APAC - Hong Kong

Cannes Lions is supposed to be the pinnacle of creative excellence in our industry.

But this year, I walked away feeling… underwhelmed. It seemed to reflect an industry leaning towards risk aversion. Ideas felt familiar, just dressed in new packaging.

Brands seemed to have delegated storytelling to creators. So where can brands take more risk? Here are my personal reflections:

1. Build Long-Term Brand Platforms, Not Just Campaigns

Research from Lions reveals that over 80% of consumer purchase decisions go to the brands they already expect to buy. This means consistent branding is what keeps you top of mind and trusted.

But this doesn’t mean playing the same ad over and over again. Instead, brands must be cohesive across touchpoints without being repetitive. The accumulation of consistent micro-engagements builds equity.

Dove’s Real Beauty is still relevant 21 years later because it has evolved with culture while staying true to its essence.

2. Let Creators Build Community, Not Carry the Brand

In our social-first world, overly polished content often underperforms. Creators are no longer just amplifiers or ambassadors, but they also should not replace the brand’s voice. They should be the bridge to community. It’s much easier for a human to bring people together through real conversation.

Vaseline Verified demonstrates how a brand earns trust with the support of creators.

3. Permeating Experiences

LVMH’s presence at the Paris Olympics was unmissable. It was product placement people actually wanted to watch and follow – from the outfits to the medals and their trunk. The level of attention could not have been achieved with a traditional campaign.

4. Agility Rebuilds Creative Confidence

Only 13% of global companies feel confident taking creative risks, with 51% of brands claiming insights are too weak and 57% saying they struggle to react quickly.

But why? Social media is there as an insight mine and the platform for real-time reaction. AI and technology are there to enable faster ideation and execution.

What brands may be lacking are nimble structures and clear guardrails to make decisions quickly and know where to play, aligning with their values and audience.

Budweiser’s One Second Ads is an idea rooted in an insight into a niche audience that spread and became viral through social media.

Final Thoughts

In a world shaped by AI disruption and economic uncertainty, creativity is still the ultimate competitive edge for companies. The brands that will win are the ones that take risks, stay consistent, and act decisively and quickly.

Phyllis Yip is Head of Strategy with Edelman Hong Kong.

This article first appeared in the Little Black Book.

Edelman Hong Kong hosted a cyber-themed webinar focussing on how AI has changed the cyber threat landscape, particularly when it comes to AI-fuelled attacks and disinformation. The session brought together experts with different backgrounds to discuss the challenges of cyber incidents from legal, technical, and communications perspectives. The reflections of these experts emphasise the importance of collaboration across these functions in managing cyber threats.

The rise of AI is transforming the cyber threat landscape, amplifying risks for organisations globally. Organisations now face an increasingly complex web of threats, where traditional cyber risks are compounded and accelerated by AI-empowered technology and tactics. On the one hand, AI is enhancing defensive capabilities and empowering cyber professionals with sophisticated tools to detect and respond to threats. However, it is also arming cybercriminals with new tools to launch more complex and targeted attacks. For example, using AI to identify network vulnerabilities; to generate more sophisticated phishing which is highly tailored to individual targets; and to create AI-generated deepfakes which trick individuals into making fraudulent payments. To mitigate these risks, Kyle Schwaeble, Head of Incident Response APAC at S-RM, suggests that organisations should make use of appropriate AI tools for threat detection and response, thereby enhancing their cybersecurity posture. He also stresses the importance of understanding the unique threat profile presented by each organisation and investing in the right defensive measures.

Wilson Ang, a dispute resolution lawyer and head of the Asia Pacific cybersecurity and data privacy practice at Norton Rose Fulbright, highlighted the increasing sophistication and proactivity of regulators in addressing cyber threats, including those amplified by AI. He noted that the legal landscape is evolving to tackle the related issues of personal data protection, criminal laws targeting online harms, national security issues, and multi-jurisdictional cooperation. This evolution brings with it growing compliance requirements for businesses, as well as higher enforcement risks and increased penalties for non-compliance. He cautioned that organisations must stay abreast of these regulatory changes to mitigate the risks posed by AI-empowered threats and disinformation effectively.

During a cyber incident, the intentional spread of false information, disinformation, can exacerbate the reputational challenges organisations face. Disinformation campaigns, powered by AI, can spread rapidly, sowing confusion and undermining trust. In the context of cyber incidents, disinformation can lead to panic among stakeholders, making it harder for organisations to convey accurate information and maintain control over the narrative when communicating what has happened and where the exposure is. Disinformation generation and amplification has been turbocharged by AI—evolving it into a sophisticated tool that undermines trust and destabilises organisations.

In the context of disinformation, Jennifer Giff, Senior Director of Issues and Crisis at Edelman APAC, highlighted the importance of merging corporate communications with digital marketing techniques, such as audience segmentation and precision targeting, paid amplification and search engine optimisation, to ensure that truthful narratives rise above the noise of false information.

By working closely with IT and security experts, Giff explains that organisations can stay ahead of emerging AI risk areas and effectively manage reputational threats. She outlined that this preparation must include ensuring that organisations are ready to quickly and effectively activate across digital channels. Additionally, Giff advises that internal communications need to be strengthened to inform employees about the risks of deepfake videos and other AI-facilitated false assets, which could be used for phishing or extortion. When a cyber incident does occur, to combat disinformation, she recommends engaging credible third parties, such as regulators or IT consultants, who can help in countering false narratives and building trust in official communications.

In summary, the dynamic interplay between AI and disinformation represents a new era of reputational challenges when managing cyber risks. In this context, an integrated response involving IT, legal and communications experts has become more crucial than ever. With this approach, organisations can better navigate the complexities of cyber threats and protect their reputations in an increasingly digital world.

At the annual CES consumer electronics show in Las Vegas last month, Chinese company Xpeng AeroHT captured the world’s imagination with the international debut of its Land Aircraft Carrier, featuring a six-wheeled vehicle and a compact aircraft.

Critics of China’s centralised governance model claim it stifles innovation and competition, resulting in large-scale innovation but low productivity. Yet in the low-altitude economy, a sector broadly defined as economic activities harnessing airspace below 1,000m – including drones, urban air mobility and aviation services – China is flying ahead.

Home to some of the world’s largest drone manufacturers such as DJI, China has captured more than 70 per cent of the global drone market. It accounts for nearly 80 per cent of unmanned aerial vehicle patent applications and has produced flying car companies such as Ehang, Volant and Xpeng AeroHT.

From drone deliveries to demonstrations of flying cars, progress is certainly visible. But how does this align with national ambitions and how did it take shape under China’s socialist system?

The low-altitude economy is a natural extension of China’s socialist system, where the government retains control over production resources to support national development. Once focused on land and physical infrastructure, this control now extends to digital infrastructure and airspace.

Regulators like the Civil Aviation Administration of China and state-owned enterprises such as the Shenzhen Urban Transportation Planning and Design Research Centre are playing an essential role in developing the key infrastructure underpinning the low-altitude economy.

Here, China’s centralised, permission-driven system of innovation presents an advantage.

“Permissionless” systems allow companies to innovate and compete with minimal regulatory constraints, typically enabling faster progress. While this makes sense for apps, the approach is less suited to the low-altitude economy, which depends on coordinated infrastructure, strict safety standards and integration with national systems.

Reinforced by its leadership in 5G and regulatory sandboxes, China’s approach paves the way to adoption and development in alignment with national priorities. Tight parameters reduce fragmentation and uncertainty, providing the clarity needed for innovators to confidently embark on their pursuits.

In contrast, the US relies on a fragmented model with federal, state and local authorities often competing. This ends up leading to slower implementation and more uncertainty for innovators despite its permissionless system.

The Chinese government’s efforts in encouraging the low-altitude economy reflect its socialist priorities by advancing new productive forces to empower society and the economy.

Suzhou has built an industrial ecosystem for the low-altitude economy, spanning research, manufacturing and applications, while Dalian is developing an ecosystem projected to be worth 4 billion yuan US$550 million by next year. If successful, thousands of jobs could be created.

Integration of the technology can also transform traditional industries. Agricultural drones are supporting the shift from blue-collar to “new collar” jobs. Today, more than 250,000 registered agricultural drones are in operation, improving yields while reducing manual labour, a dramatic rise from just 695 a decade ago.

China’s high-speed rail network connects rural and urban communities; flying cars and unmanned aerial vehicles could connect areas even harder to access. Rural farmers could deliver fresh produce to urban markets faster, opening new revenue streams and reducing spoilage. The technology can also improve access to urban healthcare, education and jobs, bridging the urban-rural divide to foster greater economic inclusion.

Aware of the potential job displacement resulting from productivity gains, the government may align the adoption of these technologies with policies to mitigate the impact. For example, initiatives could focus on attracting talent to advance the new productive forces agenda. Others could be guided towards roles in primary production sectors, supporting the nation’s drive for self-sufficiency.

Rather than increasing the number of traditional farmers, individuals will be trained to build, operate and maintain drones, robots and artificial intelligence to serve these industries. As an incentive, programmes like “dibao”, the rural minimum living standard guarantee, could be modernised by tying universal basic income to technology-enabled primary industry jobs and funding that through a dividend extracted from increased productivity from AI.

At the same time, China’s low-altitude technologies and governance model could soon become a global export. As countries along the Belt and Road Initiative invest in Chinese low-altitude technology for logistics and infrastructure projects, they are also likely to adopt or at least reference Chinese regulatory frameworks. Pakistan, for instance, is one of several countries using Chinese drones.

China has an opportunity to become a key influence in low-altitude technology, standards and regulation. Already, we have seen evidence of it stepping up in shaping international standards, particularly in drone regulation.

Integration of low-altitude technology into the belt and road would mark an evolution in China’s trading strategy. While the connectivity initiative traditionally focused on expanding physical infrastructure such as roads, railways and ports, low-altitude solutions could enable low-carbon multi-modal transport scenarios to address challenges including in last-mile logistics.

In the remote regions of Asia, Africa and the Middle East, such solutions could provide a cost-effective alternative, bypassing terrain that would otherwise require costly construction, as well as help bring the benefits of economic inclusion.

Behind the spectacle of flying cars and drone shows lies a bold economic plan that aligns with China’s national priorities and socialist vision. Within its borders, the low-altitude economy is more than just an innovation, but a strategy with the potential to generate jobs, foster economic inclusion and transform industries. Beyond its borders, it could become an opportunity to export technology and a new model of development, extending the New Silk Road into the skies.

This story first appeared in the South China Morning Post on 18th February 2025.

Generative AI, or “Gen AI”, has evolved significantly over the past year and is rapidly shaping the way we create, experience and perceive. Its ability to generate hyper-realistic interactions, photos and videos, and even entire narratives is blurring the line between what’s artificial and what’s real. As we enter 2025, new updates and models are expected that will likely to make Gen AI even more realistic and convincing.

Yet this raises potential ethical, philosophical, and spiritual questions in the world’s second largest religion, Islam. Today, there are over 250 million Muslims in the Asia Pacific region, many of whom are digitally engaged and increasingly affluent given the rising middle class in the region. Reaching these consumers require communications, positioning and marketing strategies that are sensitive to and align with cultural and religious considerations.

Brands deploying Gen AI in Muslim majority markets must understand cultural and religious nuances to be able to navigate potential sensitivities effectively. For instance, the concept of a “Halal”, or religiously permissible, business model. Many will associate the word “Halal” exclusively with dietary restrictions, but the application of what is Halal or not goes deeper and applies to general business practises as well. Rules around Halal business practises include being truthful and transparent about what you can deliver to your clients.

Truthfulness and the pursuit of knowledge are key pillars in the Islamic faith. In fact, the Qur'an specifically warns against falsehood and deception. In Surah Al-Isra, Allah says, "And do not pursue that of which you have no knowledge. Indeed, the hearing, the sight, and the heart—about all those [one] will be questioned" (Qur'an 17:36). In this regard Gen AI poses a potential challenge. The ability to create realistic yet fictional content may be used to spread misinformation, manipulate opinion, and cause harm. The faith considers such misuse a sin and business practices that fail to employ AI ethically would be considered impressible (not Halal) by those who strictly adhere to Islamic business principles, hindering relationship building for those looking to enter Muslim majority markets.

Gen AI has also received some more complicated objections in certain sectors. For example, some observers see parallels between the rise of technology and the conditions preceding the arrival of the Dajjal (Antichrist) in Islamic faith. The Prophet Muhammad (peace be upon him) described the Dajjal as a deceiver, who will mislead humanity with illusions that blur truth and falsehood, making it hard to distinguish between them. In an era where Gen AI can create highly realistic information, it's understandable why some devout followers might be concerned.

This aside, according to the Fatwa Department of the Hashemite Kingdom of Jordan, another possible disadvantage is the technology may lead to the loss of intellectual and interpretive dimension that distinguishes Muslim scholars and experts. There have been attempts to use the technology to issue fatwas (rulings) around specific topics such as death rites, legal issues and the like. Jordanian scholars observed, however, that AI struggles with issuing fatwas as it cannot discern nuanced opinions across Islamic schools of thought, potentially causing confusion. Given the depth of knowledge that exists, Gen AI models would have to be specifically fed information that was not only relevant to the majority sect of the Shariah observant market but also keeps in mind the sub- sects and minority sects that exist. For instance, an AI programme used for generating content for Sunni majority Saudi Arabia could not be effective in Shia majority Iran and vice versa, limiting its effectiveness in providing accurate guidance.

Of course, these concerns are not exclusive to the Islamic faith. According to the 2024 Edelman Trust Barometer, AI is facing a challenge of public confidence. 43% of respondents will reject AI, avoiding products and services that incorporate it, if they believe innovation is being managed poorly. For brands harnessing Gen AI technology to be successful, it is essential they address concerns among their consumers. First, transparency is essential. AI brands must clearly communicate how their technologies work, potential risks and biases, as well as measures to prevent misuse and ambiguity. For instance, AI-generated content must be clearly labelled as such to prevent confusion or be mistaken for something ill intentioned.

In an Islamic context, data sets that are being accessed should be vetted either by ethics councils or cultural experts to ensure that the sources referenced are reliable. If deployed correctly, the technology holds great potential in not only providing Muslims with the means to verify the authenticity of information but also allow those of us operating outside these markets to easily distinguish between reliable and unreliable sources for our own research.

Secondly, AI brands should emphasise ethical use cases that benefit humanity to illustrate how they plan to deploy it for their specific projects. For example, marketing campaigns around public awareness could highlight how Gen AI can be used for educational purposes, medical advancements, or preserving cultural heritage. One that comes to mind is the Dubai government harnessing Gen AI to develop a service dedicated to providing religious guidance under its “10X” initiative, which it also hopes will help counter radicalisation. The principles of compassion, social justice, and community welfare are all deeply rooted in the Islamic faith, and thus demonstration of these can help earn trust and credibility amongst Muslim consumers.

Thirdly, AI companies and those deploying the technology must demonstrate a clear commitment to combating misinformation, fact checking and ensuring that potential biases are addressed. This might include safeguards to prevent the misuse of GenAI for ill-intentioned purposes such as creating fake news or to defraud or taking steps to continually reduce inherent bias in the training data. Gen AI, as observed by researchers at the London School of Economics, is prone to “hallucinations” where it fabricates information and sources. When it comes to Islamic religious research, they observed the AI model cite sources that do not exist which adds to concerns around the deployment of the technology when it comes to heavy research tasks. Brands should take a proactive and public stance in addressing these concerns and communicating their actions to build credibility in markets where ethical and religious considerations hold weight.

Finally, cultural sensitivity is paramount. Marketing materials, product designs, and user interfaces should reflect an understanding of the social and religious context of Islamic markets. For example, avoiding generating content that contradicts Islamic values or appears exploitative of religious themes. Pulling from linguistically diverse sources will also add a layer of added cultural understanding to Gen AI output and show that the technology is being genuinely tailored for the region that it is being deployed in. Gen AI’s role contributing to the rise of increasingly convincing misinformation and criminal activity is presenting concern around the world. According to its 2024 Generative AI in Cybersecurity report by cyber-security firm Deep Instinct, 61% of organisations experienced a rise in deep fake incidents in 2024. In January 2024, an employee at a Hong Kong- based firm sent US$25 million to fraudsters after being ordered to do so by her Chief Financial Officer on a video call that also included other colleagues, who all turned out to be deepfakes. Understandably the pace at which the technology is being developed is rapidly becoming cause for concern as people feel left behind.

However, the ethical and responsible development of Gen AI technology represents a shift in human capability that can deliver many positive benefits. Applications range from democratising education to improving patient care and enhancing sustainability. In a religious context, for instance, it could serve as a useful tool enabling the categorisation and organisation of Islamic fatwas and legal rulings based on scholars or references, as well as help people to verify the veracity of religious information. By emphasising transparency, ethics, combatting misinformation as well as respecting cultural context, brands can earn trust and navigate this evolving landscape. Particularly in predominantly Islamic markets such as Malaysia, Indonesia and the UAE where the unique intersection of faith, culture, and technology requires careful consideration.

Edelman’s AI Center of Excellence

Edelman's AI Center of Excellence is a global virtual team which leverages its expertise in trust dynamics to help brands use AI as a reliable, trust-building tool, as well as navigate the communications challenges the technologies presents. Operating as a global virtual network of specialists, the team monitors AI developments closely from different viewpoints to develop insights, solutions, and counsel for clients to navigate this rapidly evolving space. Edelman believes generative AI can revolutionise industries, transforming how we live, work, and interact.

Every day in the media, we hear the perspectives of leaders about innovation. This year alone, we are seeing many organisations undertake strategic decisions that relate to the use of emerging technologies such as artificial intelligence (AI), to fundamentally transform or innovate processes over the next few years.

But what about the perspectives of employees? As a corollary to the innovation agenda, the employee upskilling and reskilling trend continues. More employees will be required to adapt to redesigned job roles or work in new teams. While we hear a lot from business leaders, we are not hearing enough from the very source that powers the business and may even be the spark behind the sought-after innovation. (Did you know that Frito-Lay’s top-selling Flamin’ Hot Cheetos started as an idea from a janitor who later became a top executive at the company?)

If middle managers and teams are implementing each of these strategic shifts, it makes sense to start with their perspective of what it takes to get them fully onboard and invested in driving the transformation. Here are three takeaways to consider, based on the Asia Pacific (APAC) findings of the Edelman Trust Barometer 2024 on trust and innovation and our Workplace Advisory team’s learnings with clients.

When communicating on innovation, engage employees on the pluses and minuses and seek their views on how they see innovation factoring into their work. The 2024 Edelman Trust Barometer reveals that people are more likely to trust businesses to be good managers of change if they communicate the pluses and minuses of innovations. They are more likely to embrace innovations such as green energy, AI and gene-based medicine when they feel they have control over how the innovations will affect their lives.*

Therefore, embedding new ways of working, driven by the potential of AI and sustainability standards, will be most effective when leaders actively engage middle managers and employees to provide inputs into the change plans. Employees are more open to innovations when leaders and transformation teams listen, ask and test ideas on how innovation can be incorporated into their everyday work.
Develop change communication plans in anticipation of job loss anxiety. The 2024 Edelman Trust Barometer research indicates that for respondents across 9 APAC markets, job loss is a top concern (net 91% of APAC employees worried) compared to inflation (72% of the APAC general population worried), hackers (78% of the general population worried) and other societal concerns. Worry about job loss is highest for employees in Malaysia (97%), India (96%), Indonesia (93%), Singapore (93%), South Korea (93%) and Thailand (92%).

For organisations undertaking major strategic shifts in areas such as digital and artificial intelligence (AI) transformation, anticipate anxiety, particularly in your APAC workforce, as you plan the change. Anxiety, whether unfounded or not, detracts greatly from daily productivity because of the mental toll it takes. APAC Business, Communications and Human Resource Leaders can come together to develop confidence-instilling plans with phased communications on what is expected of different employee segments. For example, steps employees can actively take to reskill, upskill or be transferred into job roles aligned to your strategies and what resources are available to support them in the change. Doing so will help your employees understand that while it requires change on their part, they have a future in your organisation.
Consider a nuanced approach when planning internal communications, based on the type of innovation and the general trust levels in that innovation across markets. The 2024 Edelman Trust Barometer indicates that across types of innovation in APAC, green energy has the highest acceptance, followed by AI then gene-based medicine. Green energy is embraced by 55% of APAC respondents with only 11% rejecting green energy, in comparison to AI (37% embrace AI, 26% reject) and gene-based medicine (31% embrace, 31% reject).

On AI in particular, APAC markets on average are more accepting of this type of innovation in comparison to the global average (37% embrace in APAC versus 30% globally). Fewer in APAC reject AI innovation (26% reject in APAC versus 35% globally). The APAC markets leading on acceptance of AI include China (51%), India (47%) and Thailand (46%), while Australia has the highest level of rejection (53%), significantly higher than the other 8 APAC markets studied (14% to 27% rejection range).

On gene-based medicine, acceptance is highest in China (41% embrace this innovation), India (40%) and Thailand (39%), with the highest rejection in Malaysia (45% reject this innovation versus 31% APAC average). This reflects the importance of examining cultural nuances for each innovation type.
For green energy, while APAC markets (55%) are about on par with the global average (54%) when it comes to embracing green energy, people in Thailand (62%), Indonesia (62%) and India (60%) are the most accepting.

Therefore, for leaders communicating to a diverse APAC workforce, a data-driven approach that considers the range of sentiments across your employee segments as a starting basis to a data-driven communications plan would make the difference. Communication plans in terms of content and phasing can be adjusted based on the level of that population segment’s change readiness, localising the content not only in terms of language, but also the cultural nuances around the innovation.

Taking the above points into consideration, organisations have the potential to not only enhance the effectiveness of their change management and transformation programs, but potentially spark greater innovation across the workforce. Empowering employees to serve as innovation ambassadors serves as a win-win for both the organisation, and the very people who will drive the agenda forward.

* The other top trust-building actions for business are keeping innovation affordable and working with government to develop regulations (83% and 81% of respondents respectively)

As Senior Vice President and Asia Pacific Practice Lead on Workplace Advisory at Edelman, Yan Jiejun partners with leaders to drive trusted organisational transformation including advising on communicating with their APAC workforces. She is a certified change practitioner, executive coach & HR professional, and is currently undertaking the INSEAD Executive Masters in Change.

Edelman has a global team of Workplace Advisory specialists, including in APAC, advising clients on culture, change, employee communications and employer brand. More details are found here. Contact us directly here.

Picture this. The boardroom of the regional Asian headquarters of a major multinational in Singapore, Hong Kong, Shanghai or Tokyo. Two sets of executives are locked in fierce debate. On one side of the conversation, the local leadership and their communications team. On the other side, sits global leadership, legal counsel and global corporate communications teams. They are debating a public statement about a reputational issue embroiling their firm. For stakeholders sitting outside the region, any language that hints at a direct apology may trigger handwringing and teeth grinding. For those in-market however, the often, terse legalese drafted from head office has the same effect. The crux of the issue, legal culpability and liability.

Litigation or Redemption?

For stakeholders in highly litigious markets like the U.S, any public expression of apology sets off sirens of alarm with concerns of class-action lawsuits and litigation obstacles to follow.

For Executives in Japan, for example, the stakes are equally as high. They know that unless they express some form of apology, their key stakeholders in Japan—from national government to customers —may censure them for not sincerely acknowledging the disruption they have caused. They instinctively know that to conform to Japanese business culture, issuing a public apology in is a key part of the process in getting past a serious issue.

The Sound of Silence

There is no substitute for good corporate responsibility and doing the right thing to address issues that arise. However, the absence of an apology can also lead to further escalation and reduce room for the company to effectively work with relevant parties to resolve the issue. Thus, both sides share the common understanding that the company’s reputation hangs on how it handles and communicates its response to the issue.

Equally global and local leaders agree there is a short window of opportunity to engage when public opinion is being formed. Yet, because of these different points of view on saying “sorry” there is often internal stand-off and impasse. Instead of speaking up to share the Company’s side of the story, multinationals under fire in Asia are often deadlocked and silent.

Not the Hardest Word

There are ways to navigate this impasse. And they do involve an apology. But a special kind of apology which expresses regret for the concern or disquiet caused to key stakeholders, rather than addressing the specifics of the issue. Japan's unique approach to apologies allows companies to express remorse without automatically admitting fault or liability. This is embodied in the Japanese concept of 'shazai', where an apology aims to restore harmony and express sincerity without the direct implications of wrongdoing. Hong Kong has also adopted a similar stance through its Apology Ordinance. This legislation allows individuals and companies to make apologies that cannot be used as an admission of fault or liability in civil proceedings. The ordinance encourages parties to communicate openly and to de-escalate the emotional elements of the issue.

China, India

In markets such as mainland China and India, there isn't a clear legal framework which distinguishes an apology from an admission of guilt. In mainland China, traditional culture values the act of apologising to maintain harmony across stakeholder groups. While there are no specific legal considerations, it is generally understood an apology made in the right way does not constitute an admission of fault. Furthermore, authorities and regulators under these environments often play the role of mediators and may encourage companies to make an apology to preserve stability. In these instances, a different approach will need to be taken that carefully balances the need for de-escalation with legal risk and wider global stakeholder expectations.

One Size Does Not Fit All

In many cases, after intense internal negotiation and with the advice of risk and communications professionals, multinational companies will eventually agree to this nuanced approach. However, the long delay between an issue coming into the public domain and an apologetic statement being issued often leads to greater reputational damage.

For multinational companies, the takeaway is that a ‘one size fits all’ approach cannot be taken in Asia. That is why we at Edelman advise our clients to build these conversations into routine risk mitigation planning and adopt a culture of reputation management within the business. Touchpoints might be an annual update of the crisis communications playbook or scenario planning.

Establishing a common understanding will empower your teams to act with confidence to protect your most valuable assets in this diverse and vibrant market – trust.

This story first appeared in The Business Times.

For more information, please contact Simon Chan, SVP, Technology Lead for APAC at Edelman.

25 Years of Trust

Why Cannes Lions 2025 Left Me Wanting More

Responding together: the new cyber threat landscape of AI-empowered attacks and disinformation

How China’s low-altitude economy can soar both at home and abroad

Data Security & Privacy

2025 Edelman Trust Barometer

Gen AI and the Islamic Perspective on Reality and Deception

Business leaders need to not only lead innovation, but also spark it amongst their employees

The Nuances of Saying “Sorry” in Asia

Gen Z in Hong Kong 2024: Exploring Views on Brand, Purpose, and Career

Offices - Asia Pacific