The month is (January 2026), the European head of Fujitsu, Paul Patterson, announced he would be stepping down from his executive role. The timing is no coincidence. It follows a bruising appearance before the Business and Trade Select Committee, where he was forced to defend the firm against accusations of being a “parasite on the British state.”
While Patterson’s resignation is being framed by the firm as “succession planning,” the reality for anyone watching in Westminster was clear: the reputational weight of the Post Office Horizon scandal has become an immovable object.
At Keith Bishop PR, we have guided CEOs and high-profile figures through the corridors of Portcullis House. We know that a Select Committee hearing is not just a meeting; it is a high-stakes televised performance where a single phrase can end a career.
Two years ago, Patterson won a modicum of praise for admitting Fujitsu had a “moral obligation” to contribute to the £1.8bn redress fund for sub-postmasters. It was a rare moment of corporate accountability. However, this month, that same sentiment has soured. When grilled by MPs, his refusal to put a hard figure on that “obligation” while Fujitsu continues to collect hundreds of millions in government contract extensions transformed his previous transparency into a PR liability.
In a public inquiry, consistency is not enough. You must show progress. If your narrative hasn’t evolved between hearings, you aren’t providing answers; you’re providing excuses.
When you are summoned to testify, the MPs across the table aren’t just looking for facts; they are looking for a narrative. They are performing for their constituents, and if you provide them with a “soundbite” (like the “parasite” label), that becomes the headline—not your carefully prepared data.
Our approach to Select Committee Hearings is built on three pillars.
Forensic Preparation: We don’t just “prep” you on the facts. We anticipate the “trap” questions designed to elicit an emotional or defensive response.
Narrative Control: We help you master the “pivot.” It’s about acknowledging the past while firmly steering the conversation toward the solution.
The Human Element: Composure under pressure is a skill. We coach leaders to maintain credibility when the cameras are on and the questioning turns hostile.
Paul Patterson will move into a non-executive chair role to manage the remainder of the inquiry. For Fujitsu, the “reputation repair” phase is now in full swing. But for many leaders, the damage is done long before the final report is published.
In the world of high-stakes PR, you don’t wait for the crisis to hit the front page. You prepare for the scrutiny before you ever step into the room. Are you prepared for the spotlight? At Keith Bishop PR, we provide the strategic guidance to navigate high-profile inquiries and protect your professional legacy. Explore our Select Committee services here.