Stories of our impact
Belgian Impact Report
Stories of our impact
Sustainable choices that fit people’s needs
In 2017 the Deloitte Belgium partner group set an ambitious target to cut the firm’s CO2 emissions 25% by 2021. Furthermore, we will compensate for the remaining 75% through carbon-offset programmes, making Deloitte Belgium fully CO2 neutral. We’ve already made progress in greening our offices. For example, the move to our Gateway office in 2017 decreased the CO2 emissions of our buildings by 38%. Mobility pioneers, ready for the future To reach our 2021 goal we aim to take a pioneering stance on mobility. Not only is greener mobility key to meeting our sustainability aims, it also affects people in other ways. Imagine the impact we would have on traffic if Deloitte Belgium had 10% fewer cars on the road. What if all Belgian companies made the same commitment? It’s important to note that we are not taking just CO2 into consideration, but also other air pollutants, such as the NOx and fine particles emitted by diesel engines. To develop the Mobility@Deloitte plan, we looked at the current mobility situation both in Belgium and at Deloitte specifically. We also consulted with internal and external industry experts about the future of mobility and the legislation currently under consideration by national and EU governments. By taking bold action now, Deloitte will already be a step ahead with a programme designed to adapt to future regulatory changes and technological advances. Crucially, in developing the plan we also solicited internal feedback through surveys, a mobility trial, and focus groups across our firm. We learned that mobility is a priority for Deloitte professionals, along with flexible solutions that fit their individual needs. The road to flexibility Five principles steered the development of the Mobility@Deloitte programme: be a pioneering firmtake a holistic approachincentivise responsible mobility behaviourrecognise business realitytailor mobility solutions to people’s needsThese principles inspired us to create a truly pioneering, multimodal approach to mobility, one that aligns sustainability with flexibility through the following elements: A greener, more flexible fleet, optimised with diesel, petrol, hybrid, and electric options. Responsible mileage aimed at minimising our CO2 footprint and reducing traffic. Sustainable parking solutions aligned with smart mobility options that inspire new ways of working. A choice of flexible public transport options to fit any situation. An attractive bike offer, bringing the benefits of no traffic jams, easy parking, and improved fitness.Deloitte professionals are encouraged to consult with the Mobility@Deloitte team to find the options that work best for themselves, their clients, and their colleagues. Using flexibility in a smart way creates a mobility win for all, while reducing our carbon footprint.
An industry speaks with one voice
DRIVE Sustainability is a pioneering partnership set up by ten leading automotive companies, facilitated globally by CSR Europe (the leading business network for corporate social responsibility). It calls for vehicle and component manufacturers to practice business integrity, ensure decent working conditions, human rights, and minimise environmental impacts. The partnership aims to achieve these goals by promoting common sustainability guidelines and developing and implementing activities and tools to drive change. Commissioned by CSR Europe, Deloitte Belgium Risk Advisory locally adapts and implements DRIVE Sustainability trainings for suppliers in Hungary, Spain, Mexico, and Thailand. Deloitte is using its strong global network, as well as expertise in both sustainability and supply chain management. “We are proud to assist DRIVE Sustainability in addressing large-scale sustainability challenges that companies cannot solve alone,” says Deloitte Risk Advisory manager Aron Horvath.
The Deloitte Foundation
Making an impact that matters
The Deloitte Foundation brings together a range of social projects in Belgium and abroad, on which we collaborate with strategic partners. The projects focus on education, innovation, entrepreneurship, and sustainability. These pillars represent Deloitte’s culture as a coaching and learning organisation, and make the best use of our skills in order to have a greater impact. WorldClass Deloitte is taking action through WorldClass, a social impact initiative created as part of our firm’s global corporate responsibility (CR) strategy. The aim is to align local CR activities around one global mission: preparing 50 million futures by 2030. Our ambition is to use education and skills training to create pathways that enable people to fulfil their aspirations and find meaningful work in the new economy – thereby building our brand and demonstrating our purpose. In order to reach our target by 2030, FY2019 will be a crucial year: leveraging the impact our member firm is already making and focus more on the programmes we are delivering from Belgium. Our 2018 sustainability rating EcoVadis, the global business sustainability ratings platform, has awarded Deloitte Belgium with a gold recognition level. This great achievement means that we are among the top 5% performing companies evaluated by EcoVadis, and it brings us closer to our sustainability targets! We are very excited about what the future will bring, in particular the impact we can make together. As announced in our 2017 Impact Report, we aim to reduce our total carbon emissions 25% by 2021 through a range of initiatives, including Mobility@Deloitte. We will compensate for the remaining 75% through carbon-offset programmes, thereby making Deloitte Belgium carbon neutral. Over the coming months we’ll run an internal sustainability awareness campaign via the Deloitte Foundation. It will explain why we want to put sustainability so high on the agenda, and how our employees can help us become CO2 neutral by 2021.
Making an impact in Thailand
Fund Isaan addresses the importance of education through scholarships, volunteers, and computer classrooms installed at rural schools. Every year since 2007, six lucky Deloitte volunteers have helped Fund Isaan fulfil its mission by travelling to Thailand to teach English to children and teachers. Read more about the experiences of two Deloitte professionals who made an impact in Isaan this year! Learning to adapt Davy De Cock: Learning to assimilate with the culture and understand why they do certain things or apply certain methods makes it a lot easier to deliver the high quality results people expect. Identifying this goal at the start of your project increases your chances of succeeding in the end. Elisa Engel: Spending six weeks in the Isaan region showed me the importance of living within a community and making the well-being of their people a priority. Connecting with others Elisa Engel: My goal was to motivate the children and use my creativity to teach English in an enjoyable and memorable way. I also helped the teachers improve their English and teaching methods.Davy De Cock: Connecting on a personal and cultural level to gain trust is important before starting to make an impact. It’s necessary to do this step by step without trying to change everything at once. Making an impact Davy De Cock: In rural Thailand, people tend to use a lot of plastic, and they also still burn their garbage. Although they could understand when I explained the concept of responsible recycling, they only switched their behaviour after I bought a lunchbox for the children in my host family and set the example. There is impact in the small things we do every day. Set your own expectations and live up to them. Elisa Engel: I’ve always been a big believer in the fact that if we want to improve our future, one of the best means is to invest time in children, whether in a prosperous or a developing country. I am happy to still be in contact with many of the students, teachers, and my host family even though my onsite teaching assignment is finished. My most important message to them was to never stop trying, to not be afraid to make mistakes, and to always believe in themselves.
19 Coding School
Education and innovation
The education program is based on a unique philosophy: students learn to code progressing through levels, similar to online games. No teachers, no lessons or exams – motivation and peer-to-peer coaching are key. The school is entirely free, and it is accessible to anyone between the ages of 18 and 30 years old after they pass the selection round. On 25 May, Sophie Wilmès, the Minister of Budget in Belgium, and Xavier Niel attended the coding school’s inauguration. About 100 to 150 students participated in School 19’s first selection round between the months of June, July, and August. Each round involved a one-month immersion to get acquainted with the programme, meet the other candidates, and learn the basics of coding. On average, 40% passed the selection round to be eligible for the next academic year. In addition to our financial support, Deloitte will collaborate with 19 through monthly touchpoints with students in order to share technology experiences, tools, and methods. As of October, our technology consultants will be in regular contact with students to share experiences and coach them in their program, and also train them on last technologies like IoT, Robots, and Machine Learning. Our collaboration with 19 not only reinforces our brand within the IT community and keeps us close to the latest innovations; it also allows us to contribute to strengthening the job market in Belgium.
Code for Cape Town
Making an impact in South Africa
Code for Cape Town (C4CT) empowers young people to leverage technology for social innovation. Encouraging greater diversity in the African tech industry, the programme better prepares the next generation for success in the workplace. Arriving in August, the five volunteers had the opportunity to engage with 40 students of the organisation's CodeSpace programme by helping them prepare for interviews, and introducing the topics of Business Chemistry and digital fluency. They also visited local high schools, where they taught personal branding while learning about the culture, dreams, and struggles of their students. At C4CT, the volunteers also facilitated a session on Business Chemistry and team dynamics. The beneficiary organisation has grown significantly over the past year, and our volunteers were eager to contribute to their success. Meet the Deloitte Foundation ambassadors who volunteered in South Africa this year! Kevin Van der Plas, Manager, ConsultingMagda Szczepanska, Recruitment System Specialist, Deloitte Services & InvestmentsAnke Ooms, Senior Consultant, Risk AdvisoryEls Van de Kerkhove, Executive Management Assistant, ConsultingDavid Logie, HR Officer, Accountancy
Sustainable Development Goals
UNLEASH facilitators The 2018 edition took place in Singapore with a special contribution by Deloitte: a team of 50 facilitators from across our global network. In the delegation representing Deloitte North West Europe was Sarah Tuytschaever, from Deloitte Belgium. The Deloitte facilitators supported and mentored 1,000 UNLEASH talents from 108 countries, guiding the talent teams through the innovation process while keeping them energised and motivated. What is UNLEASH? UNLEASH is a non-profit initiative aiming to address the 17 Sustainable Development Goals (SDGs) set by the United Nations in 2015. Working with individuals, companies, NGOs, government agencies, investors, and foundations, the objective is to accelerate next-generation ideas. UNLEASH kicked off in Copenhagen in August 2017 with a global innovation lab, bringing together 1,000 young international talents to innovate and collaborate on new solutions to meet the world’s most pressing challenges. In the near future, UNLEASH is building a Community platform that will evolve over time to enroll members and partners to build a lasting community that is more local and tangible between 2019-2030. For more information, visit the UNLEASH website.
Making a bigger impact with innovation
Innovation is one of the main drivers of success. At Deloitte, we help our clients embed innovation within their organisations. We also practice what we preach: innovation is applied inside Deloitte with the same conviction. That’s why we give innovation the space and the opportunity it needs to grow. Innovation Fridays were launched in January 2018. Held in the Deloitte Greenhouse at the Gateway office, these interactive lunch sessions are open to all Deloitte professionals. Topics range from updates on our foundational innovation programmes to deep dives on exponential and disruptive technologies. Participants learn how innovation is being rolled out in our firm, about the cutting-edge technology we’re working with, and how innovative tools are being developed for our people and clients.
Belgium’s Best Managed Companies
Recognising Belgian business excellence
The first edition of Belgium’s Best Managed Companies, one of Deloitte Private’s most prominent programmes, was launched in September 2017. Over 30 privately owned and controlled companies across Belgium entered Phase I of the programme. Each one had to meet the criteria of having over €10 million in annual revenue, more than 25 employees, and being financially best in class in their sector. The programme is based on a proven global framework in which management abilities and practices are assessed according to the following pillars: clear strategy, strong capabilities, talent commitment, and financial performance. The participating companies shortlisted for Phase II were assessed on the four pillars and had face-to-face meetings with BMC coaches. In March, an independent jury judged each company for evaluating their calibre of management abilities and practices. Celebrating Belgian entrepreneurship The first Best Managed Companies were revealed and celebrated at the Best Managed Companies Symposium and Gala Ceremony on 27 April. Held at Deloitte’s Gateway office, the event was attended by over 100 business leaders and management team members. The seven companies recognised for operating at the highest levels of business excellence were: CE+T, EASI, E.D.&A., LVD Company, Protime, Vanbreda Risk & Benefits, and Vandersanden Group.The Symposium featured keynote presentations by Geert Noels from Econopolis and Rik Vera from nexxworks. A CEO panel discussion on the characteristics of a Best Managed Company included Françoise Chombar from Melexis, Bernard Delvaux from Sonaca, and Thierry Geerts from Google Belgium.
Booster Programme 2.0
Bringing Belgian start-ups to the next level
Launched in 2016, the Booster Programme is driven by our ambition to stimulate the Belgian economy and encourage innovation in new technologies. The annual initiative again attracted many candidates: young Belgian technology companies active in analytics, digital, cyber security, and the Internet of Things. Those selected benefited from 50 days of free Deloitte support, mentoring by Deloitte executives, and access to the extended Deloitte network. Booster sessions covered a range of essential business topics, including intellectual property protection, aligning R&D to the market, and international expansion. Booster Programme 2.0 On 6 March at our Gateway office, Deloitte welcomed back the Booster alumni and celebrated the six new winners for 2018. Congratulations to Intuo, THEOplayer, Spott, TrendMiner, Wooclap, Zensor. Everyone enjoyed networking, sharing insights, and celebrating their achievements.
I made it happen
Innovate by doing
Barbara Coussée, a Strategy Consultant, worked together with her client, a Belgian city, to determine the need for a tech incubator and design a roadmap to set it up. She supported the municipal team with in-depth analysis of the existing incubation landscape. She then defined a solid value proposition, created a self-sustaining financial plan, set up a governance model, and outlined an implementation plan. Olivier Dujardin, a SAP Service Delivery Manager, helped launch the data visualisation tool Qlik Sense across our firm. "I worked in different departments at Deloitte, giving me insights into various aspects of the business," says Olivier. "On this project many different elements had to be taken into account, so I gained an even broader view of how we can help our clients with the right tools." It gives colleagues the ability to transform data into meaningful business decisions with simple, interactive visualisations. This in turn allows us to analyse and report facts and figures more easily, and deliver more meaningful results and advice to clients. Deloitte’s young innovators spark interest on social mediaSince its launch in November 2017, the “I made it happen” campaign has been extremely popular. More than 40,000 people have seen the stories of our young innovators across our website, LinkedIn, Facebook, Twitter, and Instagram pages. Read the stories about our innovators on our website: www.deloitte.com/be/i-made-it-happen
Our inclusion strategy
Strength from cultural diversity Deloitte has a strong commitment towards diversity, and we have set ambitious targets for gender balance. We strive to become a more diverse organisation with a balanced leadership. As one of our firm’s main priorities, we target to have 30% female partner representation by 2030. International Women’s Day #PressForProgress During the International Women’s Day event on 8 March in Gateway, we shared the insights into our inclusion strategy. With a keynote by Tine Vandenbreeden, COO of SAP, this event was an important opportunity for us to hear directly from our talent, and to learn how together we can #PressForProgress. Internal Diversity Sounding Board Launching the initiative Through our Diversity Steering Committee, we have set gender inclusion targets for our firm. Starting as an idea from the audience during the Q&A session at the International Women’s Day event, we launched the Internal Diversity Sounding Board in September 2018. This important initiative will help us shape our continuous journey towards cultural diversity and make more of a positive impact for inclusion in the workplace. The Internal Diversity Sounding Board represents a balanced group of people across Business Units, ages, genders, and nationalities to come together for sessions on current diversity activities, discuss new projects, and engage with external experts. This is a unique opportunity to involve talent to share opinions and ideas about diversity.
The next-generation performance experience
Quality conversations, future-focused coaching, regular feedbackFeedback, performance reviews, coaching, goal setting – these are all essential elements that help employees develop fulfilling careers. An internal engagement survey at our firm confirms this. It identified regular feedback, coaching, and leadership training as important to our people. A new talent initiative, called SPARK, takes this to the next level. It is supported by a simple, easy-to-use technology solution. The online one-stop-shop guides them through an innovative performance experience. It also continuously gathers insightful, real-time data to support performance discussions and decisions at the leadership level. Impactful conversations SPARK replaces the traditional review process of filling out and sending around lengthy forms. Instead, it enables our talent to have impactful conversations with each other about their performance, development, and long-term career aspirations. It’s about finding the best fit and building individual strengths. "We are stepping away from the idea that we only have to talk to people when they’re not happy," says Julie Bultynck, Senior Manager, Risk Advisory. Simply put, it is a shift from talking about people to talking with people. To drive this cultural change and support our talent in this shift, the SPARK programme provides people with sessions to build up their coaching skills. Customised to fit each participant’s role within their team, the sessions provide valuable hands-on tools to promote open communication, continuous dialogue, and giving feedback.
2018 NWE Impact Awards
Established on 1 June 2017, Deloitte North West Europe (NWE) is a cooperative agreement between member firms in Belgium, Denmark, Finland, Iceland, Ireland, the Netherlands, Norway, Sweden, Switzerland, and the UK. The collaboration allows us to better serve the needs of our increasingly cross-border clients. It also creates more career opportunities for Deloitte professionals in the region. The NWE Impact Awards give professionals from the ten member firms the opportunity to showcase their projects and the impact they made in 2017. Out of 770 entries overall, Belgium submitted 133. An executive panel including Eric Callewaert, Managing Partner Clients & Industries, Inge Diels, Partner Talent, and Claire Van Bergen, Senior Director Deloitte Foundation chose the top six teams. To recognise their great work, the teams were invited to a celebratory breakfast with CEO Piet Vandendriessche. The six projects are: Bridging the GAAPKeeping our market position with innovation, automation, and flexible delivery models in compliance with the most complex accounting standards.Connected PatientThe future of care is the use of tech to optimise treatment efficacy and improve the patient experience.Donate, Don’t DestructUsing inventory analytics to help clients reduce waste and donate more medicine to underdeveloped countries.Energise@DeloitteOur health and well-being programme, with an online platform, activity trackers, sport event participation, ambassadors, and activities in and out of the office.My Benefits My ChoiceOur flexible benefits programme giving people more choices to organise life and work.Next Generation Infrastructure (NGIN)An analytics-driven global platform to optimise asset performance.The awards were announced at the 2018 NWE Partner Meeting in Brussels in June. We’re proud that the winners included three Belgian entries: Connected Patient, Bridging the GAAP, and Donate, Don’t Destruct (the winner of our firmwide people’s vote).
Life at Gateway
A great place to work
Next door to Brussels Airport, the Deloitte Gateway office is a bustling work environment. The location was a conscious decision to opt for a central public transport hub in order to facilitate sustainable commuter traffic and improve our ability to continue working on cross-border projects. Every morning, Deloitte professionals walk through Gateway’s atrium past the Stilthouse, an impressive artwork created by Belgian artist Arne Quinze. Our practitioners, clients, and visitors can have their morning pick-me-up at the PitStop coffee bar, also in the glass-roofed atrium. In January, the Tarmac Café opened at Gateway for everyone to enjoy an after work drink while overlooking the planes take off and land at Brussels Airport. Inspired by our Culture@Deloitte programme, during the spring we installed a piano in the atrium for anyone who feels a spontaneous need to play live music for their colleagues. The Culture@Deloitte programme is in collaboration with BOZAR, the Centre for Fine Arts in Brussels, Belgium, with which we offer a variety of concerts, art exhibitions, and special events. Digital experience The Gateway office offers a unique digital experience with more than 300 screens that provide our people with useful, targeted content when they enter the building, wait for the elevator, have a coffee, or find their meeting rooms. Upon entering the reception, the video wall conveys our brand image and visitor information. The screens in the elevator lobbies and the totems display corporate updates, travel, news, and weather details. At our coffee corners, the touch screens communicate internal news and social media feeds. The digital signage project is part of our sustainability commitment at Deloitte Belgium, helping us reduce our ecological footprint with new technologies in our offices. Health and well-being are at the core of Deloitte In combination with the Energise@Deloitte programme, the dedicated fitness centre at Gateway offers state-of-the-art equipment, personalised training programmes, and inspiring workouts to meet the needs of our practitioners. In March, we started offering nine types of group classes known as Groupfit. To kick off the first week, Belgian former professional cyclist Sven Nys led a spinning class and Belgian radio personality Evy Gruyaert taught a yoga class. Truly showcasing how our office is a simply irresistible place to work, Gateway received the CBRE Belgium 2018 Office Space of the Year special award in the “Wellness” category. The jury credited the open workspaces, the flexible desk policy, and the presence of our fitness centre as attributing factors for our win. We are proud to receive this recognition demonstrating the importance of a positive working environment for our people’s well-being.
Happy and healthy at work
Energise@Deloitte is a programme that consists of an online platform with activity trackers, participation in sports events, ambassadors, and activations in the office. Being fit at work isn’t simply about doing sports – it’s about being healthy, energetic, and enjoying work. At Deloitte Belgium, the percentage of active Energise@Deloitte users is impressive at 76%, especially given the challenging and busy culture people are dealing with on a daily basis. FY2018 at a glance 3,337 active Energise@Deloitte accounts (1,832 men and 1,505 women) at Deloitte Belgium.1,323 unique participants attended Energise@Deloitte events. 278 Deloitte professionals took part in the Resolution Run around Zaventem in January 2018.222 Deloitte professionals in 37 teams braved the 25 obstacles at the Spartacus Strongest Company challenge, powered by Deloitte.121 Deloitte professionals tackled the circuits of the Ronde van Vlaanderen, the most important cycling race in Flanders.141 Deloitte professionals joined tens of thousands of runners in the Antwerp 10 Miles, the largest running event in Flanders. 53 Energise@Deloitte events were organised. 9 Groupfit classes are available for Deloitte professionals with a membership at the Gateway Fitness centre. Ambassadors Each year Deloitte professionals have the opportunity to apply to become an Energise@Deloitte ambassador. In FY2018, 39 ambassadors underwent seven months training with Energy Lab coaches in preparation to cycle the Passo dello Stelvio or run the Semi Maratona Giro di Cancano in Italy. The former and current ambassadors share their journeys on social media and encourage their colleagues and families to make positive lifestyle changes.
Deloitte’s Technology Fast 50
Five years in the fast lane
Applicants of the Fast 50 competition need to be headquartered in Belgium, with at least four years of activity in one of seven sectors: communications, environmental technology, fintech, hardware, healthcare & life sciences, media & entertainment, and software. Judging is based on its percentage of growth in turnover during the last four years, for example, the 2017 Fast 50 winner Teamleader had an impressive 2.097% growth in sales. Among the awards given, there is one for the Fast 50 winner, one for Most Sustainable Growth, and one for each industry sector. The parallel Rising Star competition is for companies in business less than four years with the potential to succeed and stand out from their competitors. Applicants submit an investor pitch to a panel of independent experts from the technology sector. Entrants judged on scalability, experience, management team expertise, and highly promising growth. There are two awards: Rising Star and Most Disruptive Innovator. More multidisciplinary and broader Nikolaas Tahon leads the programme and has seen how much it has changed since the first edition. “Five years ago we saw a lot of companies that built e-commerce platforms. Tech companies are now much more multidisciplinary. The scope has also become broader, with representation across all sectors, from fintech to biotech. Also, they don’t rely on one technology, but they take the best of different technologies and link them all together." Another difference is globalisation. “Tech companies have an international focus from day one. They no longer dream of London, New York, or Singapore, they just open a branch there. Or relocate their headquarters there if it will support growth better." Deloitte’s 2018 Technology Fast 50 Business Forum and Awards Ceremony will take place on Thursday 15 November 2018 at the Deloitte Gateway office.
From start-up to scale-up
Founded in 2012 and headquartered in Ghent, Teamleader is now active in six countries: Belgium, France, Germany, Italy, the Netherlands, and Spain. It serves nearly 10,000 customers, mostly small and medium-sized enterprises, providing them with a cloud-based solution for CRM, project management, and invoicing. The company’s ultimate goal? To help European SMEs work smarter. How did you feel when you learned Teamleader won the Fast 50 award?I was immediately reminded of 2015 when Teamleader took part in the Rising Star competition. Coincidentally, my son was born on that day. This time when I got the phone call I thought, now we’re here! All these events were intertwined in my mind. It was quite special. How has your company benefitted from this recognition?It made the biggest difference in countries outside Belgium, where we were already quite impactful. Winning the Fast 50 brings you recognition. People are aware of the award, as the competition is also held by member firms in other countries. We didn't have brand awareness in those countries and it definitely helped us. What challenges does Teamleader face as it transitions from start-up to scale-up?The first has to do with people. When we started, we hired our friends, like-minded people ready to conquer the world. Over time we realised we needed expertise, proven track records. Senior people have an impact on your organisation, adding structure for example. It helps you stay ahead of competitors. Second, at the beginning you look for a business plan that works for start-ups. As you expand abroad, all of a sudden you need a scale model. Third is technology. When you start a software company, it’s difficult to predict what will happen in five years. When you build something for thousands of customers you have to implement more processes, focus more on quality assurance, and design for more growth than expected. Also, technology advances. Fourth is the financial level. As a start-up, you need to survive without much funding. When you transition to scale-up you start raising money. You have much more responsibility towards customers and shareholders. Some companies keep incurring losses. But I’m quite proud that by the end of 2018 we’ll already be profitable in three countries. Is Deloitte assisting Teamleader in this phase?We work closely together. It started with the Deloitte Booster Programme. We were selected for this in 2016. It helps scale-ups shape their strategy and expand their network. It allowed to us address topics we didn’t have the money for. After that, Deloitte assisted us with accounting, payroll, and legal services, also in the other countries. Deloitte was never far away in helping us face our challenges. How do you imagine the future of Teamleader?In four, five, six years we hope to become the European market leader in our SME sector. But over the next 12 months we need to make sure our brand grows more relevant in the six countries where we’re already active. Do not underestimate the complexity of adding a new country. Sure, it’s exciting, but it’s super important that you also gain market share. Having only 1,000 customers in a country doesn't make sense. You’ve co-authored a start-up guidebook, Start-up survival. What advice do you have for ambitious entrepreneurs in Belgium?Think globally from the beginning. We started with a very local mindset: our first 30 employees were nearly all from Ghent. What I would do differently is immediately start working with more international talent. Also, constantly invest in yourself. As a founder-CEO, you have to constantly be critical, think ahead, search for mentors, follow courses, read books. It’s super, super important. When I create goals, I think about the development I have to go through. As a young CEO, when you go into a performance review with someone twice your age it’s not easy.
Business Process Solutions
To be future-proof and to generate more growth, Zorgbedrijf Antwerpen is spending six months to a year restructuring its business model. It will move to more automation with robotics, use more advanced packages (S4/Hana), and optimise its operational processes. With the Deloitte Business Process Solutions (BPS) team already active at Zorgbedrijf Antwerpen, providing added value with our Tax department, Deloitte was asked to assist with the total finance change project. According to the Finance Manager at Zorgbedrijf Antwerpen who is leading the project, “It is very important that you can put the right person in the right place in order to guarantee continuity, and Deloitte was able to do so at very short notice! The professional approach, process-oriented thinking, and flexibility of the Deloitte professionals created stability within the finance department during closing activities and have had a positive impact on the start-up of S4/Hana. Today Deloitte’s consultants outsourced full time to Zorgbedrijf Antwerpen have the following tasks: implementing the invoicing process for the new business structure in S4/Hana, providing training tools for the entire organisation, implementing a new reporting and controlling approach, and optimising month end closings and finance processes.
The power of trusting relationships
IPTE Factory Automation is a worldwide supplier of factory automation solutions for the electronic and mechanical manufacturing industry. With more than 25 years of experience, IPTE Factory Automation has proven itself as a reliable high quality supplier for test, marking, depaneling, odd-form placement, conveying, and turnkey assembly solutions. The IPTE Factory Automation develops standard machinery and turnkey automation systems for the production, test, and treatment of printed circuit boards and for final assembly work. The equipment is used in various industries: automotive, telecommunications, consumer electronics, and other sectors of the electronics industry. But its main focus is the automotive industry. If you drive a car made in Europe, there’s a good chance it contains components built with IPTE equipment. Headquartered in Genk, IPTE has its own production locations and service in eleven countries on three continents. But despite this global reach, in some ways IPTE remains a traditional family firm. One where trust matters. Dominique Roux, Audit Lead Client Partner, recounts how Deloitte began working for IPTE. “It was back in 1999 when I just made partner. Through a mutual business connection, I met Huub Baren, the CEO and co-founder. We started providing audit and tax advisory services, and also advised the firm about the IPO when it went public.” Confidence counts Later, when the contract manufacturing division split off into a new company, Deloitte suddenly had a new client, Connect Group, with Audit Partner Dirk Cleymans as lead, supported by Tax Partner Glenn Verstraelen. Over the years, Dominique got to know the CEO. Mr Baren expressed his confidence in Deloitte when he asked for recommendations to develop a complex, three-country family legacy arrangement, advised by Accountancy Partner Patrick Dierick.
Headquartered in Vienna, Borealis produces base chemicals, innovative polyolefins, and fertiliser products and services. It employs 6,600 people and operates in over 120 countries. With its markets becoming more global and competitive, the company wanted to leverage digital products and technologies to improve and strengthen the business, improve the customer experience, leverage IOT and analytics to optimise processes and services, and develop new business models. In October 2017, Borealis decided to accelerate its digital transformation journey by collaborating with Deloitte Consulting to build an in-house “digital studio”. It is Borealis’ creative and agile enabler to develop smart solutions for their customers and employees leveraging digital technologies. “We are helping Borealis to capitalise on opportunities that will result in smarter customer interactions, supply chain optimisation, and industrial operations,” says Tim Paridaens, Programme Director, Deloitte Consulting. Digital Studio At Deloitte, we know how challenging it can be to build a digital studio. It requires not only the hiring and training of a mix of people and capabilities, but also the definition and embedment of an acceleration processes across and within the studio, business, and IT organisation. As such, an important step to creating the Borealis digital studio was to define its mandate within the broader organisation. In a session led by Deloitte’s Change by Design team, the key Borealis stakeholders worked together with Deloitte to determine the mission and scope of activities. According to Irene Pawloy, Digitalisation Progamme Manager, Borealis, “the studio’s agile way of working and speed of delivery are widely acknowledged role models and truly transformational for Borealis.” Next to the setup of the digital studio, Deloitte is supporting the design, prototyping, and creation of several digital solutions following the defined acceleration process. As agile principles are deeply embedded in the process, end-user needs and feedback are continuously assessed and used for further improvement of the company’s products. The first product is live since May, and the next three products are going live in September and October.
Financial Advisory helps Vanreusel achieve its growth plans
Belgian snack producer Vanreusel has concluded a partnership with investment fund Ergon Capital Partners. Beltaste, founded in 1953, is a family business and with its Vanreusel brand an important player within the snacks market for out-of-home consumption in Belgium and the Netherlands. With the help of Deloitte Financial Advisory, the leading regional player is about to start a new chapter in its history and wishes to continue growing in different segments in Belgium as well as in other countries. Following an introduction through the Deloitte network via Frank Schouteden, Associate Accountancy, Deloitte Financial Advisory won a mandate to act as the exclusive M&A adviser to help Vanreusel accelerate its growth strategy and buy out some of the existing family shareholders. The company was convinced by our industry expertise, hands-on approach and impressive investor access via the Deloitte network. The Financial Advisory team organised a limited but competitive auction process with a set of domestic and international bidders. Ultimately, Ergon Capital Partners won the bid, purchasing a stake in the Vanreusel Group alongside the current CEO and COO. Vanreusel CEO Paul-Emmanuel Vanreusel commented, “In Ergon we found the best financial partner to create a new chapter in our family business and, above all, we share the same vision and values. Our family character and our corporate culture remain unaffected with the third generation of the Vanreusel family at the helm. We will strengthen our local roots and together with the more than 250 employees we will be even stronger to work on our future."
Information security management
A technology leader with R&D facilities in 29 countries, Barco develops presentation solutions for visualisation and innovative collaboration in three main markets: enterprise, healthcare, and entertainment. Rapid changes in technology, regulations, society, and the cyber threat landscape made Barco ask important questions: What is our cyber strategy? How can we best manage our security operations? How do we deliver secure products and services to clients? How do we protect our intellectual property? And in all these respects, how do we differentiate ourselves in the industry? Addressing critical needs Barco CEO Jan De Witte and his team decided to implement an information security management system (ISMS). In 2017, they had already worked with Deloitte Risk Advisory on a cyber strategy framework to monitor and manage the resilience of the company’s digital infrastructure. This experience, and Deloitte’s history of successful ISMS implementations for other clients, convinced Barco to collaborate with Deloitte once again, this time to address its critical cyber security needs. In this project, the Deloitte cyber team served as lead implementer and advisor. It took part in multiple project phases: conducting a risk assessment, creating a risk reduction strategy, setting up a governance and reporting structure with KPIs, and conducting internal and external audits. With the ISMS fully operational, Barco is on the right track to obtain an ISO/IEC 27001 information security certification. In this way the company can assure its clients that every time they purchase and use a presentation solution, their sensitive data will remain secure. The Deloitte cyber team is proud of enabling this bright outcome for Barco.
My Benefits My Choice
The BMW Belux story
MBMC is a practical solution that bundles different steps to investigate, design, and implement a successful flexible benefits plan. It is a tailor-made approach based on the needs and desires of the company, developed in collaboration during the different stages of the plan. Deloitte’s expertise is supported by the online MBMC application, allowing companies to quickly implement and maintain a flexible benefits scheme that can be easily managed. A couple of months after the launch at BMW Belux, following four information sessions delivered by Deloitte, 133 BMW associates had opted for the flexible benefits plan. The take-up rate in 2017 for the second launch increased significantly with 193 BMW associates having signed up for the plan. An internal survey at BMW revealed a clear impact on employee satisfaction and engagement. The flexible benefits package provides BMW employees with more flexibility and an individualised salary package. It also helps BMW to differentiate itself in the continuous battle for passionate talent and increase its employee value proposition. “The flexible rewards are complex, but with the support of the right technology, like MBMC, it is a real asset for the reward strategy of Borealis,” said Caroline Vanherle, CHRO at Borealis. VIB, the Flemish Institute for Biotechnology, has also benefited from implementing the scheme at their headquarters. Marijke Lein, HR Director at VIB said, “We were positively surprised by the extremely high take-up rate at VIB and the impact of My Benefits My Choice on our Talent agenda. 87% of the eligible VIB employees opted for the flex plan, and an internal survey revealed an overall satisfaction rate of 82%.” This end-to-end solution is constantly evolving. Deloitte’s multidisciplinary team is combining new ideas with more advanced technologies to continue to improve the user experience. Version 3.0, which features a completely new look and feel, was launched in September 2018 and will soon be rolled out across the country.
Innovation for the future
Element Ensuring timely, global compliance is a significant challenge. Regulatory change is common and sanctions for non-compliance can be severe. Element is a web-enabled application that supports the end-to-end corporate compliance process, offering due date and task tracking, automated project management, and document generation. Whether used in-house or in a partially or fully outsourcing context, Element helps manage complexity and risk, giving control and insight into the corporate compliance process. Legal Management Consulting / Legal Managed Services Companies need their legal teams to keep pace with the commercial needs of the business and take on more responsibilities with fewer resources. This creates an unsustainable workload for in-house legal departments. To help general counsels and their teams, Laga, in close cooperation with Risk Advisory and Consulting, developed Legal Management Consulting. This global, multidisciplinary offering enables general counsels to improve their operating models, to outsource certain tasks in a smart way, and to better manage the risks. Legau With the rapid changes in the legal industry, clients are demanding that law firms work more efficiently. A transformational technology, Legau is a web-based tool that automates the generation of contracts and other legal documents. It dramatically reduces delivery lead times, ensures consistency and quality, and frees up time to focus on added-value services. The tool will gradually be updated and complemented with additional features to address future needs.
Best practices in the boardroom and in sports
Golazo is a Spanish sports term for a spectacular goal. So it’s not surprising that the roots of the company go back to 1990, when Olympic athlete Bob Verbeeck founded a sports marketing agency. Today Golazo Group is a European sports movement which engages in active lifestyle through mass participation events and spectator events, technology-based platforms, corporate and community well-being, consulting and activation, digital sports media, data capturing, and ambassador and personality representation. Golazo wants everyone to move for at least 30 minutes a day. Strategic fitness To better manage its successful growth, Golazo began working with Deloitte Private in 2017 by going through a Best Managed Companies lab exercise with its management team. During the lab, the processes of Golazo were challenged in the areas of strategy, talent development, corporate governance, and business insights to bring the company to the next level. The Deloitte team worked with the client on a tailored action plan for sustainable growth, addressing the gaps between Golazo’s current practices and those of the Best Managed Companies. For example, additional investments have been made in people and the organisational structure. Two-way street Golazo wasn’t the only one to benefit from this relationship. The sports company helped Deloitte Belgium set up an important health and well-being programme: Energise@Deloitte offers Deloitte professionals a wide selection of activities including workshops, online challenges, nutrition and health coaching, and more. Not only do they make our professionals healthier, but happier and better performing as well. In FY2018, 40 Deloitte professionals were recruited to become Energise@Deloitte ambassadors and undergo intensive training to tackle tough running and cycling challenges. A number of Energise@Deloitte activities combine physical fitness with community engagement. For instance, a firm-wide step-counting challenge raised a significant sum to provide computer equipment and training to students in South Africa.
Bank of the Future
Transforming banks for the digital era
The current digital revolution – directed by evolving customer needs, behaviour, and expectations – is disrupting the way people bank. Consumers now expect an anytime, anywhere, ultra-personalised user experience. This is why today the customer is at the centre of the discussion and considered by all banks as their primary asset. Research demonstrates that it takes two-to-ten years to repair sector-wide brand damage, like that caused by the 2008 financial crisis. A decade later, CEOs are indeed observing a rise in trust. However, only when the players truly gain the confidence of their customers will offering a broader range of products, more convenience, and less friction make a difference. With data and analytics gaining importance in all industries, banks face the additional challenge of earning and keeping customer trust while benefiting from their data. Analysts expect that customers will develop increasingly assertive views on the treatment of personal information. This could result in data management ethics becoming a core brand attribute. Already, most CEOs are very clear that they will not commercialise customer data, or disclose it to external partners. The importance of ecosystems In an ever more connected world, many businesses will try to integrate banking into their own ecosystems, either by themselves or with partners. There are different views about how this will play out, especially in terms of timing and potential disruption. In this uncertain environment, banks must make sure to be inquisitive, play on their strengths, and be part of the winning platforms. To learn more about how the banking sector will evolve, watch the interviews below with Olivier de Groote, Deloitte Industry Leader FSI, and Erik Van Den Eynden, CEO ING Belgium.
Future of Mobility
Developing smart mobility strategies for the future
Deloitte’s Global City Mobility Index, a comprehensive review that assesses major cities on key aspects of mobility and readiness for future mobility solutions, revealed that while Brussels has a well-developed public transit network, insuﬃcient coverage in some areas of the city leads to high use of cars, increased traﬃc congestion and reduced air quality. A lack of coordination and shared ticketing between STIB, SNCB, De Lijn and TEC has hindered progress to solve transportation problems and accelerated the adoption of other mobility solutions. Overall, these issues mean citizens walk less than their European counterparts and spend 41 hours per year in traffic. However, Brussels has already taken steps to try to reduce its air pollution by banning old diesel cars from the city centre. A global challenge In light of urbanisation, the need to limit CO2 emissions, and other initiatives to preserve our planet, smart urban mobility is not an issue that is limited to Belgium, it is a global challenge. As cities grow and expand and housing costs rise, many young families have little choice but to move to the suburbs and commute into the city for work. Too often, it becomes clear that the only viable commuting option is driving; public transportation can be too complex and time-consuming. But driving private cars adds to congestion, pollution, and parking challenges, not to mention the financial burden it places on families. City governments would do well to work together with their surrounding regions to fix this issue, and to do so quickly. In our index, the leading innovations include smart parking and ticketing, integrated payments, intelligent transit systems, and electric vehicle infrastructure. For any of these efforts to succeed, they often need to be offered across commuting corridors and inter-agency (regulatory body) coordination and cooperation are required. Solutions for success The success of leading future of mobility cities tends to stem from integration and innovation rather than sheer investment. Leaders need to identify what the “right” kind of spending is—typically, those that integrate systems or introduce technological improvements. These will produce better returns over time. While adding more service or building more roads can be helpful, developing better-integrated strategies with greater involvement from the private sector often yields better results. “Given the prevalence of company cars, changing public behaviour will be a challenge," says Deloitte partner Sam Sluismans, responsible for Innovation services. "In addition, with 19 municipal authorities, Belgium’s complex governmental and institutional framework hinders the development of a coherent strategy. Vision and leadership are needed to reach the level of cities with the world’s best mobility systems. It’s encouraging to see increasing alignment among stakeholders in Brussels on the need for change in mobility, with a number of forward-thinking initiatives across public- and private-sector players.” Read the full Deloitte City Mobility Index report on Deloitte Insights.