Hanover aims to gain from Bell Pottinger’s scandalous demise

Hanover has ‘a robust ethics and conflict policy,’ says the firm’s Middle East MD Jonty Summers (Hanover)
Updated 02 January 2018
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Hanover aims to gain from Bell Pottinger’s scandalous demise

DUBAI: The storm that engulfed Bell Pottinger, the UK communications company, last year was a stroke of fortune for a smaller and newer rival.
“It was serendipitous,” said Jonty Summers, managing director of the Middle East business of the London-based consultancy Hanover Communications, which took over Bell Pottinger’s regional arm last year.
The owners, shareholders and staff at Bell Pottinger would not use the same word to describe the collapse of the firm after a scandal in South Africa that involved allegations of racism, kleptocracy and social media manipulation.
The British PR firm was put up for sale after its client in the country, the Gupta family, were exposed as perpetrators of “state capture” — taking over the money-making institutions of South Africa in collusion with a corrupt government. It was the biggest scandal to hit the PR world for many years.
Hanover — which was started in 1998 by Charles Lewington, a former British government media adviser — saw an opportunity in the Middle East, where Bell Pottinger was one of the established names with a presence going back decades with some big clients, especially government-related corporates.
“The original plan was to grow the business for Hanover here just through hard work, but when Bell Pottinger came along it made sense,” Summers explained.
Summers is not concerned that any of the dirt from the Gupta scandal has stuck to Bell Pottinger in the region, nor that there will be any legacy at the merged entity. “Our London management does not suffer from the same traits that Bell Pottinger’s used to. We are decent people who believe in treating others in the way we would like to be treated,” he said.
“The critical difference between the two companies is our respective approach to ethics. The Bell Pottinger Middle East team was a separately run business, with a good client list, let down by poor leadership that did not operate to the same rigorous standards as Hanover. We have conducted extensive due diligence on their clients and are absolutely committed to operating the combined business to the highest ethical standards. We have a robust ethics and conflict policy,” he added.
The acquisition of Bell Pottinger’s Middle East arm gives Hanover an immediate quantum leap in size, adding 17 executives to its payroll for a total strength of 20 — half of them Arabs or Arabic-speaking — with Archie Berens, the former Bell Pottinger boss in the region, chairman of the new business.
It also adds big clients like Aldar, S&P and Senaat to the list of corporates it services in the region. “None of the Bell Pottinger clients in the region left because of the Gupta scandal,” said Summers.
The strategy is to focus on high-end corporate communications advice, with a particular emphasis on those sectors where Hanover already has expertise — health care, financial services, technology and sports — via its global business based in London, Brussels and Dublin.
There, it already services clients like Facebook, Apple and Goldman Sachs, all of which have a big presence in the UAE. One aspiration is that some of that global business might be persuaded to go with Hanover in the Middle East as well; another is to add to the select list of “crisis communication” clients it already has in the region.
Does all this add up to a sound commercial strategy in a highly competitive market? The Middle East has seen an influx of international communications firms over the past decade, especially in the UAE. The opening up of Saudi Arabia under the Vision 2030 strategy has added to this competition, with many firms using the Emirates as a base for operations in the Kingdom.
“It’s no more competitive than London or New York. People will always want advice from good consultants, especially on the top-end strategic side. There aren’t as many good ones as you’d think in that space,” said Summers.
“Our growth has been funded by the profit we make from client work. We have no debt. The big networks are reporting a slowdown but our growth is bucking this trend,” he added.
Summers sees Saudi Arabia as a part of the Hanover strategy in the region, though admitted there are no immediate plans to open an office in the Kingdom nor fly “armies of PR men into Riyadh every Sunday morning,” as he put it.
The London-based Lewington was involved in the 1990s at the tail end of the big privatization drive set in train by former Prime Minister Margaret Thatcher and continued by her successor, John Major, whom Lewington served, and was regarded as a specialist in privatization messaging, especially on the consumer benefits of state sell-offs.
“In Saudi Arabia, it’s likely that demand will rise for strategic corporate communications consultants with an understanding of the culture of the region who can help Saudi companies put plans in place to navigate some of the complexities of privatization,” said Summers.


Myanmar evicts family of officer who testified on entrapment

Updated 21 April 2018
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Myanmar evicts family of officer who testified on entrapment

  • Two reporters, Wa Lone and Kyaw Soe Oo, have been detained since December 12 on charges of violating the Official Secrets Act.
  • Police Capt. Moe Yan Naing told a court that his superior had arranged for two policemen to meet the reporters and hand over documents described as “important secret papers” in order to entrap them.

Yangon: Myanmar police on Saturday evicted the family of a police officer who testified that he and others had been ordered to entrap two reporters working for the Reuters news agency who are facing charges that could get them up to 14 years in prison, the officer’s wife said.
The reporters, Wa Lone and Kyaw Soe Oo, have been detained since Dec. 12 on charges of violating the colonial-era Official Secrets Act. The two helped cover the crisis in Myanmar’s Rakhine state, where a brutal counterinsurgency operation last year drove about 700,000 Rohingya Muslims to neighboring Bangladesh.
Police Capt. Moe Yan Naing told a court Friday that his superior had arranged for two policemen to meet the reporters at a restaurant and hand over documents described as “important secret papers” in order to entrap them.
On Saturday, Moe Yan Naing’s wife, Daw Tuu, said she and her daughter were ordered to move out of their police housing in the capital, Naypyitaw.
“A police officer called us this morning and said we have to move out of the housing immediately and that’s the order from the superior,” Daw Tuu said, sobbing.
Moe Yan Naing said he and other colleagues who had been interviewed earlier by Wa Lone about their activities in Rakhine had been interrogated under the direction of Brig. Gen. Tin Ko Ko of the 8th Security Police Battalion.
The police department’s action against Moe Yan Naing’s family caused an outcry in Myanmar.
“This is an outrageous move,” said Robert Sann Aung, a human rights lawyer. “This is to give an example to other police in the country to keep silent from telling the truth.”
The court in Yangon has been holding hearings since January. The defendants’ lawyers have asked the court to drop the case against the pair, saying prosecutors failed to present enough evidence to support the case, but the judge denied the motion.