The discreet advisors

No reception, neither Persian carpets nor USM Haller. What Hans Klaus calls "moderate modesty" is the name of the game at Klaus-Metzler-Eckmann. The utmost discretion and a personal atmosphere are desired here. "When someone comes to us, they have us, our cumulative know-how and experience. The three of us are the company." We are Hans Klaus, Ruth Metzler-Arnold and Daniel Eckmann. Former companions in federal Bern. Klaus assisted the then Federal Councillor Metzler in the Federal Department of Justice and Police (FDJP) as Head of Information and Media Spokesperson. Eckmann was Federal Councillor Kaspar Villiger's delegate for communications in the Defense and Finance Departments. Under the name "Klaus-Metzler-Eckmann. Strategy, Leadership, Communication", the three have come together again. Similar to a law firm, the partners run offices in different locations - in Zurich, Appenzell and Murten. Each has specialized in the area in which they have the greatest wealth of experience. Eckmann, who was Deputy Director General of SRG for a long time and led the convergence program, is the strategist of the trio. The former national handball team goalie is called upon for mergers, among other things. Metzler's specialty is the management part. In addition to her numerous board mandates, the lawyer advises managers, executive boards and boards of directors. Klaus is the communications person and is therefore best described as an agency. Due to his wealth of experience, his focus is on crisis management. Even during his time at Swissair, Klaus simulated crashes and prepared the airline for possible scenarios. During the Swissair SR 111 crash in Halifax, he took on the role of press spokesman. He is the "crisis uncle" among the consultants.

Getting to the bottom of things

In contrast to airlines, which are relatively well prepared for a crash, the companies that end up at Klaus-Metzler-Eckmann in an emergency hardly ever deal with crisis scenarios in advance. A pet food manufacturer who wanted to develop a strategy in case a pet died due to spoiled food is the exception. In most cases, the consultants are only called in when the mess has already been made. For example, when a legal complaint has been filed: When Nikon Switzerland was accused of obstructing parallel imports by the Competition Commission Weko at the end of 2011 and threatened with a fine of 12.5 million Swiss francs, the consultants were called in to avert damage to the company's image. Armed with an external expert opinion that examined the camera market in Switzerland and refuted the facts, Nikon appealed the decision to the Federal Administrative Court. (The proceedings are still pending.) In addition, the camera manufacturer went on the counter-offensive in terms of communication and questioned the Weko's actions. Why was an investigation conducted solely against Nikon? Why was the decision published in the middle of the Christmas season?

Very rarely does Klaus-Metzler-Eckmann only support clients with communication. "There is no communicative solution to a problem that was not resolved before the actual crisis," Klaus is convinced. If a chocolate manufacturer pays cocoa farmers in Africa or Asia lousy wages, the media and NGOs will rightly expose this. In such cases, he advises companies to communicate openly and honestly - and to rectify the problem. The problem itself must be solved. Communication only helps with the solution in terms of transparency. The consultants also help their clients with the strategic solution. They also take a close look at the management aspect. Klaus criticizes the fact that in times of crisis, management is often identical to normal operational management. Ideally, a competent crisis manager should be appointed rather than the CEO. A strong personality who - out of the media's field of fire - takes over crisis management. Someone else is responsible for communication. Of course there should be communication, says Klaus. "But good-weather PR has no place in a crisis."

Just no media hype

In any case, Klaus believes that the mediatization of companies is being pushed too hard: "I maintain that we are facing a paradigm shift in communication. There is a complete overstimulation or 'overprofiling' in politics and business." A company should concentrate on its strategy, its management, its services and its product. A CEO does not have to put himself in the limelight at every opportunity. "Communication is important - but not management profiling. There is no need to expose yourself to the hilt, especially not in the social section of the media."

In any case, the majority of the consultancy's clients are keen to appear in the media as little as possible - most recently with economic problems or, as in the case of Nikon, with a legal dispute. This probably includes the Russian holding company Interros, for which Klaus-Metzler-Eckmann has taken over all European communications. The work was not long in coming. When the dispute between Interros and the Rusal Group, both involved in the largest nickel producer Norilsk Nickel, shifted to Switzerland, media interest was also aroused in this country. (Interros was charged with money laundering, with Hyposwiss, a subsidiary of St. Gallen Cantonal Bank, allegedly serving as the hub). However, as the Office of the Attorney General of Switzerland did not respond to the complaint, the workload for the communications professional was limited. After the case was also confirmed by the Federal Criminal Court in Bellinzona, Klaus announced the good news to 20 Minuten online. And at the end of July, the president and owner of Interros, a Russian oligarch, finally told the NZZ that the case was closed for him. The advisors are not willing to disclose what is currently keeping them on their toes. However, it seems obvious that the consultancy is also involved in the 2014 Winter Olympics in Sochi, for which Interros is investing billions. With his past as communications director at Fifa, for which he organized the 2010 World Cup in South Africa, Klaus should fit the bill. And he describes his relationship with Interros and its management as "something very personal".

Klaus does not deny that relationships are important. But of course Klaus-Metzler-Eckmann do not take on mandates just because of a good relationship. A risk assessment is always carried out, especially with large foreign corporations. If a case seems too risky for just one of the consultants or the company's circumstances are too opaque, they turn it down. "If we are already trying to pull the coal out of the fire for someone, there has to be complete openness and transparency towards us." Klaus, on the other hand, finds it difficult to exclude a client on principle. "Principles are of little use in this job, but we first check every mandate carefully to see whether it is compatible with our ethical and moral principles."

While the consulting firm demands openness and transparency from its clients, they in turn demand discretion. The fact that the name Klaus-Metzler-Eckmann does not usually appear in connection with clients - apart from Nikon and Interros - is part of the credo. Furthermore, the references remain vague: both listed companies and SMEs - from the financial industry, the retail and service sectors - as well as sports institutions and associations in general. According to Klaus, around two thirds of these are long-term mandates lasting more than six months.

Reception in the "London Office"

The international focus is pronounced at Klaus-Metzler-Eckmann. While Eckmann still tends to represent Swiss clients, the proportion of foreign or international groups at Klaus is particularly high at 90 percent. In order to be able to better serve international clients in general, the consultants have had an office in London for a few months now. This is an ideal location, as many companies have their legal teams based in the English capital and the international press has correspondents on site. And - because of our shared past in the Swiss parliament: How many mandates come from this circle? According to Klaus, political mandates are not their main field of activity. "We primarily operate in the world of business, although we also come across political or partly political mandates time and again." In most cases, this involves specific work such as assessing a proposed vote or preparing for certain political projects. Classic lobbying is excluded. We work with partner companies in this area. The proportion of mandates from administration and politics fluctuates between ten and twenty percent, Klaus estimates. Not a single one, said Der Sonntag in a report just under a year ago. "Nobody wants Ruth Metzler as a political advisor," was the headline. Much to Klaus' delight. He sees the article as proof that confidentiality works: "Our basic business is discretion."

Isabel Imper

In a nutshell

Hans Klaus, managing partner, federally certified public relations consultant. Fifa Director of Communications and Public Affairs. Head of Communications and Corporate Social Responsibility at Japan Tobacco International. Head of Information at the Federal Department of Justice and Police and spokesperson for Federal Councillor Ruth Metzler-Arnold. Head of Crisis Communications in Halifax, Canada. Media spokesman for the Swissair Group for seven years.

Ruth Metzler-Arnold, Partner. Lawyer and certified public accountant. Chairman of the Board of Directors of OSEC; member of the Board of Directors of AXA Winterthur Insurance, Bühler Technology Group, Appenzell Ausserrhoden Hospital Association; member of the University Council of the University of St. Gallen. Five years as a member of the Federal Council (Minister of Justice and Police) and three years as a member of the Government Council (Finance Director) of the Canton of Appenzell Innerrhoden. Eight years in audit and consulting at PWC.

Daniel Eckmann, Partner. Lawyer. Lecturer at the University of Bern. Seven years as Deputy Director General and member of the SRG Executive Board. Twelve years as Delegate for Communications for Federal Councillor Kaspar Villiger in the Defense and Finance Departments and as his personal advisor during both presidential terms. Served on international negotiating delegations, the "Airlift" task force for the establishment of the Swiss airline, on crisis teams and the special hostage-taking task force. Advisory board member of the Swiss Olympic Academy.