Moving Toward Openness

Still, scandals in recent years — none involving American firms — have spurred a movement toward change that many see as inevitable. Last fall, the European Union’s top health official departed amid a corruption investigation, and a sting in 2011 by The Sunday Times of Britain ensnared three members of the European Parliament in a pay-to-play episode.

At Hogan Lovells’s Brussels outpost, 28 lawyers and lobbyists from around Europe met recently to discuss their work and opportunities to pick up new clients. There was a sense, though, that the firm’s ability to operate largely in secret may not last much longer.

“We are a long ways from the U.S. position, where it is very transparent,” Paul Dacam, a Hogan Lovells partner from London, told the gathering. “The culture of the clients, right now, is not toward openness. But I have no doubt looking ahead, there will be obligatory registration.”

With that, Mr. Paemen, the former European Union ambassador, headed out — he was appearing at an event alongside a leading member of Parliament and a top European trade official.

A similar session took place at Covington’s Brussels offices, where four lobbyists discussed plans with a partner to try to influence debates on trade negotiations, data privacy and pharmaceuticals. They mentioned fracking, too — the firm is organizing an industry group to offer government officials suggestions in drafting the rules. There have already been preliminary moves by the Parliament suggesting it will demand strict oversight of the industry, an effort the lobbyists will try to derail.

Mr. van Velzen told colleagues about planned meetings with members of the European Parliament and the European Commission, while Mr. De Ruyt shared with the team the close ties he has with the new United States ambassador to the European Union — a relationship sure to come in handy as new client matters emerge.

“There is a certain excitement of getting what you want through the system,” Mr. De Ruyt said in an interview, adding that he had learned the art of influencing decisions, instead of just making them. “I now know exactly how to do it.”