The Challenge

Within a global organisation operating across multiple markets, public affairs teams were delivering strong outcomes locally, but their impact was not consistently visible at c-suite or business leadership level. This is a common structural challenge for public affairs functions, which are often perceived as tactical or market-specific rather than strategic. 

As a result, public affairs reporting was treated as standalone activity, making it harder for senior leadership to understand its contribution alongside other global functions, or its role in managing regulatory and reputational risk at enterprise level. 

The Strategy

We established a new, outcome-focused reporting framework designed specifically for global leadership audiences. The approach integrated public affairs into consolidated c-suite reporting alongside other functions, shifting the narrative from activity to impact.

Working closely with market, global, and cross-functional teams, we translated complex public affairs activity into clear, business-relevant insights aligned with leadership priorities. Quarterly reporting was aligned with scheduled global leadership meetings, creating a consistent rhythm and a shared strategic narrative.

The Execution

We developed and implemented a quarterly global public affairs report, aggregating market input through a structured framework and applying a central analytical lens. The reporting focused on outcomes, risk mitigation, and relevance to senior decision-making, ensuring consistency, comparability, and clarity across markets.

The Results

Public affairs impact became clearly visible within global, cross-functional c-suite reporting. Leadership engagement increased, with greater interest in public affairs activity and a clearer understanding of its strategic value alongside other functions. The new reporting rhythm strengthened internal alignment and supported the positioning of public affairs as a trusted advisory function rather than a purely tactical one.