This must be considered when you work with IR.

Your work processes should contribute to good quality of the material that is produced and ensure that those involved in dialogue with investors and analysts have good knowledge of developments in the corporation.

When designing the processes, you should consider the following:

Numbers are information. When managing a corporation and in communication between colleagues and external parties, the starting point must be that numbers are information about resources and activities. It is these resources and activities that users of the numbers and communicators of them must focus on. The way we talk about numbers must reflect knowledge about and understanding of these resources and activities.

Information is a viscous matter. People spend time taking in, processing, and understanding information. Our understanding changes over time and is influenced by other people's assessments.

All information has an owner. In a corporation, there is always one person who is ultimately responsible for a relationship, a resource, or an activity. The people working with the information must be able to imagine a chain of information going back to the person ultimately responsible for it.

A chain of trust. Investors' behaviour is influenced by trust in a corporation, its management and information from it. A chain of trust must be created and managed from the investors and to the owners of the information. Those who work along this chain must ensure consciousness about this.

Everyone makes mistakes. Regardless of intellect, education, experience, attitudes, and work processes, everyone makes mistakes. All work with financial information must therefore be quality assured by several people, and this must be part of regular routines. Everyone must be aware that they themselves make mistakes, must actively work to identify mistakes, and make sure that pointing out mistakes, admitting mistakes and correcting mistakes has the lowest possible emotional cost for team members.

There will be questions. There will always be some questions you can expect stakeholders to ask, where it is important that every representative from the corporation gives precisely the same answer. It is, therefore, necessary to write down which sensitive questions you expect to get. You do this both to draw attention to the topic internally and to agree on an answer, which is then written down.

There is great value in different perspectives. Different people have different educations, different personalities, and different experiences, and therefore perceive information differently, ask different questions, make different assessments, and have preferences for different ways of answering questions or presenting information. Sometimes it is necessary to bring in outsiders or engage in an active role-playing game to reap the value of this diversity. On a day-to-day basis, however, you must actively cultivate different perspectives on information and communication. As in so many areas in a corporation, disagreement should not be avoided but rather cultivated.