Our experts bring decades of valuable experience to advise clients on how to affect change at the highest level in the Italian market.

Our network and knowledge of the ever-changing political climate helps us navigate policy changes for our clients.

We create synergy between brand and business to improve relations with media and key stakeholders.

Rud Pedersen Public Affairs Italy started operations in early 2024, bringing together a team of seasoned Italian consultants with the expertise to manage institutional relations across all levels and sectors.

Our mission is to equip businesses with the essential tools to navigate the complex legislative, economic, and social landscapes, both within Italy and at the European level. We employ an integrated approach to advocacy and communications, enhancing the likelihood of success for our clients' initiatives.

Leveraging Rud Pedersen Public Affairs' strong presence in Brussels and 18 other European capitals, we provide vital intelligence and insights from key international stakeholders. With the support of a group comprising over 600 consultants and Senior Advisors, Rud Pedersen Public Affairs Italy offers strategic counsel that is both unique and unparalleled.

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**Rud Pedersen Public Affairs**
[Piazza di San Silvestro, 8,
Rome, Latium 00187](https://maps.app.goo.gl/qZ4752KxKvkP4vm76)

**Managing Partner:**
Luigi Ferrata [luigi.ferrata@rudpedersen.com](mailto:luigi.ferrata@rudpedersen.com)

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*Article first appeared in [Adnkronos](https://eurofocus.adnkronos.com/sicurezza/compiti-e-limiti-del-nuovo-commissario-europeo-alla-difesa-le-prospettive-di-ferrata-rud-pedersen/) 08-10-2024, translated here 28-10-2024.*

In the new European Commission, which still has to pass the hearings at the European Parliament, a new member of weight has burst in, the Commissioner for Defense and Space. The new delegation has been assigned to Andrius Kubilius, former Lithuanian Prime Minister, but his powers and responsibilities are yet to be written. Leaving aside the part on space, on which the EU already has its own history, with **Luigi Ferrata, Managing Partner of Rud Pedersen Italy**, we focused on the things that could change in the defense sector.

Reading his letter of assignment, Kubilius will have to:
–	Increase investment by strengthening the European Defence Fund and implementing the Regulation on Strengthening the European Defence Industry through Joint Procurement (Edirpa) and the Regulation on Support for the Production of Ammunition (Asap).
–	Present a White Paper on the future of European defence within the first 100 days of the mandate to identify investment needs and propose a framework for strengthening European defence.
–	Implement the EU Space Strategy for Security and Defence.
–	Strengthen the single market for defence, including through demand aggregation, joint procurement and support for SMEs.
–	Contribute to the creation of dual-use transfer infrastructure corridors for the mobility of military personnel and equipment.
–	Lead the creation and implementation of the joint European Air Shield and Cyber Defence projects.
–	Implement the European Defence and Industrial Strategy and complete negotiations on the European Defence Industrial Programme.

**Interviewer: A vast, vast program. Ferrata, how did we get to this point, to the urgency of providing Europe with a more coordinated defense, which was also one of the main points of Mario Draghi's report?**

**Luigi Ferrata:** “We are arriving at the birth of a Commissioner for Defense in a phase of great uncertainty. First of all, because we know that defense is one of the founding characteristics of a State, at the basis of the contract with citizens. The Union is not a State and there is already the first problem. We have come to talk about European defense for three specific events. The first, the Trump Presidency: for the first time since the post-war period, Europeans are being put in front of their responsibilities (and their contribution) in the field by the United States, no longer depending only on the American ally. The second, the shift of US foreign policy towards the Indo-Pacific region. The third, obviously the Russian invasion of Ukraine which has completely changed the scenarios. And it is no coincidence that the Commissioner was chosen, a Lithuanian, a country that has been subjected to Russian domination for about fifty years and for which Russia is a historical enemy. There is a very specific political direction”.

**Interviewer: Let me take a step back: in Europe we have had cases of international collaboration, such as the Eurofighter fighter and the (still to be built) Franco-German tank. In 2017, Pesco was born, a process to strengthen cooperation in this sector. 25 Member States (excluding Denmark and Malta) have joined, agreeing to invest, plan, develop and implement their military capabilities more jointly. Are we succeeding?**

**Luigi Ferrata:** “We have a complex context, in which for example Austria and Malta declare themselves totally neutral. There is talk of European defense, but within the European Parliament there is no specific committee on defense, but rather a subcommittee of Foreign Affairs. There is talk of massive investments in this field, but then it would be time to review the ESG taxonomy, because it will be a problem to finance the defense industry if we do not rethink the criteria that favor green investments and discourage those that are not fully sustainable. And then we need to agree on European procurement, given that at the moment we import about 78% of our defense needs. However, it is difficult to compete with international giants if European competition law prevents the birth of champions”.

**Interviewer: In recent months there has also been talk of a NRRP for defense, of a European fund financed with common debt. Draghi also spoke about it. Is it a feasible program in your opinion?**

**Luigi Ferrata:** “It is a central theme that requires common reasoning. We talk about good debt, and that's fine, but the issue is to first understand what is needed to lay the foundations of a European defense industry. The risk is to have a barrage of funding that does not achieve the goal of creating a common security system. And then in these projects a lot of emphasis is given to large armament systems, missiles, air tanks. But we also need to focus on the equipment of soldiers, on light weapons, which are what those who put the boots on the ground need, who are in charge of our collective security".

Tasks (and Limits) of the New European Commissioner for Defense: Ferrata's Perspectives (Rud Pedersen)

By: *[Niccoló de Arcayne, Associate Director Rud Pedersen Public Affairs Italy](/rud-pedersen/en/contact/italy/niccolo-de-arcayne)*

**Background:**
2024 is the year of Italy's G7 presidency. During this time, the Italian government has chosen Ancona, an important city on the Adriatic Sea, as the location for the Health Ministers' meeting, which will take place from October 9 to 11, 2024. Participants include the Ministers from G7 member states, the European Commissioner for Health and Food Safety, and Health Ministers from guest countries: Albania, Brazil, India, South Africa, and Saudi Arabia, along with representatives from international organisations such as FAO, WHO, and OECD.

The aim is to identify strategies that effectively address current crises and challenges that carry significant social and economic costs, while combating inequalities and promoting health as a fundamental value and strength of our societies. Specific topics that will be covered are:Society and Health; Well-being and Lifestyles; Territory and Healthcare; Healthy Future.

**1. Society and Health**
The relationship between society and health is crucial for promoting a healthy community. Social inequalities affect access to healthcare services and overall well-being. It is essential to develop inclusive policies that address these imbalances, ensuring that all citizens can benefit from fair and accessible health opportunities. Collaboration and shared responsibility are fundamental to building a resilient and cohesive society.

**2. Well-being and lifestyles**
Individual well-being is strongly influenced by the lifestyles adopted. A balanced diet, regular physical activity, and mental health are key pillars for preventing diseases and promoting a healthy life. It is necessary to raise awareness among the population about the importance of conscious and sustainable choices, integrating educational programs and awareness campaigns that encourage positive health behaviours.

**3. Territory and Healthcare**
The link between territory and healthcare is fundamental to ensuring effective and personalised healthcare. The geographical and socioeconomic characteristics of an area influence the health needs of the population. It is crucial to develop strategies that consider local specificities, promoting accessible and sustainable healthcare services that meet community needs and value territorial resources.

**4. Healthy future**
Investing in the future of health requires an innovative and sustainable approach. Research and technology play a key role in improving care and preventing diseases. It is essential to promote a culture of health that integrates education, prevention, and scientific research. Only through collective commitment and a forward-looking vision can we build a future in which every individual has the opportunity to live in health and prosperity.

**Summary:**
The G7 Health Ministers will conclude the meeting by signing a communiqué committing to addressing major health challenges to ensure a healthy life for all. Additionally, they will adopt a policy brief on the opportunities presented by artificial intelligence for both healthcare providers and patients. In November, an “Implementation Conference” on antimicrobial resistance will wrap up the agenda for the Italian G7 Health meetings.

-----
*Learn more about how our experts work with these, and other pressing healthcare challenges, email 
[info@rudpedersen.com](mailto:info@rudpedersen.com).*

The G7 Health Ministers' meeting in Ancona, Italy

The Italian Public Affairs sector continues its evolution with constantly growing companies, investments by funds, new acquisitions, mergers and above all expansions both inside and outside the Italian territory - usually towards Brussels - in order to facilitate the management of European dossiers.

However, this expansion process is not unidirectional. In fact, if it is true that Italian companies now cannot avoid having an increasingly European dimension, the same can be said of European consultancy companies which cannot neglect the national level and, therefore, the Italian market. We discussed it with **Luigi Ferrata, Managing Partner of the Italian office of Rud Pedersen Public Affairs**, one of the largest European consultancy firms in the public affairs and communications sector which has offices in 18 EU countries.

**Your company is rapidly expanding and last March you opened an office here in Italy. Why now?**

**LF:** Rud Pedersen Group is in a phase of great expansion and only in the last year has it expanded its presence to Ukraine, Spain and the Czech Republic. A similar process cannot ignore Italy, as ours is one of the founding countries of European Union, the continent's third largest economy, Europe's second largest manufacturing industry and a major global exporter. To this purely economic aspect, we must add some considerations of a political nature linked to Italy's role within the Parliament, where our representation is one of the most numerous, in the Commission where we historically hold portfolios of great importance and lastly in the Council where our country is one of the most important presences. Furthermore, the role played by Brussels must be considered. The Belgian capital is characterizing itself as a landing point for international clients who increasingly prefer to hire a "one stop shop" consultancy company that acts as the sole interlocutor both at a central level and in the various member countries for the various support activities. It is for this reason, therefore, that it is necessary to guarantee a presence in the main European capitals and therefore also in Rome.

**Therefore Italy cannot be ignored, especially in view of the next elections.**

**LF:** Yes, certainly. In this historical period, our country, precisely by virtue of its history and size, can play an important role in many difficult dossiers. However, our real weight will largely depend both on the political choices that will be made in the coming months by institutional decision-makers (see PNRR) and, above all, on the new parliamentarians who will represent Italy and on who will join the next Commission.

**Speaking of Europe, what does it mean for a player accustomed to acting within regulated systems to arrive in the Italian system which is still looking for a regulatory framework for the sector?**

**LF:** In the past I too have been part of working groups organised by previous Governments and Parliaments to arrive at regulation of lobbying activity and obviously even today, Rud Pedersen is ready to collaborate and make their international experience available to the legislator. It is, however, also true that regulating the lobby is a very difficult task because there are numerous loopholes that prevent the identification of complete and exhaustive legislation capable of being applied to all cases. It is enough to look at what has happened in Europe where there are numerous obligations on the lobbyist but many fewer on politicians or on those who have recently left politics.

**Are you referring to cases of foreign interference through parliamentarians and former parliamentarians?**

**LF:** Exactly. This is an example, but there are many others that demonstrate how there are so many different scenarios that even the best regulation is imperfect. In principle, it's good to have regulation, but it's much, much more important that a significant role is left to civil society, watchdogs, and the press, who must monitor and supervise, bringing questionable or unethical behaviours to the attention of the public, without wanting to be executioners and holding trials in the square.

**On the other hand, however, we have a problem of authoritativeness of the sources. This control can always be challenged by the problem of fake news.**

**LF:** It's true, everything can be manipulated and fake news is a big problem. Given that complex problems have complex answers and that it is a very long and very difficult battle, in my opinion we have two paths: that of creating a critical conscience in people by investing in training, certainly not a short-term process which, however, can bring very important results; the second is represented by the use of technology through the use of systems linked to artificial intelligence which allow fake news to be identified more easily. By acting in this way, perhaps we will be able to manage the problem with greater awareness.

**You have a long experience which has seen you hold important roles in numerous companies, including international ones, in the sector. What differentiates Rud Pedersen Public Affairs from other consultancies?**

**LF:** The Italian market has evolved extremely positively thanks to the presence of companies that offer high quality services in line with best practices at a European level. In recent months, we are also witnessing a phase of consolidation with the entry of private equity funds. Having made the necessary premises of the case and a fair applause to our competitors, I believe that there are however some distinctive aspects in our activity that distinguish us and characterise us: i) our European matrix. According to some analyses, approximately 75% of the legislation adopted at national level comes from the European Union. Rud Pedersen is one of the most important companies in Brussels with a team of 80 people and solid presence in the main European capitals. Our objective, in addition to growth in the domestic market, is to shorten the distance between Rome and Brussels and to create a bridge with the different capitals; ii) skills on European funds , increasingly important in the creation and growth of businesses. Thanks to our Funding and Partnership department, we aim to accompany companies in accessing community funds; iii) lastly, to complete our offer, there is a very high level Senior Advisor Board, within which there are former political leaders, Ambassadors, Generals, Directors and Heads of Cabinet of the Commission and important business managers, who can offer great support in defining tailor-made strategies and approaches.

**How does this approach allow you to enter a very particular market with small, hyper-specialised boutiques on one side and large players on the other?**

**LF:** First of all, with regards to size and given the developments of the Italian market, I think it is important to underline that we are a company controlled entirely by partners and there are no external investors, funds or parent companies. In terms of services, however, we enter this market by offering a bridge with Brussels. Unlike our national competitors, who first structured themselves in Italy and then opened offices in Europe, we followed the opposite path. We are European by our very nature, ours is the baggage of a company present in 17 EU member countries which has structured an offer deeply based on a multilevel approach capable of responding to all the needs of companies.

Public affairs, if Europe looks at the Italian market

As the Group’s 18th office in Europe, and second opening this year, Rome continues a trend of expansion across Europe’s major capitals. The firm’s growing footprint further supports advisers in their mission to help clients with multi-jurisdictional business needs and provide locally adapted solutions. 

Luigi Ferrata will lead the new office, bringing to the Group his two decades of experience advising international businesses. Luigi has previously managed projects in Italy and at EU level with a focus on ICT, energy, and healthcare. He was previously Head of Public Affairs at Engineering Group, a multinational organisation with approx. 15,000 employees. A member of one of the leading think tanks in Italy, AREL, and the scientific committee of ASviS, the main sustainability platform in Italy, Luigi regularly contributes to public debates on politics and decision making.

**With Brussels' Managing Partner, James Stevens**, himself an Italian national, serving as Vice-President of the Board for the Rome office, the link between Rome and the rest of Europe is already well-established.

The office also welcomes Associate Director Niccolò de Arcayne and Associate Salvatore Mazzocca for the opening. Niccolò has extensive experience in consulting, with a primary focus on the healthcare sector and will be supporting the Rome office to coordinate with the Group Healthcare team led by Trine Ann Behnk. Salvatore has been working for two years in Rud Pedersen’s Brussels office but will be moving to Rome to support the new office, with specialisms in food and agriculture, and energy and climate.

**Reflecting on his new role, Luigi Ferrata, said** “I am thrilled to be opening Rud Pedersen’s Rome office and creating new opportunities for clients in this market. With offices in key European capitals, including at the heart of the EU in Brussels, Rud Pedersen offers clients a comprehensive and multi-market approach to problem solving. We are looking forward to building a bridge to other influential cities and supporting clients to engage effectively with EU decision makers.”

**Commenting on this Italian expansion, Founder and CEO Morten Rud Pedersen said** “It is great to welcome Luigi and the Rome office to the Rud Pedersen Group. This is a market we have been looking to work in for a while, with many existing clients who have interests in Italy. Luigi has the experience and network in Rome to understand the needs of our clients and offer creative solutions to meet them. It is great to open with a solid team and our expansion into this market means we can now offer support to clients from 18 of our own offices across Europe, covering the five most populated countries in Europe.”

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