expand the media agency’s business in Germany, Austria and Switzerland and at the same time undergo a change, as stated in the official announcement of the Interpublic subsidiary.

For Daryl Lee , Global CEO of IPG Mediabrands, Gnauert’s hiring is one of the most important personnel decisions of recent times: “Petra is a courageous and visionary manager with the aspiration to drive our business forward and to redesign it. At the same time, she has the warmth and modesty, it takes to create a truly integrated network, “said Lee. “Petra will help us to serve our customers in a more strategic, data-driven and progressive manner in partnership. In doing so, she will build on our culture of shared success in times of change and accelerated growth.”

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Why diversity means change, belonging… and profit

“Hire more women.”
“Hire more Black and Brown people.”
“Take an ad out at NYC Pride.”

Some organizations follow a haphazard checklist for diversity then wonder why their efforts produced no tangible results – goals aren’t met, projects are stagnant and the halls look the same as ever.

That’s because true diversity reflects meaningful change, transformation that occurs at all levels of an organization, using the efforts of employees up and down the corporate ladder. True diversity is a significant aspect of a company’s culture, the subject of consistent executive discourse and planning, and is directly tied to business goals. With true diversity, there’s a widespread understanding that creating a diverse workforce isn’t just about doing the right thing, it has an undeniable impact on the bottom line.

In the McKinsey report “Delivering Through Diversity,” researchers said that companies with the most ethnically diverse executive teams are 33% more likely to outperform their peers in terms of profitability. Despite that, Blacks and Latinos each hold a paltry 4% of senior executive positions nationwide, and Asian-Americans comprise only 5%. These stats are particularly worrisome in the advertising industry, since we are charged with connecting to people from all walks of life. Our world is shifting and moving at a pace where by 2040, today’s ethnic minorities in the United States will be the majority of the population. How can we connect powerfully with different audiences of that magnitude if we don’t have that diversity ourselves, at all levels?

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Julius Minnaar Will Lead Mediabrands Benelux

CEO Julius Minnaar has decided to leave Dentsu Aegis Network Nederland. Mark van Dijk, currently CCO, will succeed him on 1 January 2020.

Minnaar will lead Mediabrands Benelux on 1 April 2020. He succeeds Diederik Breijer, who left earlier this year.

Minnaar has worked as a CEO at Dentsu Aegis Network for almost nine years. During this period, he led the company in the Netherlands with a vision of sustainable growth. Under acquisitions and integrations, the company has grown from 160 to 750 employees under his leadership.

Of his move to IPG Mediabrands, he says: ‘I have worked at IPG Mediabrands twice before, including my first job in the media industry so it feels good to’ come home ‘again. Mediabrands is a very important and powerful player that operates in an increasingly challenging playing field.’

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Mark Coad scores top job with Mediabrands Australia

Mark Coad has been appointed CEO of IPG Mediabrands, after it was revealed earlier today that he would step down as boss of rival agency, Omnicom’s PHD.

Coad’s appointment finally finishes the ongoing search for holding group bosses, which this year has included the appointment of new leaders across WPP, Publicis Media, Dentsu and Havas Media.

In 2003 Coad joined the Omnicom Group, first as managing director OMD Melbourne, and later as CEO OMD Australia where he drove the upward trajectory of the business earning several awards and accolades.

Following three years as CEO of Clemenger Harvie Edge, Coad returned to media to take up the post of CEO PHD Australia where he has led the substantial growth and restructure of the agency business since 2012.

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Chris Chen moves from DDB to become CEO of Mediabrands China

Chris Chen has been appointed as CEO of IPG Mediabrands China. Chen replaces IPG Mediabrands China CEO Tom Wan who will leave at the end of this year after nearly four years with the agency.

Chen moves from DDB Greater China where he was chief operating officer and chief financial officer. This marks Chen’s second stint with IPG Mediabrands – he was formerly the CFO for over five and a half years. He has also worked for GroupM.

Speaking of his appointment, IPG Mediabrands global CEO Daryl Lee said: “We are delighted to welcome Chris Chen back into the IPG Mediabrands network at a time when our China business is growing from strength to strength, particularly through our investment in data and strategic technology partnerships.

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MEASURING MINORITIES: IS EXPENSIVE SAMPLE PREVENTING INCLUSIVE RESEARCH?

Costly fieldwork means researching LGBTQ+ people is prohibitively expensive for many, creating a barrier to market research that is truly inclusive, writes Michael Brown as he calls for a cross-sector push for change.

It is within the reach of everyone in the market research sector to hone our practices in order to give a voice to people at the very margins of society.

From adjusting sample quotas and data cuts in reports to ensure that people from all sections of the population are represented and ‘heard’ in supposedly nationally representative fieldwork, to adjusting survey and question formats to be accessible and representative to all people, there are many techniques whose combined effect is to enable genuinely inclusive market research.

One of the fundamental ways, however, in which our sector needs to evolve if we are to truly realise our potential to do good by giving a platform to minorities – is to radically reconsider the way in which fieldwork is priced.

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REPRISE NAMES Dimitri Maex to Reprise GLOBAL CEO

Reprise, the performance marketing agency of Mediabrands, promoted Dimitri Maex to global CEO, effective immediately. Maex was global chief operating officer of the agency and replaces Tim Ringel, who led Reprise from 2016 until his departure earlier this month to become the global chief executive of creative agency Spring Studios.

Maex reports to Mediabrands Global CEO Daryl Lee and assumes the responsibility of overseeing Reprise, which provides capabilities in digital, search, social, mobile and e-commerce to sister agencies UM and Initiative—integrating digital marketing services into bespoke solutionsfor those agencies’ clients. Maex tells Ad Age his role will be “really about establishing Reprise as a leader in performance marketing.”

He will be responsible for further integrating social media marketing shop Society and mobile marketing agency Ansible into the agency after they were repositioned under the Reprise banner last year. Maex says areas in which the agency can grow include e-commerce, data and analytics and SEO, so he will be focused on further building out those capabilities.

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