Roland Moore is the Public Affairs Director, Europe at Mars. We spoke to him about lessons learned from government, consultancy, and corporate roles; creating win-wins with his campaigns; and the importance of policy, people and process.

Can you start by giving us a brief overview of your career journey, and tell us the highlights?

Absolutely! My career path has been quite diverse. I spent 15 years immersed in the workings of the British government before transitioning to a six-year stint in a communications agency. About a year ago, I made the leap to the private sector, joining Mars as a Public Affairs Director, Europe.

One of the standout moments was undoubtedly my time in Tony Blair’s EU team and working closely with Number 10. We championed a staunchly pro-European agenda and fostered robust collaboration across central government. My role also allowed me to lead initiatives in my passion areas: Environment, Food, and Rural Affairs.

Another pivotal experience was my tenure at the UK Representation to the EU (UKREP) in Brussels. Serving behind the UK desk, I navigated intricate negotiations that shaped policies at the heart of European affairs.

My time in the communications agency landscape provided its own set of thrills. From diverse client portfolios to unconventional challenges, every day was an adventure. I vividly recall jetting off to Australia for a workshop aimed at curbing methane emissions from livestock—a memorable highlight from the early stages of my public affairs career!

How has your diverse journey across sectors influenced your approach to shaping policy?

Transitioning between sectors has been key to my professional growth. Every move brought new learning opportunities. Even within government, I changed roles every two years to experience different teams and managers.

With each transition came a fresh energy, different teams, and varied perspectives. I learned not only from successes but also from challenges and mistakes. Embracing change, though risky, has been essential. It exposes you to new situations, enhancing both your understanding of the job and your own capabilities. These lessons have shaped my path and brought me to where I am today.

Your ‘cultural’ transition from the British government to an American multinational surely brought its share of challenges and discoveries. Could you share some discoveries from this experience?

The clash between English understatement and the more vivacious American style was amusing to see! But on a serious note, I learned a lot from the American way of communicating—clear, direct, and to the point.

This straightforward style has been incredibly useful in various situations, whether it’s in government work, consultancy, or corporate lobbying. Being able to succinctly explain problems, their impacts, proposed actions, and why support is needed is crucial across all these contexts.

What does being a lobbyist mean to you, and how do you ensure ethical conduct in your advocacy efforts?

To me, lobbying is about ensuring decision-makers are well-informed about concerns that impact millions of people, thus enabling them to draft legislation in a well-informed manner. The ethical aspect is interesting: what defines ethical conduct? For me, it’s about adhering to personal values of integrity and honesty.

At Mars, we embrace the concept of mutuality, striving to create win-win scenarios. This principle guides our lobbying efforts, as well as our interactions with suppliers, customers and consumers. We focus on long-term objectives and collaborative approaches to achieve them collectively. This ensures our advocacy efforts align with ethical standards while driving positive outcomes for all stakeholders.

Can you give us an example of this win-win concept?

Certainly, the reduction of plastic pollution serves as a prime example. As the European Commission prioritised actions to increase plastics recycling following the publication of its 2018 plastics strategy, private companies stepped forward with voluntary pledges to contribute to this cause. In exchange, the companies sought assistance to enable their efforts.

As a lobbyist, your goal is to provide decision-makers with insights that align with their agendas while advocating for your company’s interests. When both sides collaborate towards a common goal, everyone benefits. However, achieving this collaboration isn’t always straightforward—you need dedication and effort from all parties involved.

Brussels boasts a wealth of talent and perspectives. What do you see as the primary challenges for public affairs professionals in such a dynamic environment, and how can one stay ahead of the game?

Brussels is full of talented people, which can be both exciting and challenging for public affairs professionals. To keep up in this fast-paced environment, we need to adapt and grow continuously.

With lots of competition, professionals are pushed to do their best. It’s crucial to stay informed and proactive in three key areas: policies, people, and processes.

Policies are constantly changing, giving professionals chances to learn new things, and become experts in new areas.

Processes normally stay the same, albeit they can be affected by external events. For example, sudden crises can force people to find new ways of working. Or we could see countries blocking one part of the process and disrupting established procedures.

People, of course, change literally every five years, so there is constant need to review your game.

This takes a lot of time and commitment. You must never be complacent, and believe you know everything because it’s not true!

Moving back to your experience as a consultant, how can one build a name for oneself in such a competitive field?

When working as a consultant, regardless of your level, it’s crucial to strive to become a trusted adviser to your clients.

How do you achieve this? You focus on building trust, being credible, reliable, well-researched, and considerate. It’s essential to respect deadlines and be punctual, but it’s equally important to establish a genuine connection with your clients, fostering a collaborative spirit.

Your client isn’t just a company or a job title; they’re also a person with their own concerns, passions, and connections. It’s vital to be curious and consider the various dimensions of their situation. Remember, it’s not about you; it’s about understanding and addressing the needs of the person in front of you.

Once you’ve established that foundation, to excel in the field, you need to go the extra mile. This involves not only advising on EU legislation but also gaining knowledge of related foreign legislation on the same topic. It means researching what other interest groups are saying about the subject and being proactive in facilitating connections for your clients and suggesting additional resources.

Finally, don’t be afraid to speak up! You can have all the knowledge in the world, but if you don’t share it due to fear, all your preparation goes to waste. Be bold and assertive. More often than not, speaking up pays off because it makes you stand out, demonstrating your expertise and confidence.

What does effective communication look like for you in public affairs, especially when it comes to conveying complex policy issues to diverse stakeholders?

Let me illustrate this with an example: the tampon tax campaign in Germany.

In this case, women’s sanitary items were taxed at a high rate of 19%, much higher than other everyday items like books (taxed at 7%). To challenge this disparity, a company producing organic sanitary products came up with a clever campaign. They created books containing tampons, allowing them to be sold at the lower tax rate for books. This innovative approach called attention to the absurdity of the situation, urging the government to reduce the tax on tampons.

What makes this campaign so effective is its use of everyday objects to convey a powerful message, rather than relying solely on statistics or numbers. It demonstrates the importance of understanding both your goal and your audience. Tailoring your message is crucial; you wouldn’t approach King Charles and Ozzy Osbourne the same way, despite the number of things they have in common (age, nationality, ethnicity).

What else is important: testing your message and being open to alternative approaches are key principles. Campaigns may need to be reassessed and adjusted based on feedback and evolving circumstances. Flexibility and adaptability are essential in effective communication strategies.

How do you stay informed about the latest developments in public policy and regulatory issues that may impact your company? Can you share any resources or strategies you find particularly valuable in staying updated?

My approach is to prioritise books over newspapers. While newspapers are excellent for day-to-day news, I find that history or economics books offer more thoughtful and well-researched analyses.

Podcasts are another valuable resource; free, downloadable, and packed with knowledge. I recommend podcasts like “The Rest is Politics,” “The Economist,” “FT,” “BBC News,” or the Encompass podcast with Paul Adamson.

Platforms like LinkedIn and X also provide ample opportunities for learning. Last, I believe in leveraging development opportunities within your own company, by taking advantage of the courses and varied learning opportunities that you have; be it videos, or collaboration with other colleagues. I encourage embracing lifelong learning and actively seeking out opportunities for growth wherever possible.

Could you recommend a book that had an impact on your professional development?

One book that has had a profound impact on my professional development is “The Seven Habits of Highly Effective People” by Stephen R. Covey. I read it around 20 years ago, and its wisdom still resonates with me today. Covey’s advice, such as being proactive, starting with the end in mind, and fostering a win-win mindset, seeking to understand others before being understood, has been invaluable.

Another influential book for me is “Mindset: The New Psychology of Success” by Carol S. Dweck. This book explores the concept of fixed versus growth mindsets, highlighting how our beliefs about our abilities shape our behaviour and ultimately our success. People with a growth mindset typically perceive every failure as an opportunity to progress, which I believe is such an important attitude one can develop in the workplace. A special thank you to Andrew Cecil (CEO at Burson) for this wisdom.

Can you give kudos to one colleague who’s been instrumental for your career journey, or who’s simply a source of inspiration in your field?

This is a tough choice, as there are many colleagues who have played significant roles in my career journey! However, one person who stands out is Karen Massin, formerly CEO of Burson-Marsteller (currently BCW, soon to be Burson). I’m immensely grateful to her for believing in me and providing me with opportunities during my first consultancy role in Brussels. Karen’s creativity and can-do attitude have been truly inspiring.

Additionally, Katrina Williams, a colleague from my time in the civil service, deserves recognition. She played a pivotal role in helping me improve my communication skills, particularly when briefing senior managers.

Rory O’Donnell, whom I had the privilege of working with a few years ago, has also been influential. His calm leadership style demonstrated that effective leadership doesn’t always require raising your voice; clarity and conciseness can be just as impactful.

Similarly, my boss at the Perm Rep, Paul Creary, has been a source of inspiration. His thoughtful leadership and guidance have been invaluable in my professional development.

Lastly, I must mention David Coleman, who showed me the ropes of aligning people internally and focusing on the right topics during my first in-house role at Mars.

Do you have a family? If so, what are the tips you learned along the way on how to balance career and family?

I don’t have any children, but my advice is: prioritise what makes you happy. If you don’t make it a priority, who will? For me, that means prioritising activities like cooking meals for myself, going to the gym, and running. I view these as important as anything else in my life. It’s amazing what you can fit in around work when you elevate its importance. It’s essential to prioritise activities that bring you joy and fulfilment, regardless of your familial responsibilities.

From identifying stakeholders and tracking legislation to measuring your results, DeHavilland can help you with all your public affairs needs. Get in touch to find out more.