Building a public affairs and communications strategy in Europe

Define the markets and issues first

Please specify the markets concerned, the activities exposed and the public or economic decisions that may influence the project. A strategy targeting France and Italy does not require the same arrangements as a European institutional follow-up or an establishment including the United Kingdom.

Separate the public affairs objective — explain a position, contribute to a debate, understand an evolution — from the communication objective — make an activity known, make a decision intelligible, build an expertise; they must be strengthened without becoming interchangeable.

Connect EU institutions and national stakeholders

Map the actors according to the subject and stage of the dossier. At EU level, the institutions do not perform the same functions. In the Member States, territorial administrations, authorities and actors may have separate responsibilities. We must avoid reducing the strategy to a few appointments in Brussels.

For each exchange envisaged, define the purpose, the factual basis of the contribution and the person responsible. Transparency obligations must be examined at the relevant level. The European register and national arrangements are subject to different boundaries.

Build an evidence-based position

A credible position explains the problem, its consequences, the options and the company's proposal. It must be able to be discussed beyond the immediate commercial interest. The data used indicate their origin, scope and limits.

Confront the position with the group's public commitments and the reality of its activities. An institutional contribution can be made public or taken up in the media. Consistency between public affairs arguments, corporate discourse and documented practices is therefore a condition of solidity.

Adapt explanations without changing the facts

Prepare a European platform and local modules: sectoral issues, economic contribution, public questions and interlocutors. A useful adaptation modifies the examples and how to explain, not the facts to satisfy each audience.

English content facilitates international exchanges, but does not automatically cover national research and media. French, Spanish, Italian and Chinese pages must be readable, linked to their equivalents and designed for the needs of their readers.

Coordinate public affairs, media and expert content

The calendar must include follow-up on public matters, company decisions, production of evidence and availability of spokespersons. Expert content can inform a debate, provided that distinction is made between facts, analysis and defended position.

Media relations are based on the relevance of the subject and the quality of the exchanges.

Manage the work through clear milestones

The first milestone is a diagnosis: perimeter, subjects, actors and risks. The second formalizes positions and evidence. The third prepares statements, content and local coordination. The fourth evaluates the responses obtained and adjusts priorities.

The indicators follow the quality of the dialogue, understanding the arguments, consistency of content and information useful for decisions. The number of meetings or publications is a measure of activity; it does not alone demonstrate an influence on a public decision.

An illustrative European expansion

A company presents an innovation to several markets. It builds a common position note, then local fact sheets describing the uses, interlocutors and issues specific to each country. The teams agree on what can be published and on the points requiring central decision. This scenario does not describe any real mission.

Belief System can accompany strategic framing, messages, mapping and coordination of speaking engagements. Local expertise needs are defined for each mission; no network of offices or privileged access to decision makers is assumed.

Frequently asked questions