Transparent operation, fair competition and protection of the values of the communication profession — Fleishman Hillard joins the Charter of Ethical Agency as a founding member
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The power of true - 25 years of professional curiosity, diversity and enthusiasm. And a team that still works today with the same passion as at the beginning.
The purpose of tenders is to support the selection of the right partner based on a validated professional background, competencies, and limited trial tasks. However, current practice often looks different: clients request complete strategies, detailed action plans, and creative solutions without remuneration, with tight deadlines and incomplete briefs. This is not only detrimental to agencies, but also impairs the quality of clients' decisions, ultimately hindering the selection of the most suitable agency partner. This problem is not unique to Hungary; it has been discussed internationally for years.
2026 is a watershed moment for corporate communications: reputation has never been more valuable, trust has never been more fragile, and artificial intelligence has never had such a profound impact on what information consumers and decision-makers see first. In this complex environment, PR is no longer just a complementary tactic—it is a strategic business function that directly impacts growth, risk management, and long-term competitiveness.
The sudden departure of SAP Hungary’s managing director, and the scandal that unfolded around it, once again highlighted that crisis management requires more than quick reaction. Thoughtful, well-structured and consistent communication plays an equally critical role. Without it, a company’s reputation can suffer long-term damage. This case also shows that ambiguity and vague wording often cause greater harm than the initial crisis itself. The aim of this article is not to detail the events at the company or to speculate, but to illustrate the challenges of managing a crisis rooted in organisational culture and structure.
Learn how to handle crises professionally. Customized crisis communication training for companies – with simulated exercises and proven effectiveness. Because crises will come. The question is whether your company will sink or ride them out.
When employees feel they are the last to know, they start looking for the exit. In our latest study, 61 % of people thinking about changing jobs said poor internal communication was a leading factor. At the same time, only 23 % of the global workforce is engaged at work, while the productivity drag from disengagement costs a typical S&P 500 company up to US $355 million every year.
One of the most important yet often underestimated keys to successful corporate communication is insight. But what exactly does this term mean, and how can it make our communication relevant, credible and motivating for the target audience?
The digital communication landscape is constantly changing: content production is accelerating, while trust in information is declining. In this challenging environment, brands must understand how to speak authentically, build connections and earn long-term trust. Péter Szatmári, Professional Director at FleishmanHillard, addressed these questions in his presentation at the joint workshop of Kreatív and FleishmanHillard Budapest titled “Compass, Not Magic – Why Insight Is the Real Key to Communication Success.”
Having left the Café Group last year, formerly known as Café PR, the team, which has won multiple domestic and international professional awards, has finally left the past behind and renewed itself. Under the name FleishmanHillard, they continue to work as one of the largest international communications agencies in Budapest, operating as an independent office. Complemented by new business lines and backed by experienced senior colleagues, they offer a renewed, modular range of services that has made them a recognized player in the market over the past 25 years.
We are proud that our Managing Director, Anita Balaton, is ranked third among the most influential PR leaders. This recognition validates her professional credibility, her defining leadership role, and the work she has accomplished together with the FleishmanHillard Budapest team.
Transparent operation, fair competition and protection of the values of the communication profession — Fleishman Hillard joins the Charter of Ethical Agency as a founding member
25 years 25 stories from the last quarter century of FleishmanHillard - Sirious, iPet, Dino, Penguin Warrior. What do these names mean? Well they were the participants of our campaign for Logitech, the Logitech Gaming Marathon and PlayIt Warmup, which we jointly organized with GameStar, and with that, perhaps, one of the first domestic influencer challenges. This campaign had everything we love about innovative communication solutions: a good product truth, a simple but powerful idea, and a medium where the target audience not only sees, but also understands and feels the message. This work for us was an early proof that if a brand is willing to speak the language of its own community, it can generate real attention and real connection. Logitech Gaming Marathon — when we literally tested whether man or machine can last longer.
The love brand DOVE Pro‑Age was one of the boldest beauty campaigns we've ever worked on. In Hungary around 2007-2008, public discourse was still far from showing the bodies of women of their age in advertising. We didn't just want to promote this product line. The goal of our campaign was to change attitudes about aging and encourage women to embrace their evolving beauty with confidence and pride.
2026 is a watershed moment for corporate communications: reputation has never been more valuable, trust has never been more fragile, and artificial intelligence has never had such a profound impact on what information consumers and decision-makers see first. In this complex environment, PR is no longer just a complementary tactic—it is a strategic business function that directly impacts growth, risk management, and long-term competitiveness.
The sudden departure of SAP Hungary’s managing director, and the scandal that unfolded around it, once again highlighted that crisis management requires more than quick reaction. Thoughtful, well-structured and consistent communication plays an equally critical role. Without it, a company’s reputation can suffer long-term damage. This case also shows that ambiguity and vague wording often cause greater harm than the initial crisis itself. The aim of this article is not to detail the events at the company or to speculate, but to illustrate the challenges of managing a crisis rooted in organisational culture and structure.
