Choosing a public affairs adviser in France and Brussels: a guide for Hong Kong-listed groups

Separate the European, national and local questions

Begin with the decision map. A European policy discussion, a French investment project and a municipality's questions about a site do not involve the same institutions or timetable. Ask each adviser to distinguish legal procedures, public-policy discussions and local engagement. They should identify uncertainties rather than present a single all-purpose list of officials. Your scope might require several complementary specialists; the lead adviser should explain how they will coordinate without duplicating responsibilities.

Ask for an issue brief before a meeting list

Provide the public outline of your project and ask the candidate for a short issue brief. It should identify the business decision, the relevant public objective, the stakeholders' likely concerns and the company's available evidence. For an industrial investment, an employment figure means little without functions, phases and assumptions. For a technology group, clarify what the European operation will actually do. Evaluate the argument, not the prestige of a proposed meeting.

Check integrity and the limits of the mandate

Ask how the adviser records contacts, handles conflicts, identifies whom it represents and manages applicable transparency requirements. Establish who approves positions and what may be shared. Public affairs should not be sold as a guarantee of authorisation, procurement success or privileged treatment. Investment screening and foreign-subsidy questions need the appropriate legal analysis; a communications or public affairs adviser helps make the verified project understandable within the approved framework.

Test sensitivity to ownership and group structure

A Hong Kong listing is not a complete description of the investor. Ask the adviser to work from actual ownership, control, operating activities and financing. They should distinguish facts from assumptions, avoid treating every group as interchangeable and explain which questions need specialist verification. A good team can discuss sensitive issues without amplifying speculation or hiding material context. The output should be an evidence-based account of the specific investment and its governance.

Specify what the engagement will deliver

Useful outputs include an issue map, stakeholder responsibilities, a documented position paper, meeting briefs, a record of questions and a follow-up plan. Define the countries, institutions, sectors, languages and review process covered by the fee. Ask who produces each item and what will happen if the policy context changes. Measure whether the company contributes accurate information and understands decisions better, rather than simply counting meetings or claiming influence over an outcome.

Choose a working relationship that supports decisions

Bring investor relations, legal, the European project lead and corporate communications into the selection discussion. Compare advisers against the same hypothetical milestone: announcing a conditional investment, explaining a partnership or answering a public concern. The strongest proposal will expose trade-offs, missing evidence and dependencies. Belief System's contribution can be scoped around this communication and engagement work, coordinated with the specialists responsible for legal analysis and formal procedures.

Sources and reference points

Reference sources checked on 9 October 2026. The proposed methods and hypothetical situations are Belief System analyses. Your advisers determine the rules applicable to your project.

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