Challenge

The Ukrainian company Milkiland had been ignored and effectively passed down with respect to a crucial development loan from the European Bank for Reconstruction and Development (EBRD). Milkiland sought out help. The challenge was to overcome the network of interests that were blocking the EBRD from assessing the request of Milkiland on the face of it.

Strategy

The strategy was for us to simulate a check and balance mechanism in a more private context, within the nature of EBRD, being positioned in between the public and private domain. We co-ordinated the relevant playmakers and acquired a detailed awareness of EBRD’s internal politics. We delicately navigated the assortment of economic and political objectives and obligations.

We put forward that the behaviour of the EBRD was contrary to the purpose of the organization. By prejudicing the position of a Ukrainian company, it was acting against the stated objective of helping Ukraine become a stand-alone market economy.

Results

The result was a tremendous 30 million dollar loan for Milkiland. This achievement was the consequence of a careful triangulation of sensitive political and private interests. Legal and institutional certainty, and ethical business behaviour, are now a cause for enhanced development prospects in Ukraine.

Challenge

Bulgarian MET Real Estate sought our help vis-à-vis EU state aid and environmental politics. MET planned a development located in an area protected by the EU Nature Directives, having obtained the construction permits through the land swapping laws, common in Bulgaria as in other former Communist countries. Alber & Geiger had to convince the European Commission that there was no illegal state aid in the aftermath of Bulgaria’s EU accession.

Strategy

Our methodology assimilated policy and law into a subtle and meticulously engineered lobbying strategy. It practically depictured to Commission’s experts that a resolution could be found which did not violate state aid law or inhibit Bulgaria’s legitimate development goals.

It used the length and breadth of EU policy fields to put the situation on a macro-European policy context. It relied on the socio-economic dynamics of transition in the Bulgarian property market, and subsumed this framework into consciousness of the European Commission’s policy.

Results

Ultimately we were able to get the Commission, the Bulgarian Government and MET Real Estate, to agree on a settlement that would benefit the internal market and the development needs of the Bulgarian tourism industry. We protected our client from a potentially non-empathetic knee-jerk reaction by the European Commission, which would have had wider implications on the economic health of the region.

Challenge

Stanleybet launched the Fair Play For Sports Betting campaign, calling for fair access to all European markets for all EU-based sports betting operators. However, it was hampered by monopolistic Romanian gambling laws, which prevented it from bringing the full benefits of its cross border business model to the country. The challenge was to get the post-Communist Romanian sports law infrastructure in line with EU law.

Strategy

The strategy was based on the landmark Gambelli judgement. In that court case, our Chairman had been Attorney General. His Opinion had established an important framework for determining the validity on limitations to cross border gambling. Concurrently, our strategy contextualized our inter-institutional communication according the Romanian sports law infrastructure. It utilized the fact that Stanleybet had based its cross border business model on the Gambelli and Placanica rulings.

Results

We were able to demonstrate to the European Commission that Stanleybet was a model of the type of economic activity, which it had a duty to protect. Thanks to our efforts, the EU Commission forced the Romanian state to comply with these very recent extensions to EU competence. Stanleybet now has a lucrative and successful operation in Romania, which benefits consumers.