brussels matters minsk wednesday 18 june. critical mass counts in brussels increased scale of...
TRANSCRIPT
Brussels MattersMinsk Wednesday 18 June
Critical mass counts in Brussels
Increased scale of institutions and complexity of EU decision making
Change in style of lobbying at EU level, making scale and reach important
Importance of national efforts to support core campaign objectives
More QMVMore difficult for national champions
More problems for national trade associations Increased powers of EU federations of nationalassociations
Federations reform and evolve more responsive structures giving better service to large companies
New Treaty
SEA
Maastricht
PA NEEDS DRIVEEVOLUTION & REFORM
POWER SHIFTS TO EU LEVEL
SCALE &NETWORKMATTER
National networking Ad hoc CoalitionsMultiple bodiesDiverse voices
1986 1997 20071992
Amsterdam
Nice
2001
New style of advocacy needed
Influencing the EU decision-making process 1
• For new legislation, the European Commission will first consult with relevant stakeholders (including the EU Member States) and then publish its proposals
• These must then be either amended or approved by the European Parliament and the EU Council of Ministers.
• Coalition-building is an essential part of European public affairs work: representations from a single Member State are unlikely to lead to major change
• Therefore a co-ordinated approach to selected Member States across the European Union is often necessary.
• The European Parliament also now has a greater role under recent Treaty changes.
Influencing the EU decision-making process 2
• In some areas of policy – such as trade, agriculture and competition policy – the European Commission retains executive powers of its own, allowing it to take the final decision. In practice, however, the EU Member States are always consulted by the Commission.
• In all cases, the role of Commissioners (and their staff or Cabinets) can be crucial in influencing particular decisions – esp. given current delicate political balance with the current College of Commissioners between market liberalisers vs. national interests / protectionism.
• Such interventions are often linked to DG policy responsibilities. Consequently, the role of the different Directorate-Generals (DGs) within the Commission is very important.
• Third parties (such as industry and consumer groups) and the European media can have a considerable effect in terms of influencing on the overall outcome of the process. Important to remember the power of the Brussels Press Corps to drive national and global reporting.
Public affairs within the EU Member States
• EU Member States retain exclusive powers over many areas of policy – in addition to being consulted by the European Commission on issues under its own jurisdiction.
• Procedures naturally vary considerably between the different Member States. This makes making local knowledge and experience of the political culture very important.
• Having a good public affairs network in Europe is important.
• Good public affairs consultants will advise clients on how to deal with specific situations, rather than seek to represent them formally in dealings with the relevant audiences
• in brief – what to say, when to say it and who to say it to.
Overview of Public Affairs servicesDevelopment of overall strategic public affairs plan
Identification of key political, regulatory and official audiences
Establishing views held by key audiences and third parties
Development of key public affairs messages
Drafting and distributing correspondence & briefing material
Tactical support and implementation
Arranging meetings with key political audiences and contacts
Provision of intelligence and feedback – “eyes and ears”
Identification of potential issues – avoiding surprises
Advocate of messages (though not formal spokesmen)
Co-ordination of media messages consistent with political strategy
Stakeholder Engagement
Lead DG +Commission
er
Shareholders
Consumer & other pressure groups
Press and Media
Financial Analysts
Policy forums & think-tanks
Industry groups & trade associations
National Parliaments
EuropeanParliament (Plenary)
Council Working Group
(officials)
EU Council of Ministers
Member State
Brussels Representati
ve Offices
EuropeanParliament
(Committees)
Other Commissioners + Cabinets
LegalService
Other DGs
CommissionPresident
6
Belarus EU Business Council
The Belarus EU Business Council is an international not-for profit company registered in Belgium as an “AISBL”
The Council was formed in May 2007
Founding Members include:-
FintecBelarus Potash CompanyStemcorSanta Impex
New members include Manulli, BMZ, Velcom, Belneftekhim and Nehman
Legal advisers to the Council are Grayston and Company, Brussels
Accountants and auditors are Moore Stephens Wood Appleton,Brussels
Objectives
The Belarus EU Business Council is an independent pragmatic
enterprise led initiative,
It is funded by membership and business consulting fees
The Objectives are:-
• To promote an open dialogue between business and the Governments of Belarus and the EU
• To provide business support for government negotiations
• To assist Belarusian companies to develop their businesses in the EU and to improve their abilities for international growth
• To help EU companies to develop their business in Belarus
Aims and Objectives
To assist Belarusian companies to develop their businesses in the
EU and to improve their abilities for international growth.
To provide Belarusian companies with advice on market access
issues, and specifically to provide a route to the “Only Representative” for companies seeking to comply with REACH
To also assist international companies to develop their business in
Belarus.
To provide business support for the negotiation process.
To promote an open dialogue between business and the Governments of Belarus and the EU.
Advisory Council
The Council Advisory Group is made up of senior and respected academics, analysts, lawyers, bankers, economists, diplomats and expert advisers to provide expert help
and develop policy.
The Secretariat
The Council Secretariat provides a central communications and support service in Russian and English in Brussels.
The Secretariat co-ordinates and facilitates the activities of all the working groups and is responsible for implementing the Council’s actions and programme.
The Secretariat works closely with the Development Group, which is made up of core sponsors.
Members of the Development Group determine the policies andactions of the Council.
The Secretariat is managed by Anastasiya Shchehlakova with quality control and management supervision delivered by James Wilson and John Scollay.
Programme of events and actions in 2008
5-7 March; High level meetings in Minsk and REACH workshop
15 May REACH Conference, Minsk, together with Gosstandart
17 June Workshop on Raising Capital for Belarusian Companies in Financial Markets, co-organised with the Belarusian Chamber of Commerce
18 June Round Table on EU Lobbying: An introduction to the EU institutions, co-organised with the Belarusian Chamber of Commerce
16 October Conference in Minsk on “Raising Capital on Financial Markets”, co-organised with the Belarusian Chmaber of Commerce
17 November, support role for Belarus Investment Forum in London
Actions planned for 2008
Progress Working Group on restoration of EU GSP privileges
Progress REACH Working Group and establish Q&A support service through website
Establish WTO Working Group, and develop strategy to produce a campaign road map for accession
Develop business partnership portal internet based information service for business
Establish Textiles Working Group, and develop strategy to campaign for elimination of EU textile quotas
Grow membership
Canvas additional founding sponsors
Establish Secretariat support function in Minsk
Consulting Capabilities
•Government Relations
•Public Affairs
•Corporate Communications
•Translation and Interpretation Services
•Public Relations and Event Organisation
•Press and Media Relations
•Business and Strategic Consulting
•Market Research
www.beubc.com
Vodka – a case study
Vodka warsIn 2006 the Regulation that defines and describes spirit drinks came under review by the Council and the European Parliament.
A dispute broke out between different industry groups in the EU about the definition of vodka
Finland, Sweden, Poland and the Baltic Group of states argued that vodka can only be made from grain or potatoes or sugar beet molasses
Distillers in Italy Britain France and the Netherlands argued for a more liberal definition
This dispute gave rise to heavy industry lobbying in 2006 and 2007 of all of the EU institutions, backed by strong commercial interests – at stake the business models and distillation methods for the production of spirits
Diageo (the world’s largest producer of spirits) won the lobbying battle – and in December 2007 the new regulation was adopted by a qualified majority “Regulation 3631/07 of the European Parliament and of the Council on the definition, description, presentation, labelling and the protection of geographical indications of spirit drinks.”
European Parliament
Established in 1952 as the Common Assembly
President Hans-Gert Pottering
14 Vice Presidents
7 Political Groups
22 Committees
34 Delegations (including delegation for Belarus)
785 members
Next Election June 2009
Meeting place Brussels and Strasbourg
Website: www.europarl.europa.eu
EP Delegation for Belarus
Chairman, Jacek PROTASIEWICZ, Poland, EPP
Vice-Chairman, Aldis KUŠĶIS, Latvia , EPP
Vice-Chairman, Joseph MUSCAT, Malta, PES
European Parliament Political Groups
Group Seats %
EUL 39 5.3
PES 200 27.3
EFA 42 5.7
EDD 15 2
ELDR 67 9.2
EPP 276 37.7
UEN 27 3.7
Other 66 9
European Council
To reach a qualified majority 255 votes are required, as well as a majority of member states.
As an added control, the votes cast will have to represent 62% of the EU population.
www.beubc.com
• Belarus EU Business Council • Avenue de l’Armée 103,• B1040 Brussels• tel: +322 732 58 36• fax: +322 735 16 49
Questions?