What if it is impossible for governments in France and Italy to abide by EU budget rules, because raising taxes and cutting public spending would crush economic activity and thus widen budget deficits instead of reducing them? What if electorates refuse to accept a decade of austerity and stagnation simply for the sake of preserving the EU monetary and fiscal rules?

Summary

• Gender: 9 women, 19 Men
• Groups: 14 EPP, 8 S&D, 5 ALDE, 1 ECR
• Commissioners: 7 Returning, 4 Former Prime Ministers
• European Parliament: 423 Votes in favour, 209 Votes against, 67 Abstentions

In Office as of 1st November 2014

The U.S. District Court for the District of Connecticut has ruled that Attorney-Lobbyists’ communications with corporate clients enjoy only limited protection under the Attorney-Client privilege. This decision joins similar rulings from federal courts in New York and Texas.

Rationale and background for the changes  

1. Afghanistan:  (EU, EAEC). Also accredited in Belgium, Estonia, Latvia, Lithuania
2. Albania: (EU, EAEC)
3. Algeria: (EU, EAEC). Also accredited in Belgium, Luxembourg
4. Andorra: (EU, EAEC). Also accredited in Belgium
5. Angola:  (EU, EAEC). Also accredited in Belgium, Luxembourg, Netherlands
6. Antigua and Barbuda: (EU, EAEC)
7. Argentina: (EU, EAEC). Also accredited in Belgium

A successful lobbying campaign is an ongoing process. It’s not done in a day or two, it may take months. But there are steps that every campaign must take to be successful.

Lobbying, at its core, is about relationship building. But a successful professional lobbyist is also a strategist. He knows when to say the right things, at the right time, to the right people. He knows the EU decision making process inside out. These two factors, relationship building and being a strategist, must work together in order for there to be success.

It is a common practice for foreign governments to hire Brussels-based firms that specialize in strategic communications and policy to promote their interests in EU circles, away from the official diplomatic relationship run through their embassy.

In order for foreign countries, NGOs and corporations to have their issues heard and addressed by EU officials in a timely manner, they need to have an ally who can give them the knowledge, skills and support to take their advocacy to the next level.

Japanese influence at EU level takes place at various levels:

1. Mission of Japan to the European Union
2. JETRO Brussels Office
3. Japan Machinery Center for Trade and Investment (JMC) Brussels Office
4. Japan Business Council in Europe
5. Japan Center for International Finance (JCIF) Brussels Office
6. Japan Petroleum Energy Center (JPEC) Brussels Office
7. Japan Automobile Manufacturers Association (JAMA) European Office
8. EU-Japan Business Roundtable

 Topics pertinent to both the EU and Japan

Created in 1999, the Japan Business Council in Europe (JBCE) is a leading European organisation representing the interests of almost 70 multinational companies of Japanese parentage active in Europe.

Members operate across a wide range of sectors, including information and communication technology, electronics, chemicals, automotive, machinery, wholesale trade, precision instruments, pharmaceutical, railway, textiles and glass products. Together, member companies represented in 2012 global sales of 1.2 trillion euros.

The EU-Japan Business Round Table (BRT) was established in its current form in 1999 to foster communication between the Japanese and European industries. Since April 2014, it has been co-chaired by Fabrice Brégier (President & CEO, Airbus S.A.S.) and Kazuo Tsukuda (Senior Executive Adviser, MITSUBISHI HEAVY INDUSTRIES, Ltd.). It meets annually, alternately in Japan and in Europe. The BRT's Members are senior executives from some 50 leading European and Japanese companies.