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Manage a complex press office within a region in conflict

Assist a political party under pressure

Improve a nation's international communications

Build capacity for a key national function

Assist a nation in the midst of the Arab Spring

Act as a spokesperson for an international taskforce

Turn around a failing change programme and save £2m

Act as a spokesperson for a strategic national organisation

Communicate through conflict during a national crisis

Cohere a siloed organisation

Improve communications capacity for an international agribusiness

Deliver communication skills and capacity to an international organisation

Provide specialist communications training

Situation

NATO required an individual to lead the operational communications function based in Kabul, Afghanistan during a period of sustained military operations.

Approach

Carried out whilst serving in the UK armed forces, our personnel deployed to Afghanistan leading a multinational team to deliver 24/7 news management and liaising with representatives of all major global news outlets.

Outcome

Our personnel delivered sensitive information to media outlets circumventing both logistic and geographical constraints through strategic and clearly defined contact broking between senior journalists and military personalities.

Situation

Under pressure on several fronts, a major political party stood accused of financial malpractice in the UK.

Approach

Our personnel led a team encompassing senior counsel, crisis, legal and political communications, dealing with issues across 3 continents. They developed close professional relations with key political leaders, allowing the organisation to select, form, train and operate an international press office function. A full programme of communications and engagement activities was conducted such that the organisation could put its side of case across, including visits to the European Parliament.

Outcome

When outstanding cases against our client were ceased by the CPS, a fully-functioning international press office capability was able to react proportionately and appropriately to enquiries, marking the organisation out as a progressive force in a turbulent region.

Situation

We were asked to select, train and mentor to an international press office function to sit at the heart of Emirati life. The first requirement was a personal programme for our client’s senior leaders, followed by a plan designed to improve the capability of existing personnel and future hires.

Approach

A programme to rapidly build communications capacity was proposed. This included establishing a course and programmes conducted by personnel in London.

Outcome

As the programme progressed, the client gained a better understanding of their team; their different personalities and professional capabilities. After each element, personnel implemented the new ideas and knowledge they had gained, leading to significant improvements in communications capacity.

Situation

Our client instructed our team to lead, build and operate a communications function for an organisation where no such capacity previously existed. This presented the team with the task of designing and building a fully operational press office from the ground up.

Approach

An initial audit phase was undertaken followed by capacity building. This phase required the recruiting, hiring and training of 25+ personnel, who, following the programme’s launch, would ultimately take full control of the department’s communications. The complex geopolitical climate in question had to be afforded great consideration. The team also assisted the department with other sensitive matters.

Outcome

The project had influence on both the local and regional stage. Sentiment analysis showed a slowly improving picture as many outlets began to use our key messages and narrative.

Situation

Amid the turbulence of the Arab Spring, with elections approaching and tensions rising, this organisation was poorly prepared to communicate properly with its key stakeholders at home and abroad. With limited time, a process was required through which its most appropriate staff could be selected and trained, after which a communications division would need to be created, manned and operated from scratch.

Approach

We delivered an accredited programme, training candidates in news skills, planning and monitoring functions. All candidates were rigorously assessed. On completion of the course the team worked to identify, assess and recommend appropriate personnel to form a new international press office. We then selected the key staff to form the new unit, which became operational within three days of activation.

Outcome

The department’s staff worked alongside our personnel to run the press office, offering international journalists a dedicated point of contact whilst in-country.

Situation

The UK Armed Forces required an individual to promote the activities of an international taskforce and build the communications capacity of domestic Bosnian stakeholders.

Approach

Our personnel required a detailed knowledge of the historical context of the Balkans and the issues at hand. An effective network was rapidly developed, with the communications function re-aligned to engage and develop domestic Bosnian journalism and train government personnel.

Outcome

Communications were delivered in direct support of operations as a ‘force multiplier’. A trebling in positive press items resulted, with the press office focussed on a programme of engagement with key stakeholders including government personnel.

Situation

A UK government communications department contracted a global consultancy to initiate a re-prioritisation programme. Its aim was to fund investment, paid for by efficiency savings. Unfortunately, a clandestine approach, coupled with a lack of staff consultation threatened key outputs and business continuity.

Approach

Our personnel worked quickly to understand the reputational and operational threats to the organisation. We took change of the change programme on an interim basis and immediately embarked on a programme of all-staff briefing at forums conducted across the UK. Relationships were built with key stakeholders, including Civil Service and Union representatives to ensure mutually acceptable solutions. Working within a reduced resource-envelope, a new functional and positional structure was designed for the organisation, with a programme of national workshops conducted to ensure that all staff had the opportunity to understand and engage with the new proposals.

Outcome

The programme successfully saved the UK government c.£2m pa without affecting business continuity. Approximately one third of the workforce saw their roles change significantly. On completion of the project, the organisation is now recruiting new staff and adopting new and more efficient procedures.

Situation

The Royal Navy required an individual to lead communications between the Secretary of State for Defence and the UK national press. It required briefing and preparation at the highest levels of the service and government.

Approach

Carried out whilst serving in the UK armed forces, our personnel required an intimate knowledge of the ministry, the sector, the defence correspondents and the communications theory that joins them all together. Flexibility, risk appetite and pace lay at its core

Outcome

As a largely reactive role, success often came in the form of what wasn’t published. Where news-space allowed, proactivity was also key, including the execution of communications plans linked to major operations and equipment programmes.

Situation

With a new regime in power after a coup d’état, a multinational company needed to work fast to engage with key stakeholders and protect its assets.

Approach

Our personnel were engaged to assist with communications to a new administration intent on renegotiating contracts and implementing punitive fees. Following sanctions, tasking changed into the implementation of a robust and resilient communications strategy.

Outcome

As well as successfully communicating through a period of intense crisis, we wrote and implemented a new communications strategy; managed issues, organised a programme of key leader engagement and introduced robust communication protocols.

Situation

A government department had decided to review its communications function, creating a professional career path for its personnel. Historically, much of the department had been discredited, creating a legacy of difficulties which affected its ability to deliver the outcome required.

Approach

We conducted an audit which highlighted the need to enhance the capacity and capability of the frontline staff. We delivered a two-day seminar to address key issues and better understand the complexities and difficulties faced by the organisation. We also arranged guest speakers from national media organisations.

Outcome

Using our personnel to bring the communications apparatus together was a profitable experience for all involved. Participants and senior personnel were able to exchange views and share concerns, with breakout sessions specifically configured to address problematic areas.

Situation

An international agribusiness and the country’s largest foreign direct investment required senior strategic communications advice and assistance in advance of a publication of a report into their land acquisition and clearance process.

Approach

After visiting the company’s premises and meeting with key stakeholders, our personnel undertook an appraisal of the organisation’s communications, developed messaging around issues raised by the report and clarified policies concerning their land acquisition process, environmental and ecological safeguarding and their respect for local infrastructure. Their capacity to engage with stakeholders was enhanced through the appointment of a communications officer, by the formation of a comprehensive website and the development of their communications capacity.

Outcome

The client continues to operate in-country. After the implementation of these changes, they had a significantly enhanced capacity to understand the perspectives of their stakeholders, and to effectively deal with local and regional communications in-house.

Situation

Our personnel were required to hire and train a team of communications specialists providing round-the-clock consultancy to a third party.

Approach

Full use was made of operational expertise in the country in question, coupled with hard-won cultural experience to ensure that the right people were both selected and then employed.

Outcome

Despite being in the most demanding of environments, a subtle shift in sentiment amongst key audiences was noted. Results in this case would be measured over months, if not years.

Situation

Our client required us to deliver a strategic-level communications course to senior personnel at an internationally renowned leadership and management college.

Approach

This course took the recipients through a communications journey from the strategic requirement to communicate, to issues that can be faced at the operational level and on to experiential solutions for delivery. The presentations were a mix of theory (including professorial level communications experts), practice (including renown international journalists) and delivery techniques (including play-back options for live training).

Outcome

Participants were about to assume a positions of authority and now use both sound theory and best practice, when communicating with international media.

Our global reach

With offices in London and the Middle East, we are proud to have resolved issues for complex organisations across the world over two decades.

 

Take a look a selection of our case studies. These all reflect the fact that we take our clients’ confidentiality incredibly seriously.

Our global reach

With offices in London and the Middle East, we are proud to have resolved issues for complex organisations across the world over two decades.

 

Take a look a selection of our case studies. These all reflect the fact that we take our clients’ confidentiality incredibly seriously.

Manage a complex press office within a region in conflict

Assist a political party under pressure

Improve a nation's international communications

Build capacity for a key national function

Assist a nation in the midst of the Arab Spring

Act as a spokesperson for an international taskforce

Turn around a failing change programme and save £2m

Act as a spokesperson for a strategic national organisation

Communicate through conflict during a national crisis

Cohere a siloed organisation

Improve communications capacity for an international agribusiness

Deliver communication skills and capacity to an international organisation

Provide specialist communications training

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More info

Manage a complex press office within a region in conflict

Assist a political party under pressure

Improve a nation's international communications

Build capacity for a key national function

Assist a nation in the midst of the Arab Spring

Act as a spokesperson for an international taskforce

Turn around a failing change programme and save £2m

Act as a spokesperson for a strategic national organisation

Communicate through conflict during a national crisis

Cohere a siloed organisation

Improve communications capacity for an international agribusiness

Deliver communication skills and capacity to an international organisation

Provide specialist communications training

Situation

NATO required an individual to lead the operational communications function based in Kabul, Afghanistan during a period of sustained military operations.

Approach

Carried out whilst serving in the UK armed forces, our personnel deployed to Afghanistan leading a multinational team to deliver 24/7 news management and liaising with representatives of all major global news outlets.

Outcome

Our personnel delivered sensitive information to media outlets circumventing both logistic and geographical constraints through strategic and clearly defined contact broking between senior journalists and military personalities.

Situation

Under pressure on several fronts, a major political party stood accused of financial malpractice in the UK.

Approach

Our personnel led a team encompassing senior counsel, crisis, legal and political communications, dealing with issues across 3 continents. They developed close professional relations with key political leaders, allowing the organisation to select, form, train and operate an international press office function. A full programme of communications and engagement activities was conducted such that the organisation could put its side of case across, including visits to the European Parliament.

Outcome

When outstanding cases against our client were ceased by the CPS, a fully-functioning international press office capability was able to react proportionately and appropriately to enquiries, marking the organisation out as a progressive force in a turbulent region.

Situation

We were asked to select, train and mentor to an international press office function to sit at the heart of Emirati life. The first requirement was a personal programme for our client’s senior leaders, followed by a plan designed to improve the capability of existing personnel and future hires.

Approach

A programme to rapidly build communications capacity was proposed. This included establishing a course and programmes conducted by personnel in London.

Outcome

As the programme progressed, the client gained a better understanding of their team; their different personalities and professional capabilities. After each element, personnel implemented the new ideas and knowledge they had gained, leading to significant improvements in communications capacity.

Situation

Our client instructed our team to lead, build and operate a communications function for an organisation where no such capacity previously existed. This presented the team with the task of designing and building a fully operational press office from the ground up.

Situation

An initial audit phase was undertaken followed by capacity building. This phase required the recruiting, hiring and training of 25+ personnel, who, following the programme’s launch, would ultimately take full control of the department’s communications. The complex geopolitical climate in question had to be afforded great consideration. The team also assisted the department with other sensitive matters.

Outcome

The project had influence on both the local and regional stage. Sentiment analysis showed a slowly improving picture as many outlets began to use our key messages and narrative.

Situation

Amid the turbulence of the Arab Spring, with elections approaching and tensions rising, this organisation was poorly prepared to communicate properly with its key stakeholders at home and abroad. With limited time, a process was required through which its most appropriate staff could be selected and trained, after which a communications division would need to be created, manned and operated from scratch.

Approach

We delivered an accredited programme, training candidates in news skills, planning and monitoring functions. All candidates were rigorously assessed. On completion of the course the team worked to identify, assess and recommend appropriate personnel to form a new international press office. We then selected the key staff to form the new unit, which became operational within three days of activation.

Outcome

The department’s staff worked alongside our personnel to run the press office, offering international journalists a dedicated point of contact whilst in-country.

Situation

The UK Armed Forces required an individual to promote the activities of an international taskforce and build the communications capacity of domestic Bosnian stakeholders.

Approach

Our personnel required a detailed knowledge of the historical context of the Balkans and the issues at hand. An effective network was rapidly developed, with the communications function re-aligned to engage and develop domestic Bosnian journalism and train government personnel.

Outcome

Communications were delivered in direct support of operations as a ‘force multiplier’. A trebling in positive press items resulted, with the press office focussed on a programme of engagement with key stakeholders including government personnel.

Situation

A UK government communications department contracted a global consultancy to initiate a re-prioritisation programme. Its aim was to fund investment, paid for by efficiency savings. Unfortunately, a clandestine approach, coupled with a lack of staff consultation threatened key outputs and business continuity.

Approach

Our personnel worked quickly to understand the reputational and operational threats to the organisation. We took change of the change programme on an interim basis and immediately embarked on a programme of all-staff briefing at forums conducted across the UK. Relationships were built with key stakeholders, including Civil Service and Union representatives to ensure mutually acceptable solutions. Working within a reduced resource-envelope, a new functional and positional structure was designed for the organisation, with a programme of national workshops conducted to ensure that all staff had the opportunity to understand and engage with the new proposals.

Outcome

The programme successfully saved the UK government c.£2m pa without affecting business continuity. Approximately one third of the workforce saw their roles change significantly. On completion of the project, the organisation is now recruiting new staff and adopting new and more efficient procedures.

Situation

The Royal Navy required an individual to lead communications between the Secretary of State for Defence and the UK national press. It required briefing and preparation at the highest levels of the service and government.

Approach

Carried out whilst serving in the UK armed forces, our personnel required an intimate knowledge of the ministry, the sector, the defence correspondents and the communications theory that joins them all together. Flexibility, risk appetite and pace lay at its core

Outcome

As a largely reactive role, success often came in the form of what wasn’t published. Where news-space allowed, proactivity was also key, including the execution of communications plans linked to major operations and equipment programmes.

Situation

With a new regime in power after a coup d’état, a multinational company needed to work fast to engage with key stakeholders and protect its assets.

Approach

Our personnel were engaged to assist with communications to a new administration intent on renegotiating contracts and implementing punitive fees. Following sanctions, tasking changed into the implementation of a robust and resilient communications strategy.

Outcome

As well as successfully communicating through a period of intense crisis, we wrote and implemented a new communications strategy; managed issues, organised a programme of key leader engagement and introduced robust communication protocols.

Situation

A government department had decided to review its communications function, creating a professional career path for its personnel. Historically, much of the department had been discredited, creating a legacy of difficulties which affected its ability to deliver the outcome required.

Approach

We conducted an audit which highlighted the need to enhance the capacity and capability of the frontline staff. We delivered a two-day seminar to address key issues and better understand the complexities and difficulties faced by the organisation. We also arranged guest speakers from national media organisations.

Outcome

Using our personnel to bring the communications apparatus together was a profitable experience for all involved. Participants and senior personnel were able to exchange views and share concerns, with breakout sessions specifically configured to address problematic areas.

Situation

An international agribusiness and the country’s largest foreign direct investment required senior strategic communications advice and assistance in advance of a publication of a report into their land acquisition and clearance process.

Approach

After visiting the company’s premises and meeting with key stakeholders, our personnel undertook an appraisal of the organisation’s communications, developed messaging around issues raised by the report and clarified policies concerning their land acquisition process, environmental and ecological safeguarding and their respect for local infrastructure. Their capacity to engage with stakeholders was enhanced through the appointment of a communications officer, by the formation of a comprehensive website and the development of their communications capacity.

Outcome

The client continues to operate in-country. After the implementation of these changes, they had a significantly enhanced capacity to understand the perspectives of their stakeholders, and to effectively deal with local and regional communications in-house.

Situation

Our personnel were required to hire and train a team of communications specialists providing round-the-clock consultancy to a third party.

Approach

Full use was made of operational expertise in the country in question, coupled with hard-won cultural experience to ensure that the right people were both selected and then employed.

Outcome

Despite being in the most demanding of environments, a subtle shift in sentiment amongst key audiences was noted. Results in this case would be measured over months, if not years.

Situation

Our client required us to deliver a strategic-level communications course to senior personnel at an internationally renowned leadership and management college.

Approach

This course took the recipients through a communications journey from the strategic requirement to communicate, to issues that can be faced at the operational level and on to experiential solutions for delivery. The presentations were a mix of theory (including professorial level communications experts), practice (including renown international journalists) and delivery techniques (including play-back options for live training).

Outcome

Participants were about to assume a positions of authority and now use both sound theory and best practice, when communicating with international media.

Our unique style

Strategic Communications

Effective strategic communications is not about old-school contacts or bright ideas; instead it’s about understanding precisely who you need to engage, what matters to them and why.

We employ scientific principles coupled with military precision in order to achieve the outcome you desire. We have the experience to deploy globally with a small footprint and assist right away, determining objectives, target audiences and optimum strategy, unlocking potential using our scalable team or building and training a unit to do it for you.

This capacity to determine those that matter most to your organisation, to understand them, access them and deploy resources with precision gives clients the edge.

Managing Change

Organisational design: The efficiency of your communications function depends on its structure. Our work with governments and multinational companies has developed unique experience and insight into what works.

Our experience extends to operating, training, mentoring and monitoring teams ranging in size from one to over 200. We have also created, from scratch, teams of similar sizes in locations worldwide.

Communicating change: The success of any change programme relies on effective communications; simply benchmarking priorities against budgets often lacks finesse. We have the expertise, both doctrinal and experiential, to deploy immediately. As natural leaders and team-builders, we inherently understand the relationships, tools and techniques required to effect real change.

Harnessing Data

It is our mission to allow clients to see the outcome benefits of their communications.

Our method integrates open-source data with your own, alongside bespoke polling, enabling us to determine the people and organisations whose attitudes and behaviour matter most.

We refine this data into an insight model that identifies the attitudes and psychological makeup of stakeholder groups. This informs the products and services we employ and becomes the baseline against which we measure the impact of our work.

This strategy makes best use of your resources to target communications products; some interventions are broad and cover whole target populations, others are more precisely focused. In all cases, your outcome is our goal.

Protecting reputation based on facts

Reputation is the most valuable asset a company, organisation or individual can hold; it is also the most vulnerable. For commercial organisations, reputation has a balance sheet value. For an individual, it’s priceless.

We work in partnership with our clients to build and enhance reputations, but also protect them. We do this without diverging from factual and accurate communications, whilst instinctively understanding the relationship (and often tension) with operational priorities.

Protecting reputation mindful of ethics

Whether countering negativity, or explaining a position, our work is always done mindful of our ethical responsibilities, to our client, our stakeholders and to ordinary citizens where they operate. In a connected world, anyone can broadcast opinions without recourse to facts, so our role is to help clients rise above the risks posed by the disaffected.

When organisational action continues to be legally or morally wrong in the eyes of a majority, no amount of veneer will help. But if yours is a reputation unfairly maligned, or if past errors have been admitted in full, we can help get you back on track. Our partners tell you what you need to know, not just what you want to hear.

Your project team

  • James Gater

    BSc(Hons) MBA

    James is a strategic communications specialist with a particular interest in complex organisations and crisis. His experience has focused on resolving communications issues for governments and multinational operations, alongside the implementation of change, capacity and resilience-building programmes.

     

    Prior to partnership in a global communications firm, a decade in the Royal Navy included periods as British Forces spokesman and leading NATO’s Afghan press office. He maintains his Naval links as an Adviser to the Royal Navy’s Head of Communications, guiding the service on matters of strategy, continuous improvement and research. James has a BSc (Hons) in Geography from University College London and an MBA (Strategic Communications) from Bournemouth University.

     

    james.gater@spp.global

  • Ahmad Atari

    BA

    Ahmad is an expert in in organisational design, management and human resources advisory who has worked amongst diverse industries with a focus on government healthcare and hospitals. He has led and implemented projects including HR transformation, performance improvement, strategy articulation, leadership development and training for a number of complex organisations across the Middle East.

     

    Previous experience has included A.E. Schwartz & Associates, Team One consulting, Ernst & Young, Mercer and GE Healthcare. Participating in the start-up of three consulting practices, he played a major role in identifying target clients, defining solutions and delivering quality assurance. His most recent posts were as an Advisor for GE Digital Middle East, Mercer Human Capital consulting and Dimam Strategy. Ahmad has a BA in Business Administration from Newbury College, Brookline MA

     

    ahmad.atari@spp.global

  • Maher Atari

    BA MBA

    Maher is an entrepreneur, business owner and management consultant with experience in a range of diversified industries. His experience focusses on business development, organisational excellence, and finance. In addition, he has fulfilled a number of board-level positions.

     

    He currently manages a diversified portfolio including businesses in management and strategic communications advisory, food & beverage outlets, facility management and quality assurance. His previous experience includes board level positions in major construction companies and a period as a management consultant within Arthur Andersen. Maher has a BA in Business Administration from Suffolk University, Boston MA and an MBA (Finance) from the New York Institute of Technology, Amman, Jordan.

     

    maher.atari@spp.global

  • Dr Joe Langham

    BSc(Hons) PhD

    Joe is a PhD educated, award-winning and results driven insight and analytics manager. He has spent two decades turning data into actionable insights building a career at the intersection of data, technology and process design. His work has taken him from the fields of wealth management, to insurance, warranty provision and on to the UK’s largest provider of energy and home services.

     

    In each case he has been a passionate advocate of the power of data to guide and transform these diverse businesses, recruiting and developing teams to maximise the potential of their data. In an academic capacity, Joe has presented and published at international level. Joe has a BSc (Hons) in Geography from Loughborough University and a PhD in Geophysics from the University of Hull.

     

    joseph.langham@spp.global

  • Tom Sharpe

    OBE BA(Hons) MA

    Tom is a seasoned leader, team-builder and news management practitioner who has spent a number of years as a consultant planning and implementing complex communications strategies worldwide. Prior to this he spent 27 years in the Royal Navy, latterly in military plans and communications. This included being the Defence Secretary’s lead for Naval matters in the Ministry of Defence Press Office.

     

    The previous 22 years were spent at sea in a variety of warships of which he commanded four, including the UK’s Ice Patrol Vessel, for which he was appointed OBE for his role in saving her during a flood. Other commands involved operations in The Gulf and, closer to home, protection of the UK’s nuclear deterrent. Tom has a BA (Hons) in Defence Studies and a MA in International Relations from King’s College, London.

     

    tom.sharpe@spp.global

    Get in touch

    London office

    85 Great Portland Street, First Floor, London, W1W 7LT, United Kingdom.

    Telephone: +44 (0)20 8089 3002

    Email: ukoffice@spp.global

    Middle East office

    Building 7774, Prince Abdulaziz bin Musaid bin Jalawi Street, Al Ulaya, Riyadh 12221, Kingdom of Saudi Arabia.

    Telephone: 800 850 0852 (Toll-free KSA only)

    Telephone: +44 (0)20 8089 3004 (International)

    Email: meoffice@spp.global

    Special Project Partners Ltd

    Privacy and Data Protection Policy

    20 February 2019

    Preliminaries

    This notice explains what information we collect, when we collect it and how we use it. During the course of our activities, we will process personal data (which may be held on paper, electronically, or otherwise) about you and your company (if applicable) and we recognise the need to treat it in an appropriate and lawful manner. The purpose of this notice is to make you aware of how we will handle your information.

     

    Who are we?

     

    Special Project Partners Ltd take the issue of security and data protection very seriously and strictly adhere to guidelines published in the General Data Protection Regulation (EU) 2016/679, applicable from the 25th May 2018, together with any domestic laws subsequently enacted.

     

    Any questions relating to this notice and our privacy practices should be sent to privacy@spp.global.

     

    How we collect information from you and what information we collect

     

    Like many site operators, we collect information that your browser sends whenever you visit our website (Log Data).

     

    This Log Data may include information such as your computer’s Internet Protocol (IP) address, browser type, browser version, the pages of http://www.spp.global that you visit, the time and date of your visit, the time spent on those pages and other statistics.

     

    In addition, we use third party services such as Google Analytics that collect, monitor and analyse the following information:

     

    • Time of visit, pages visited, and time spent on each page of the webpages
    • Referring site details (such as the URL a user came through to arrive at this site)
    • Type of web browser
    • Type of operating system (OS)
    • Flash version, JavaScript support, screen resolution, and screen colour processing ability
    • Document downloads
    • Clicks on links leading to external websites
    • Errors when users fill out forms
    • Clicks on videos
    • Scroll depth
    • Interactions with site-specific widgets.
    • Network location and IP address.

     

    Cookies

     

    Cookies are files with small amount of data, which may include an anonymous unique identifier. Cookies are sent to your browser from a website and stored on your computer’s hard drive.

     

    Like many sites, we use cookies to collect information. You can instruct your browser to refuse all cookies or to indicate when a cookie is being sent. However, if you do not accept cookies, you may not be able to use some portions of our site.

     

    Personal data

     

    In the course of business we may also collect the following information about and from you:

     

    • Names, company name(s), postal addresses, e-mail addresses, telephone numbers.
    • Anonymised information regarding your stakeholders
    • Bank account details

     

    Why we need this information about you and how it will be used

     

    We need your information and will use your information:

     

    • to undertake and perform our obligations and duties to you in accordance with the terms of our contract with you;
    • to enable us to supply you with the services and information which you have requested;
    • to help you to manage your services;
    • to analyse the information we collect so that we can administer, support and improve and develop our business and the services we offer;
    • to contact you in order to send you details of any changes to our or suppliers which may affect you; and
    • for all other purposes consistent with the proper performance of our operations and business.

     

    Sharing of Your Information

     

    The information you provide to us will be treated by us as confidential. We may disclose your information to other third parties who act for us for the purposes set out in this notice or for purposes approved by you, including the following:

     

    • If we enter into a joint venture with a business entity, your information may be disclosed to our new business partners;
    • To carry out due diligence on you as a prospective client.
    • Unless required to do so by law, we will not otherwise share, sell or distribute any of the information you provide to us without your consent.

     

    Transfers outside the UK and Europe

     

    Your information will only be stored within the UK and EEA. However, if information is transferred outside the UK or EEA, we ensure that there are adequate safeguards in place to protect your information in accordance with this notice.

     

    Security

     

    When you give us information, we take steps to make sure that it is kept secure and safe. Data is held on encrypted and password-protected servers to which only agents of SPP have access.

     

    The security of your information is important to us, but remember that no method of transmission over the internet, or method of electronic storage, can be 100% secure. While we strive to use commercially acceptable means to protect your information, we cannot guarantee its absolute security.

     

    How long we will keep your information

     

    We review our data retention periods regularly and will only hold your data for as long as is necessary for the relevant activity, or as required by law, or as set out in any relevant contract we have with you.

     

    Changes to this Policy

     

    This Policy is effective as of today’s date. Any changes will take effect immediately after being posted on this page.

     

    We reserve the right to update or change this policy at any time and you should check it periodically. Your continued use of our services after we post any modifications to this policy on this page will constitute your acknowledgment of the modifications and your consent to abide and be bound by the modified policy.

     

    If we make any material changes to this policy, we will notify you either through the email address you have provided us, or by placing a prominent notice on our website.

     

    Your Rights

     

    You have the right at any time to:

     

    • ask for a copy of the information about you held by us in our records;
    • require us to correct any inaccuracies in your information;
    • make a request to us to delete what personal data of yours we hold; and
    • object to receiving any marketing communications from us.

     

    If you would like to exercise any of your rights above please contact us at privacy@spp.global.

     

    Should you wish to complain about the use of your information, we would ask that you contact us to resolve this matter in the first instance. You also have the right to complain to the Information Commissioner’s Office in relation to our use of your information. The Information Commissioner’s contact details are noted below:

     

    England:

    Information Commissioner’s Office

    Wycliffe House, Water Lane

    Wilmslow, Cheshire, SK9 5AF

    Telephone: 0303 123 1113

    Email: casework@ico.org.uk

     

    Scotland:

    The Information Commissioner’s Office – Scotland

    45 Melville Street, Edinburgh, EH3 7HL

    Telephone: 0131 244 9001

    Email: Scotland@ico.org.uk

     

    Wales:

    Information Commissioner’s Office

    2nd floor, Churchill House

    Churchill way, Cardiff, CF10 2HH

    Telephone: 029 2067 8400

    Email: wales@ico.org.uk

     

    Northern Ireland:

    Information Commissioner’s Office

    3rd Floor, 14 Cromac Place

    Belfast, BT7 2JB

    Telephone: 028 9027 8757

    Email: ni@ico.org.uk

     

    The accuracy of your information is important to us – please help us keep our records updated by informing us of any changes to your email address and other contact details.

     

    On behalf of the SPP board of directors