The 2026 Playbook for Leaders

If policy can move your revenue line—or your reputation—you need at least a light-touch public affairs (PA) capability. For regulation-heavy sectors and growth-stage companies, investing properly can mean the difference between reacting to rules and shaping them.

Why this matters now

Ireland’s economy is tightly connected to EU directives, national regulation, and public funding. Decisions made in Brussels and Dublin increasingly decide how you operate—from data and digital to energy, pharma, finance, and sustainability reporting. Companies that ignore policy typically pay for it later in delays, fines, missed tenders, or reputational hits.

Public affairs is not PR. It’s the work that ensures your organisation has a credible voice in policy, regulation, and legislative change—and that you remain compliant with Ireland’s Register of Lobbying when engaging decision-makers.

What a Public Affairs function actually does

• Map the policy landscape: Spot the EU and Irish issues that could affect your P&L.
• Engage decision-makers: Build structured relationships with government, regulators, agencies, and industry stakeholders.
• Monitor & respond: Track consultations, draft submissions, and prepare leadership for hearings or briefings.
• Ensure compliance: Report relevant lobbying activity correctly and on time.
• Connect the dots: Align with corporate communications, ESG/sustainability, legal, and risk.

5 signs you need Public Affairs (now)

1. Frequent regulatory interactions — You’re often in contact with departments, regulators, or state agencies.
2. Scaling into new markets — Expansion multiplies policy complexity and reporting.
3. High exposure to policy or reputational risk — ESG, sustainability, finance, or safety issues are material.
4. Operating in a scrutinised sector — Think pharma, medtech, fintech, energy, digital/AI, transport, utilities.
5. Competitors are influencing outcomes — You’re reacting while others are shaping the rules.

If you tick 3 or more, a formal PA capability is overdue.

Roles and salary guide (Ireland, 2025–2026)

• Entry-Level / Policy Executive: €40,000–€55,000
• Public Affairs Manager: €65,000–€90,000
• Senior Manager / Head of Public Affairs: €100,000+

Backgrounds often include government, law, economics, policy, sector bodies, or regulated-industry roles.

Build vs. Buy: What’s right for you?

Option A — In-house team

• Best for: Medium/large firms with ongoing regulatory exposure.
• Pros: Depth, continuity, embedded stakeholder knowledge.
• Watch-outs: Hiring lead time; you must maintain high ethical/compliance standards.

Option B — Specialist agency/consultants

• Best for: SMEs, startups, or project-based needs.
• Pros: Speed, breadth of policy coverage, cost flexibility.
• Watch-outs: Keep a named internal owner to coordinate and ensure accountability.

Hybrid is common: a lean internal lead + agency support for monitoring, submissions, and stakeholder programmes.

How to set up a Public Affairs function (in four steps)

1. Define scope
   Decide if you need: (a) compliance only (Register of Lobbying); (b) monitoring + submissions; or (c) a full stakeholder strategy with proactive engagement.
2. Design the operating model
   Clarify who owns what across PA, Corporate Comms, Legal, Risk, ESG. Build simple workflows for monitoring → triage → action → report.
3. Hire the right capability
   Start with a Manager or Senior Manager who can both design and do. Look for evidence of consultation responses, relationship-building, policy analysis, and board-level briefing.
4. Embed governance & measurement
   • Compliance: Accurate, timely lobbying returns.
   • Velocity: Time to decision on issues.
   • Quality: Senior-ready briefs; actionable consultation responses.
   • Influence: Invitations to roundtables/working groups; constructive regulator relationships.
   • Business impact: Reduced delays/costs; better tender readiness; risk mitigation.

Quick self-assessment (score yourself)

Answer Yes/No to each:

1. We can name our top 5 policy risks and who owns them internally.
2. We have a calendar of consultations (EU & Ireland) with assigned owners.
3. Our leadership gets a single-page monthly policy brief with decisions.
4. We have clear Register of Lobbying processes and evidence trails.
5. We are invited (not just attending) to relevant policy forums/working groups.

4–5 Yes: You’re in good shape—consider stress-testing strategy.
2–3 Yes: Stand up a lean PA model or augment with specialist support.
0–1 Yes: Prioritise PA setup; risk exposure is likely higher than it appears.

Common pitfalls (and how to avoid them)

• Confusing PR with PA: Media wins don’t replace regulatory engagement.
• Late engagement: Turning up at the end of a consultation is rarely persuasive.
• No evidence base: Policymakers value data, case studies, and operational detail.
• Compliance as an afterthought: Treat lobbying transparency as a core control, not admin.

The bottom line

Not every company needs a permanent public affairs team. But if your revenue, reputation, or roadmap can be moved by policy—especially in regulated or fast-evolving sectors—you’ll benefit from at least a structured PA capability. Done well, PA ensures you’re not just reacting to legislation—you’re influencing it responsibly.

Work with a specialist

If you’re considering setting up or expanding a PA function in Ireland, Spencer Recruitment specialises in public affairs and government relations hiring—from first manager hires to senior leadership.
Message me to benchmark roles, salaries, and structures for 2026 planning.

Brendan Madden
Managing Director, Spencer Recruitment
Public Affairs, Corporate Affairs & Communications Talent