2020 Belgian Impact Report
Our Impact stories
Delivering the warmth of wood in an innovative way
What does Woodstoxx do? Woodstoxx produces and fits parquet floors, wood terraces, facades and wall claddings. We mostly focus on installation, it accounts for 90 percent of our business. We place great emphasis on the quality and amenity value of wood. Approximately 70 percent of our customers are businesses, while 30 percent are consumers. Our strength lies in the efficient approach to every project, an aspect that appeals to architects and interior designers. Why did you turn to Deloitte Accountancy? In 2013, I was named Young Entrepreneur of the Year, and I won a number of hours of Deloitte Accountancy’s services. Our basic reporting results were professionalised, enabling us to make better decisions. Deloitte came back each month, challenging me. We worked on our first project together a year later. This led to more collaboration that has helped us grow and continue to improve our decision-making. How has the relationship evolved over time? In the past couple of years, we have launched different companies, with the help of Deloitte. We have also looked at acquisitions, but we chose not to complete the deals. Early this year we conducted a strategy exercise together to plan for the coming five years. Now we plan to do the same for HR. It’s a big project that will help us achieve our ambitious goals. We also need to structure our group more wisely. As we move forward, we want Deloitte to keep challenging us. What is it like to work with Deloitte? Woodstoxx is a fast grower and I make decisions fast. I need someone who is always available to advise me. The Deloitte team responds quickly, at short notice. It’s not just a company we work with, it’s part of our team. We share the same dynamic and many characteristics, and work very well together. Deloitte not only helps Woodstoxx make better decisions, but also helps our people grow and take on some of the tasks themselves. This challenges them, and frees up Deloitte to add even more value. “An entrepreneur is always thinking of ways to grow their business and stay ahead of the game. The Woodstoxx story is a perfect example of a great collaboration, sharing similar dynamics and characteristics to make an impact that matters.”
Digitalisation & remote work
Having started in early 2020 to roll out technology and training its teams to move into an extensive remote work approach, Audit & Assurance was able to switch 100 percent to working from home as of the lockdown in mid-March. Accelerating digitalisation in the ways of working internally and with clients, setting up a taskforce, and introducing an elaborate communication plan helped ensure a smooth and successful transition. “We launched several initiatives to ensure that the sudden switch to remote working went smoothly for our people, who due to our profession mostly worked at our clients. Our goal was to help them stay connected and informed, while enhancing their way of working with each other and our clients. We continue to optimise the use of the digital tools available to us, ready to take on any challenges we may face, successfully.” Accelerating digitalisation Very quickly the teams increased their use of Deloitte Connect, Zoom, Teams, Digital Signature, etc. to maintain their close relationships with their clients and to be able to serve them efficiently and effectively. The use of automated analytical and audit tools like Spotlight and DFact was also intensified. An increased level of digitalisation both at the client and at Deloitte meant that they improved efficiency and planning. Going digital was always the plan, but COVID-19 accelerated the process. Face-to face meetings were replaced by digital meetings which makes it challenging to gain insights from personal reactions. However, the teams quickly adapted to the new ways of working together, without ever compromising the level of service or audit quality. Staying connected One of the main challenges Audit & Assurance faced was how to embed this new way of working in their culture. A taskforce was set up to monitor the COVID-19 situation, follow up on safety procedures and decide on exceptions according to client needs, etc. The Talent team and the partner group also launched the ‘Let’s Connect’ communications plan to help the members of each team to stay connected with each other, as well as the other teams in Audit & Assurance. Let’s Connect includes 30-minute team update calls, weekly coaching conversations, regular all practice calls, virtual drinks, and more. The Talent team is also available on daily timeslots for a call with anyone who finds it hard to balance their work and family, and advises coaches on how to assist their coachees. Let’s Connect ensures that best practices are shared, everyone is informed, and the Audit & Assurance team spirit is kept alive. Since the start of the pandemic impacting Belgium, Audit & Assurance proactively sought to lead the way and be more cost and time efficient. Lessons are being learned throughout this evolving situation, improving the ways of working and connecting, today and tomorrow.
Supporting a global company that utilises raw materials to provide high-quality solutions
“We are very happy that our team together with Deloitte was able to adapt the plans so quickly and set up a completely remote way of working for the central project team, working closely together with the Sibelco resources based in the Nordics and the United States and making use of advanced concepts and technologies, including a virtual project room, which connected the teams 24/7 in different time zones. The new approach was a real success and as travel could be limited, we managed to reduce related costs substantially and have a major impact on our global carbon footprint.” Sibelco is a Belgian headquartered global material solutions company that utilises nature’s raw materials to provide high-quality solutions for society. The new S/4HANA platform had to serve as a foundation to enable digitisation and automation, preparing the company for the next decade as a data driven and efficient organisation and moving to the cloud. After a successful go-live of the pilot in Taiwan and Iberia in autumn 2019, the team was geared up for the deployment in the Nordics and the United States in spring 2020, when the global COVID-19 pandemic led to the introduction of many restrictions worldwide, including a travel ban. New ways of working Pre-COVID-19, it would have been considered as a mission impossible to introduce a new ERP solution, without going on-site. Based upon the concept of Going Live Apart but Together, Sibelco and Deloitte have decided to accelerate the global deployment of the solution and to get the global Sibelco organisation gradually adopting the new ways of working with each new go-live and all together by the winter of 2021.
Leading the way in the data economy
"Building a data culture is not just an option, it is business-critical. Literally 100 percent of data and analytics investments depend on having a data culture.” The data economy is a strategic priority for Deloitte and its clients. We believe that data will determine the future of countries, companies, and citizens. To help organisations fully grasp the rapidly increasing amount of available data, we are working together with clients, including Allianz, focusing on three key domains: data value, data management, and data literacy. Our goal is to empower companies to thrive in the data economy by helping them to unlock and accelerate the potential value to be generated from analytics. Why changing habits is necessary to build a data culture The main challenge faced in trying to unlock the real value of data and analytics is not related to tools and technology, but to culture and people. Without a data literate workforce and a culture of data-driven decision-making, the adoption of, and potential value to be generated from analytics investments will be limited. A data culture essentially refers to the way an organisation and its workforce makes decisions. Companies that have been able to forge a data culture are those in which data-driven decision-making has become part of their DNA, a habit common to most people. Fortunately, investments in data literacy and data culture are increasingly found at the strategic agenda of organisations. Still, many companies struggle in designing and prioritising interventions that can increase the readiness, comfort and ability of the entire workforce to embrace data-driven decision-making and contribute to data value generation. Time is required to create, reinforce and establish data habits Building a data culture is essentially about creating and sustaining new habits around the way decisions are being made. Organisational change often fails as a result of the failure to change human habits. Cultural programmes are often based on the false assumption that moving people toward data-driven decision-making is simply a matter of getting the messages right. However, research shows that when people fail to adopt data or analytical insights to drive decision-making, the problem often lies not in a lack of information or even a lack of intention to use the insights. People simply continue or revert to existing habits.This is where insights from behavioural science, the rapidly growing scientific study of our behaviour and decision-making, comes in. Over the last couple of years, this discipline has taught us how to create an effective strategy for building new and lasting habits. Most of it relies on a select number of principles: making desired behaviours easy to execute, installing some form of rewards and redesigning rules and ways of working. “Data culture is like the water you swim in. You don’t really notice it, but it carries your full weight.” The Deloitte difference Using simple principles from behavioural science can be extremely effective when designing analytical models and interventions. For instance, a client realised that its people did not adopt analytics solutions throughout their work. Deloitte designed user-centric, intuitive analytical models, solutions and insights that helped employees to improve and augment key decisions, and aligned performance management goals, rewards and incentives to encourage data-driven decision-making. Similarly, creating a culture of data-driven decision-making in an organisation may require a new function with a clear interaction and governance model. Think of it this way: you can change driving habits only so much by changing the rules of the road; to alter traffic patterns in a major way you must redesign your transportation system. Deloitte has assisted numerous clients in establishing smooth collaboration mechanisms between various stakeholders, enabled through a highly impactful operating and interaction model and transparent implementation commitments. Rather than just focusing heavily on structure, high impact analytics operating models prioritise governance, clarifying the way decisions are being made and implemented in pursuit of its objectives. Our approaches are consistently rooted in behavioural science, which inspires our teams when creating smart (behavioural) change interventions toward broadly adopted data-driven decision-making. We also practice what we preach and use data-driven insights to steer the change journey. More specially, we use assessments and measurements to understand hot spots for example, skill gaps, readiness issues, personalise interventions, and monitor progress. Similarly, the use of clear KPIs helps our clients to define and track success indicators linked to value generation with data and analytics for customers and employees. In the same line, they help to raise accountability, celebrate successes and course-correct where needed.
Supporting our clients buy and build strategy
“Given the complexity of the different projects, we needed a team of experts who understood our requirements and supported us early in the process. With its professional approach, Deloitte provided the right support to guide our decisions.” Founded by Daan and Samuel De Wever, Destiny is a secure cloud communication solutions provider, serving innovative companies. With more than 300 employees and operations in Belgium, the Netherlands and France, the company has become the fastest-growing cloud and telecoms player in the Belgian B2B market. Destiny owes its strong growth as a cloud telecoms operator to its dedication to service and flexibility. Destiny’s solutions currently include fixed line (VoIP) and mobile telephony, unified communications (UCaaS), data networks, and secure cloud infrastructure services. Deloitte M&A Transaction Services started working alongside Destiny’s management team in the context of the succession of PE investor Mentha Capital by Apax partners, a Paris-based European leader in private equity. The active acquisition strategy, resulting in more than 10 acquisitions over a period of two years, required the preparation of integrated historical financials and business plans, followed by a vendor due diligence report to prepare the equity story and support potential buyers in their investment considerations. With the entrance of Apax and a significant reinvestment by Destiny’s management team, Destiny Group aims to continue its rapid expansion in the fast-growing cloud-based unified communications market to accelerate its international development and to continue its active acquisition strategy. “Since the company is experiencing significant growth, financial guidance is essential in order to make the right decisions. Deloitte is proud to support Destiny in this journey with financial and tax due diligence and M&A advice, business planning and synergy assessments.”
Deloitte Legal supporting transformative initiatives
With the desire to change the world and contribute to the community through specific projects and valuable pro bono work, we enable others to develop their abilities and ensure they have a bright future, to fully be themselves, and to stay healthy. Here are some initiatives we're particularly proud of. Inclusion initiatives Supporting young migrants to study law We wholeheartedly support diversity and inclusivity in the legal profession. With a whopping 62 percent of Brussels residents being of foreign origin (or having at least one parent who is), Brussels is the second most culturally diverse city after Dubai. And we strongly believe that this diversity should be reflected in the law. That’s why we sponsor the DIApositief programme, which aims to help young ‘migrants’ (first and second generation) to study law and ultimately, aspire to a career in law. The focus of Project DIApositief is on the Nederlandse Bar Association in Brussels. "With the ongoing global pandemic, Deloitte Legal has reinforced its contribution to the community. Through our sponsoring and valuable pro-bono work, we enable others to develop their abilities, thereby ensuring that they have a bright future, while making sure they stay healthy. I'm very proud of the initiatives we've been a part of this year." Onboard with Let's Go Urban Founded in 2009 by Sihame El Kaouakibi, Let's Go Urban (LGU) has one clear mission: to bring out the best in young people. How? By empowering youths to develop their own unique talents and personalities. The LGU Academy established an after-school programme for urban youths starting from the age of six, and focuses on teenagers and young adults from diverse backgrounds. Since one of our partners is on the board of Let's Go Urban, we get to witness inspiring personal transformation. Beyond these endeavours, we’re also members of the Legal Diversity & Inclusion Alliance (LDIA). The coalition is committed to building a diverse and inclusive workplace in which everyone benefits from equal treatment and opportunities, irrespective of race, ethnic or social origin, gender or sexual orientation, age, disability, language, religion, political preference or any other grounds of personal discrimination. VOKA diversity charter Deloitte Legal is proud to be one of the signatories of the VOKA diversity charter, thereby underlining our commitment to broader recruitment, regardless of colour, origin, age or orientation. The charter recognises that diversity is not a 'nice to have' for dynamic companies, but a 'need to have' and is a precondition for sustainable growth and innovation. Making an impact that matters Here are some examples of how we played our part during the pandemic via our pro bono work: Gear Up Medical During lockdown, Deloitte Legal assisted Gear Up Medical with regulatory med-tech advice on the market access conditions for medical devices under the EU and Belgian medical device regulatory framework. As a result, this start-up helped fight COVID-19 by providing ventilators to hospitals in need. Biogazelle Biotech company Biogazelle was on the frontline of the fight against COVID-19 in Belgium. Aware of the need to expand corona testing, it worked with a government-led consortium of academia, biotech and pharma to do just that. Deloitte Legal helped Biogazelle scale up its COVID-19 testing in close collaboration with the COVID Taskforce by shaping the contractual and regulatory framework in order to make testing capabilities available on short notice. In a record time of 10 days, Biogazelle was able to put in place and validate a robust and sensitive RT-qPCR workflow for high-throughput SARS-CoV-2 testing and now serves as one of the five official testing labs for the disease in Belgium. More importantly, this joint approach has contributed to the national effort to test as many people as possible. To find out more about Biogazelle's role in the public testing effort, watch the video below produced by the VIB.
The roadmap to a carbon neutral Flemish industry
“We formed a consortium with a range of knowledge institutions and experts with extensive knowledge in the field to define which technology innovations, as well as government measures, can help the refineries, (petro) chemical and steel industries, in particular, move toward carbon neutrality, building on the key strengths of Flanders.” Purpose-led organisation The study provides insights into the context of the Flemish industries and value chains and identifies which technologies and pathways can be deployed by the industries to contribute to the reduction of carbon emissions, while enabling them to continue to provide their services that will still be required in a greener world. It also identifies important blocking factors, as well as the policy measures and investment needs that this will entail. While these industries are responsible for a third of CO2 emissions in Flanders, they are part of the solution, not the problem. They also play an important role in Belgium and Europe, delivering important economic value by providing base products for society, and need to remain internationally competitive, while transforming for the benefit of the environment. As an organisation that is Purpose-led and believes that we have a responsibility in making a better world, taking part in this project has given us the opportunity to contribute to two important aspects, climate and energy. Our aim was to help identify opportunities that could boost innovation and contribute to the industrial transition in close collaboration with key stakeholders such as government, knowledge institutions, and the sector federations. “Our Purpose is to make an impact that matters by giving society and our clients the confidence to grow responsibly and sustainably, in a rapidly changing environment. With this project we helped to create significant change in this respect. The roadmap we have developed with our project partners will support Flanders in its effort to become carbon neutral, contributing to the goal of the European Union to become the first climate neutral continent by 2050.” CO2 neutrality and value for industry The study involved assessing different possible pathways and technologies to carbon neutrality based on the following pillars: transformation of processes through electrification or use of hydrogen, use of biomass, circular carbon in materials, and carbon capture and utilisation. A model was developed to simulate the current and future CO2 emissions and energy consumption of these pathways, and to estimate the investments required to realise them. As a result, strategic decisions can be made to define which pathways have the most potential and how to support them with an underlying policy and investment framework to ensure that they can be realised. Business models, plans, and the way in which organisations in the refineries, (petro) chemical and steel industries operate will need to be transformed. However, companies alone cannot achieve the radical change needed. Knowledge institutions and governments must play their part. The transition is a joint effort that will take both time and money, but with the help of the roadmap, value can be created for the Flemish industry through innovation and technologies that will support achieving carbon neutrality. Involving a wide range of stakeholders, this project has been both challenging and complex, finalisation of the final report is expected mid-November. Deloitte applied a multidisciplinary approach, drawing on the expertise of several departments, including Legal, Risk, Tax, and Monitor, to successfully deliver the roadmap for VLAIO together with its partners.
Helping the health sector benefit from tax exemptions during COVID-19
During the early days of the COVID-19 pandemic, they were pushed to breaking point as they faced desperate shortages of medical supplies. Scrambling to meet heightened demand for personal protective equipment, they reached out to suppliers across the globe. Recognising the growing crisis, the European Commission decided to grant the member states the possibility to issue a temporary exemption of import duties and VAT on the import of medical equipment to certain institutions. The federal government raced to address this urgent need and implemented this measure into legislation. Despite the overwhelming healthcare concerns, some umbrella institutions found this measure too complex. Deloitte’s VAT and Customs & Global Trade team wanted to help organisations to drive up efficiencies, cut down on costs and save lives in the process. "It’s important for organisations to be aware of government COVID-19 incentives and how to effectively apply them. Our efforts brought together teams across a diverse spectrum of expertise and supported our healthcare system at a crucial time." Informing clients on tax incentives Normally, introducing new measures takes time, allowing organisations the time to prepare and adapt their processes. Given the urgency of the situation, this measure was implemented quickly, prompting Deloitte to act to support the healthcare sector. Hospitals and care organisations normally work with Belgian suppliers that handle customs and VAT matters on their behalf. With the need for supplies at an all-time high, they found themselves having to do it themselves, but lacked the experience needed. Deloitte was able to step in and take over the administrative burden, freeing the hospitals and care organisations to focus on their core business, providing healthcare. Our team organised a series of seminars to inform CEOs, CFOs and financial representatives in the Flemish and Walloon healthcare sector of the advantages of the measure implemented by the federal government. As a result, we helped a wide range of organisations, from hospitals to the Federal Public Service of Health, to retroactively claim duty and VAT costs. In addition, appropriate processes were set up to ensure that they continued to benefit from these tax breaks in the future. In parallel to this, the team continued to inform the partners in healthcare by sharing regular updates in view of additional measures taken by the government/Belgian tax authorities. Saving costs leads to saving lives Beyond that, Deloitte’s dedicated team of 15 Tax and Legal professionals worked tirelessly to expedite customs office procedures, revise customs administration processes, and reached out to countless suppliers to organise the operational set-up. The best part by far was that our initiative resulted in significant savings, over thousands of euros for various healthcare establishments. Not only did our efforts bring teams together across a diverse spectrum of expertise and regions, it greatly improved our presence and credibility in the French-speaking healthcare market. Most importantly, we relieved our healthcare system from administrative hassle at a time when it needed it, ensuring that as many people as possible get the safe care that they deserve.
Contributing to the production of food for the growing world population
We spoke with Els Paesmans, Co-founder of Globachem, to learn how Deloitte Private supports the company’s continuous growth. What does Globachem do? Globachem is an international, family-owned agrochemical company. We are specialised in developing, registering and marketing high quality crop protection products for agriculture and horticulture. We strive to find solutions for diseases/pests that do not yet have a good solution. Our slogan is “organic where possible, chemical where necessary”. We are mainly active internationally. We now have more than 1,000 product approvals or registrations in more than 50 countries—95 percent goes to exports, especially the EU, but also North Africa, Russia, Brazil, etc. We do this with a team of passionate and committed employees of 12 different nationalities, paying close attention to family values. As a family business, we can invest in projects that will only pay off within 10 years, due to strict regulations, while many other companies (or shareholders) do not have this patience. Why did you turn to Deloitte Private? It was very important for my husband Koen and I to have a good relationship with our accountant, who has really grown into a trusted advisor. We were working with one of Deloitte’s competitors, who left the Limburg region and as a result, became very hard to reach, failing to give us the support we expected and needed. Our goal was to find a partner that understood the needs of family businesses, could help us on an international level, and had a local presence. Deloitte Private met all those criteria, and more. Just like Deloitte, Globachem has a strong focus on innovation. We work faster and more flexibly than our competitors do and through our personal approach and strong relationship with the farmer, we ensure innovation and new ideas. How has the collaboration with Deloitte Private evolved? It has grown into a full multidisciplinary approach. We started with compliance & advisory services in 2011, and now collaborate on innovation projects, VAT, transfer pricing, corporate governance, and more. Recently Deloitte Private helped us implement Salesforce for project management. The go-live was scheduled for May and we didn’t have to postpone it due to the COVID-19 crisis, which was great. What is the greatest benefit for your business of working with Deloitte Private? Deloitte Private is our sounding board. We have a good, confidential relationship with them as our trusted advisor. They help us take on all of the challenges and opportunities we face. Most importantly, they not only answer the questions we ask, but also answer questions we don’t ask. They are proactive and a great, trusted advisor to Globachem. “Our clients know that collaboration is crucial to success. Deloitte Private offers solutions to embed innovation at every level of the organisation. It is inspiring to work with a client such as Globachem that holds a similar vision..”
Supporting our clients to respond, recover and thrive
“We all need insights from experts and peers when we are faced with unprecedented circumstances. Managing the COVID-19 crisis, which looks set to continue for a while, requires working together and sharing knowledge and ideas. We remain committed to collaborating with organisations to help them future proof themselves to withstand any future impacts of this crisis.” Tackling the challenges with resilience Our extensive range of go-to-market initiatives included the immediate launch of weekly national client webinars, focusing on the three key phases of the crisis: respond, recover, and thrive. At first, the objective was to prepare for and manage continuity, while learning and emerging stronger were addressed in the second phase. The weekly topics changed accordingly. We have shared insights into matters ranging from cost resilience to state aid, and flexible consumption to the reopening of offices. With 12 webinars attended by over 2,000 clients from different industries before summer, the aim now is to focus on preparing for the ‘next normal’. Deloitte has also helped many clients, including public institutions, with their COVID-19 response and recovery, taking a look at different areas of their operations, including workforce, supply chain, IT, cyber, business continuity, etc. The objective has been, and remains, helping businesses through these challenging times and enabling them to emerge more resilient on the other side. Important exchange of ideas and source of insights One of the other initiatives that we have taken to serve our clients in these uncertain times is the COVID-19 CxO Round Up. Small groups of executives from different industries have regular touchpoints, where they discuss their top priorities given the current circumstances and are a sounding board for each other. Deloitte guest speakers provide insights based on their expertise. Forty-five companies have attended the 33 CxO Round Ups to date. These discussions provide all parties with unique insights into how customers are thinking and how they make decisions in these uncertain times. As this crisis continues to evolve, we learn that its impact is felt on all aspects of society. Therefore, we are committed to continuing to help private and governmental organisations of all sizes to successfully manage the challenges, and opportunities, that arise.
Sharing knowledge and saving lives
Limiting the virus spread The COVID-19 pandemic led to a dramatic increase in the demand for disinfectant to limit the spread of the virus. Johnson & Johnson and various other manufacturers came together as a consortium to repurpose and share their production capacity to meet the steep demand. Given that disinfectant did not fall within their traditional manufacturing and supply chain setting, it raised various complexities. Thanks to the support of Deloitte Belgium, Johnson & Johnson and the other members of the consortium were able to distribute almost 90,000 litres of alcohol disinfectant in five months to the care sector. “This truly was a joint effort, a great example of collaboration in a crisis. With the help of many actors in the healthcare and manufacturing field, we were able to adapt our supply chain to ensure that we could make a difference by manufacturing much needed disinfectant with our partners. Together we were able to help 122 different care institutions, ranging from hospitals to psychiatric facilities, and revalidation centres.” A digital platform for disinfectant Deloitte helped ramp up a new ordering platform for these disinfectants, creating a standardised process for the treatment centres to attain additional volumes of disinfectants, given the traditional sources were often depleted due to the high demand. The digital platform allowed for the working group, existing of representatives from multiple healthcare facilities to triage, if needed, the volumes. It also enabled them to expedite the shipment of these volumes to the treatment centres and thus ensuring that the facilities with the highest need received their supplies in due time.
Fulfilling our purpose through client work
Improving the recycling of packaging materials The challenges the world is facing in terms of reducing waste production and recycling are enormous. Our client, an organisation in charge of the Extended Producer Responsibility for industrial packaging in Belgium, wants to effectively turn this trajectory around by helping to reduce waste and lessen humans’ environmental footprint. Its aim is to promote selective waste collection and increase recycling rates, supporting the goal of a sustainable, circular economy for packaging materials. With a current recycling rate of 90 percent, our client captures data flows of more than 8,000 companies, bringing four million tonnes of industrial packaging to the market, collected and sorted by 160 waste collectors across 180,000 collection points.Circulating information is one of the key ambitions of this client. In order to facilitate this objective, the Deloitte team created an interactive platform that allows waste collectors to benchmark their activities and identify opportunities for selective waste collection at their existing clients. Selective waste collection can also be measured according to geography, industry and material type. By augmenting this organisation’s data with third-party business data, the site identifies opportunities for further selective waste collection. At the end of the day, these insights allow our client and its ecosystem to identify new opportunities for selective waste collection and recycling, contributing to a more sustainable future. With our multidisciplinary capabilities, Deloitte is the perfect partner for this organisation to reach their strategic ambitions. Accelerating plasma research to fight COVID-19 As scientists and experts around the world rush to discover a vaccine to protect against COVID-19, our practitioners have worked tirelessly to provide digital support to the European Union by developing an EU-wide database that tracks convalescent plasma donations and transfusions. With studies being conducted to determine if convalescent plasma from recovered COVID-19 patients can help those currently ill with the virus, our clients asked us to build a platform that considers the entire donation model. Everything, from pertinent details of those who donate their plasma (like sex and age) through the clinical trials stage and beyond, all while respecting GDPR and other privacy regulations by anonymising the data. More than 2,000 plasma donors have already registered in France, and the numbers will only go up as more people recover from the virus. As our Cloud Engineering team continues to scale up the database to support the entire donation chain, the impact of their work on our community is already evident. While in the middle of a crisis, Deloitte managed to rapidly create a solution that unites Europe in its battle against the virus. The fact that we can accelerate this research across borders is a testament to the hard work of our people fulfilling our Purpose to make an impact on our society. "We contribute to society, building confidence, upholding the integrity of organisations and supporting our communities. These Purpose-led behaviours are guided by our network’s shared values— lead the way, serve with integrity, take care of each other, foster inclusion, collaborate for measurable impact." Appinest leads to happiness for social housing residents Good communication is of the essence in all aspects of life, but for people who live in social housing, it can make all the difference in the world. Appinest, an app created by Deloitte Consulting’s Brussels Digital Studio as part of the digital innovation strategy developed for its client, will not only simplify the lives of tenants, but also help strengthen their community. Developed by Deloitte for and with the end user in mind, the social housing tenants, Appinest uses input collected during interviews to define issues and create a concept and app. To ensure that it truly met their needs, tenants were invited to test the prototype, which was adapted and improved according to their feedback. With 87 percent owning a smartphone and a touch-table kiosk at the reception for the 13 percent who don’t, the user-friendly app will enable the tenants to communicate more efficiently. They can use it to report any issues in the building, consult the latest community news and FAQ, check their balance and pay their rent, contact social workers, and more. Plus, they can communicate with their neighbours by posting announcements to offer or ask for help, exchange goods, plan events, etc. In other words, help strengthen their community. Launched in September 2020, tenants won’t be the only ones to benefit from the modular, scalable app that can be adapted to every housing company. It will consolidate tenant information and promote a positive sense of community, which is great for regional and national administrative centres. Housing companies can offer better services thanks to information from tenants, and their employees no longer have to deal with as many counter and phone inquiries as technical support requests are managed via the app. The best part is that they’ll gain meaningful insights thanks to the use of analytics which will certainly contribute to creating a strong, vibrant community.
NSE Impact Awards
In FY20, Deloitte Belgium and participating member firms marked the third edition of the NSE Impact Awards. The internal awards programme is all about demonstrating how we put our Purpose into action. The local executive panel of judges selected the top eight finalists for our firm and each of the winning projects were nominated in teams. In summary: December with a Heart: Warming up the coldest time of the year by giving back to society – NSE Impact Awards winner (read full story below)Chain Reaction: Providing access to essential medication for vulnerable communities – NSE Impact Awards winner (read full story below)amfori is the leading global business association for open and sustainable trade. The Deloitte Analytics team developed a programme that enables amfori’s members to have a clear and complete view on their performance in terms of the UN Sustainable Development Goals (SDGs) across their entire supply chain.MyTax: Deloitte developed a new digital tax platform, MyTax, for Bruxelles Fiscalité, it promoted the usage of the new platform as part of the project scope. Imagined and delivered by Deloitte, this is the very first “above the line” national communication campaign ever created for a client with all creative and art direction, definition of the tone of voice, illustrations, and animations done by our colleagues of Deloitte Digital Belgium.ClientFit: A three-year strategic project that focuses on creating an outstanding client experience by empowering all our employees in becoming trusted advisors to their clients by capturing the voice of our clients in key moments in our collaboration. Based on this we set up a client experience framework, offering our employees a clear and uniform framework to serve as guidance of what clients expect from us during different stages of the collaboration. Clientfit proved to be a great success.eBox: The single digital go-to platform for handling all your personal government documents. eBox becomes the go-to platform for government documents for 11 million Belgian citizens. For each challenge encountered, Deloitte supported them in the governance and the QA of the platform through our multidisciplinary approach and experience.Rock Werchter: Deloitte Belgium is always looking for ways to attract the best talent and showcase the Deloitte culture in a highly competitive hiring environment. Therefore, in 2019, for the third year, Deloitte Belgium partnered with two of the largest European music festivals, Rock Werchter (a four-day festival) and TW Classic, to position Deloitte as an “attractive, human, and fun employer” by creating a platform where people can share their Deloitte experience and endorse the brand.Syntra: Addressed the shortage of dedicated customs professionals, while offering labour opportunities to people experiencing challenges in that regard through designing, organising, coordinating and hosting a specific learning trajectory, including classroom trainings, online learning and internships. Together with Syntra Deloitte offered a selected number of motivated candidates the opportunity to gain knowledge and experience in the customs area, with the aim of improving their chances of finding a job in this sector. Two projects were selected as NSE Impact Award winners: December with a Heart & Chain Reaction. December with a Heart: Pulsating with goodness It’s difficult to deny the persistence of social inequalities in society, the tenacity of poverty or even how lost many young people are feeling these days. This reality can be overwhelming, leading to a sense of helplessness. For this reason, Deloitte took the lead and created a context where we could galvanise our efforts to make an impact that truly matters. After a successful first edition in 2018, we relaunched December with a Heart to make it even greater. Sometimes, genius lies in the purest simplicity. The recipe of this impactful campaign was straightforward from the start: a cup of good intentions, a lot of willingness, a touch of peoples’ magic, and voila, a spectacular creation of positive results. December with a Heart is a unique campaign because it involves the entire Deloitte community, giving every individual the opportunity to be part of a worthwhile cause. What’s even better is that the campaign gives people a choice. Our employees can either vote for their favourite organisation and give it the chance to become an official partner of the Deloitte Foundation or win €10,000; give blood; run with a Purpose; donate a shoebox; give away Saint Nicholas’ money to an association; take part in a festive-inspired session or share what they’re grateful for. This way, everyone could choose how they wanted to get involved. Thanks to an ambitious communication campaign and the participation of numerous Deloitters, every activity became an accomplishment. Beyond giving back to society, this programme was also about empowering Deloitte’s employees by energising during a difficult time of the year. People not only get the opportunity to do something with a meaningful Purpose, they’re also encouraged to share positivity and inspiration. In other words, happiness and wellbeing were built in. The numbers speak for themselves. Through this programme, we were able to: gather 121 blood donors to help secure blood supplies;donate €9,000 to StreetwiZe to build a series of new mobile schools; fill 1,034 shoeboxes with food to those in need; read more than 800 words of gratitude on the heart wall;contribute €30,000 in donations to three new associations;create a new partnership with Deloitte Foundation.Undoubtedly, the December with a Heart campaign has a very broad impact on the Belgian society, reaching domains such as health, education and child welfare. "Beyond giving back to society, this programme was also about empowering Deloitte’s employees by energising during a difficult time of the year.” Starting a valuable Chain Reaction Millions of patients in sub-Saharan Africa have no or limited access to healthcare. One pharmaceutical firm Deloitte is supporting wants to change that. Its aim is to give two million HIV and 300,000 tuberculosis patients regular treatment by creating access to medication. One of the key challenges our client had was its lack of supply chain knowledge. Information about public health supply chains is inadequate because commercial companies typically don’t focus on underserved populations. Offering to fill in the gap, we mapped the journey of a product from a country’s borders to the point it reaches the patient and identified the various hurdles along the way. As part of this endeavour, we connected with local stakeholders, such as ministries of health, suppliers, nurses and patients to fully understand their strengths and challenges. Thanks to our input, the pharmaceutical firm was able to launch several projects to tackle the newly-identified challenges in the supply chain. This important step supported our client and helped provide access to life-saving medication to vulnerable communities. One of the key projects is a learning module for doctors and nurses delivering medication to patients, which facilitated their understanding of the impact of their actions on the availability of medication. The best part is that we strengthened their connection to a vast network of industry players involved in the public health landscape to encourage collaboration and ensure that more underserved populations can access medication. And our efforts certainly paid off. For our part in this project, we now have the opportunity to join Davos 2020 and facilitate a panel discussion on optimising delivery of medication in resource-limited settings. "Our NSE Impact Award winners and finalists proved that there are countless ways to make an impact that matters.”
Impacting 50 million futures by 2030
Deloitte Foundation The Deloitte Foundation oversees our firm’s Corporate Responsibility strategy and brings together a series of societal projects in which we collaborate with strategic partners in Belgium and beyond. The projects focus on education, skills and opportunities, innovation, entrepreneurship, and sustainability. These pillars represent Deloitte’s culture as a coaching and learning organisation and make the best use of our skills to have a more significant impact. In FY20, Deloitte Belgium put in more than 10,000 volunteer hours with over 1,000 of Deloitters involved. What’s more, we reached over 54 percent of our WorldClass targets and contributed over €700,000 in monetary donations.Our objective is to constantly evolve and improve our partnerships to make the best out of the collaboration of our respective expertise. In order to strive for a balanced portfolio between education, skills and opportunities, innovation, entrepreneurship, and sustainability, we’ll focus on new partnerships in the sustainability domain in FY21. For more information: www.deloitte-foundation.be Projects and organisations that contributed to our target: Vlajo and Les Jeunes Entreprises empower students to develop entrepreneurial skills, consequently preparing them for their future professional life through simulation exercises on how to set up and build a company. Deloitte provides feedback on business plans, serves on competition juries, advises the initiative’s management and offers the Deloitte Innovation Award. School 19 offers free coding courses to youngsters 18 and up with the aim of increasing IT and digital skills and consequently boosting jobs in Belgium. It also encourages women to go Tech via the She Loves To Code initiative. BrightFuture matches mentors with underprivileged university students. A great example of how we support and encourage a-typical profiles to take their first career steps. Workshops and coaching sessions are organised. Fund Isaan accelerates education by offering English classes to teachers and students, which helps to build a stronger community in the region of Isaan, Thailand. StreetwiZe – Mobile school offers workshops and trainings derived from the experiences and learnings of people who live and survive on the streets; the ‘street model’ is consequently applied to corporate life and shared to empower professionals. All profits are used to further develop the Mobile School, an education programme teaching street kids and workers. Close the Gap is an international social enterprise that aims to bridge the digital divide by offering high-quality, pre-owned computers donated by European companies to educational, medical and social projects in developing and emerging countries. The Caring Entrepreneurship Fund (CEF) supports entrepreneurs in the creation of their business in the Health and Wellness sector. Start-ups, especially in the field of health and welfare, are a key force for development and progress to overcome unsatisfied medical needs and the ageing of the population. What's next? During these unprecented times, now more than ever activating our Purpose has become crucial. As companies get creative in response to the COVID-19 crisis, more will close the Purpose gap. We’ll put Purpose into action to inspire and motivate our Deloitte professionals. Employee engagement will become vital going forward. This means prioritising employee engagement over cash donations to create meaningful (learning) experiences for our talent. Besides this, we’ll strive to achieve a balanced portfolio of partnerships by launching new Sustainability strategic partnerships in FY21. Finally, we’ll amplify our impact by embedding Purpose in everything we do and incorporate it into our operations and decision-making processes.
Virtual Hugs inspire real hugs
In the midst of the lockdown, we launched a simple and spontaneous project that aims to bring a little warmth and wellbeing to those who have been isolated during confinement. Very quickly, doctors sounded the alarm that isolation could significantly deteriorate the mental health of confined populations, especially those who could not be visited. To alleviate the problem of loneliness while respecting measures of social distancing, we employed the use of mobile technologies. Well-disinfected mobile devices allow people to reconnect to each other in a totally secure manner. This is how Virtual Hugs was born. Jointly created by Deloitte, Close The Gap and the VUB (Vrije Universiteit Brussel) in response to a clear demand from healthcare institutions in the early days of confinement, Virtual Hugs helps patients and the elderly to (virtually) connect with their loved ones. Initially, our efforts focused on rest and care homes. Bringing comfort and support to the elderly people seemed obvious to us, given the extreme health circumstances. In addition to this, we were keen to launch a nationwide campaign. Receiving financial support from the Flemish government significantly boosted our delivery capacity and after a few fruitful weeks, we extended our scope to centres that take care of people with disabilities. At the end of May, we worked together with the Flemish Agency for Persons with Disabilities (VAPH). What did we do? We simply set up a website to collect monetary donations and equipment. Used devices were handed over to Close The Gap, which were responsible for refurbishing, disinfecting and sending them to institutions and money was used to buy new or used devices. Thanks to Virtual Hugs (launched in FY20 and continuing in FY21) we’ll deliver approximately 4,000 devices, directly impacting 40,000 and indirectly 80,000 lives. In the first months of the project (FY20), we have already delivered 2,063 devices, directly impacting 20,630 individuals and indirectly impacting 41,260 lives. Virtual Hugs is a project that was initially launched in a context of crisis in order to meet an urgent and immediate need: enabling elderly people to stay in touch with their loved ones. Two months later, we realised that our action allowed us to go even further and meet deep and real societal needs. Indeed, the distribution of these devices not only provides a solution to the problem of loneliness and isolation, but also helps to bridge the growing digital divide. On top of that, we have received several testimonials from centres where the tablets are also used for more recreational purposes, making it possible to play music, look at photos or set up new activities. Of course, all this was only possible with the help of staff in personal care institutions. "With the Virtual Hugs initiative we want to help elderly people, hospital patients and people with disabilities to stay in touch with their loved ones, so that they know that they are not alone in these exceptional times."
Our sustainability journey and the Green Sounding Board
Our sustainability journey Enter the Green Sounding Board, a diverse group of Deloitters from every area of the business whose goal it is to engage their colleagues with the firm’s sustainability journey. Launched in February 2020, the Green Sounding Board is composed of Deloitters from all business units and levels. Its goal is to engage our people in the firm’s sustainability journey to make a positive impact now and to empower the Deloitte sustainability steering committee to integrate it in our sustainability strategy. In mobilising our vision to become a sustainable company, the Green Sounding Board applies a bottom-up strategy by collecting all sustainable ideas/projects from our people to allow them to be heard, categorises these ideas (matrix) and reports them to the steering committee, and collects feedback from our people on current projects to better understand their expectations. Getting involved It operates a top-down approach by being an ambassador of current sustainable projects and matches existing projects and people expectations. Lastly, it ensures a lever effect by allowing our people to involve themselves in sustainable projects. Within a few months, the Green Sounding Board managed to gather 85 participants, and the number is constantly rising. It has organised several workshops and brainstorming sessions about diverse topics such as how to reduce plastic at Gateway, how to implement the results of the Great Purpose Challenge, and how to fight digital pollution. The Green Sounding Board gains inspiration and gets forecast best practices from several member firms, such as the Netherlands and the United States. It is a relatively new initiative but we see it making a great impact as we pave the way for a more sustainable future. "The Great Purpose Challenge’s crowdsourcing platform offered our people the opportunity to tap into their creativity, dig deep, and look for solutions that benefit not just our business but also society as a whole."
Introducing extra flexibility for our people in challenging times
“I chose to participate in the Summer Flex Leave Programme to have dedicated time to spend with my kids during June and July. For me, it’s important to leverage this flexibility option when I can focus on my family so that when I’m working I can give my best to my colleagues, team and client work. I appreciate that the programme supports flexible working and helps our business during what may be an uncertain summer period. I feel fortunate that being part of a connected and collaborative team makes it possible for me to participate.” Nadia Shah, a senior manager from Human Capital Taking into account these increased demands, we designed a new programme to give our people the option to take extra time off during the summer to take care of their children, reconnect with friends and family or simply re-energise. As part of our Talent Strategy, this programme respects peoples’ priorities and supports all personal needs. It also sets the tone for a more compassionate culture that enables flexibility that fits real life where all employees can do their best work. Summer Flex Leave offers our people the option to take 10 to 40 extra days off. What makes it such an attractive package is that it’s partially sponsored by Deloitte. We organised several webinars to explain the concept, how to apply and its implications. And it’s all supported with a dedicated intranet page providing useful information, a FAQ and access to a pragmatic request tool to ensure business leaders remained involved. It’s no wonder the programme was a resounding success with a very high participation rate. Many of our people jumped at the chance to take a well-deserved—extended—break to recharge their batteries and spend some extra quality time with family and friends. “I am taking 10 working days off this summer not only to take the time to connect with my relatives, but also to make sure that I have the necessary headspace to reflect on what has happened up until now in the world. I believe it’s important for everyone to take a moment to recharge and focus on activities that give them energy, especially in these troubled times. This is not a sprint, but a marathon, so let’s make sure we take care of each other in the next year to come.” Claire Charlier, junior consultant "This programme is a great example of agility and creativity in action: creating custom solutions in the moment for our people."
Taking our conversations to a deeper level
Taking these quality conversations to the next level, we introduced Start to Check-In in November 2019. This online journey for both team members and team leaders enhances their Check-In skills through a series of six guided conversations. Throughout these guided conversations, both team members and team leaders are coached in talking about topics they wouldn’t naturally discuss during their Check-In conversations, yet are essential to make a conversation truly impactful. Similar to the concept of Start to Run, conversation topics begin with easy subjects and gradually build up to more difficult conversations. Module 1 - Let’s talk about what to talk about Through a practical tool, team members and team leaders discover which topics they’re already covering well, and which matters to further explore to broaden the impact of the quality conversation. Module 2 - Let’s talk straightThe single most important factor to create a climate of trust is straight talk: the ability to share openly what is on one’s mind in a respectful way. This session elaborates on different feedback habits they can experiment with in order to grow towards a culture of straight talk. Module 3 - Let’s share our feedback typeGiving downward or upward feedback is not only about the content. It’s important to be mindful about the way people give feedback as individuals have certain preferences in giving/receiving feedback. This module helps team members and team leaders understand their own feedback preferences and provides tools on how to make different preferences work together. Module 4 - Let’s focus on strengthsDuring this module, team members and team leaders learn to discuss Team Members’ strengths, how he/she can apply these strengths on a daily basis and how Team Leaders can support this. Module 5 - Let’s talk about leadershipAs people have different preferences and styles when it comes to leadership, this module helps to open the conversation and discover practices for team members and team leaders to optimise their working relationship. Module 6 - Let’s build trustTrust is a key factor for driving performance, commitment and happiness at work. This module focusses on how trustworthy people are perceived and how to increase trust with colleagues and clients. “You don’t have to be great to start to Check-In, you just have to Start to Check-In.”
Seeking talent during a pandemic
At Deloitte, we literally pivoted overnight, keeping the candidate experience our key focus for both campus and experienced hires. Virtual sessions successfully replaced all our in-house campus recruitment events. Junior candidate assessments were transformed into virtual coffee sessions and contract signings were celebrated remotely. We took it all in stride, showing our ability to be agile, acting rapidly to the new normal and ensuring the continuity of our hiring strategy. Despite the volatile environment, we managed to ensure a smooth virtual onboarding for approximately 80 experienced new hires during the lockdown. Without missing a beat, we transformed the usual process in order to guarantee social distancing and business continuity. From adapting the mobility package, finding solutions for delivering IT material—even abroad—to virtual Meet & Greet sessions with our CEO welcoming our future starters, we have proven that making the switch to digital was seamless. Reinforcing our strong brand reputation, we continued to connect with the student community. During the past months, we organised five virtual training sessions with well-known Belgian speakers on topics from mental resilience and social media skills, to a cooking class and fitness workout. It gave students a well-deserved break while studying for their finals. Next to attracting top talent and in response to the uncertainty of COVID-19, Deloitte launched an internal Job Centre with its main objective to ensure that internal talent with reduced workloads continue to have meaningful work across teams and businesses. As of early April, the Talent Acquisition team used its expertise to match practitioners with less work with available jobs. So far, several practitioners were matched with interesting cross-firm assignments on a temporary basis. “The Job Centre initiative helps to create meaningful work. Within one week, one of our consultants from the Strategy & Performance team (Deloitte Accountancy) was able to support the national Purpose team for eight weeks. She is conducting internal analyses, interviewing internal and external stakeholders and preparing reports to further strengthen Deloitte’s Purpose programme. The team from the Job Centre was very quick to act, communicated clearly and had a well-prepared onboarding process. It’s great to see how Deloitte acts as one in these special times.”
Find your balance and Energise@Home
Staying energised at home As the mental and physical health of our people remains a high priority, Energise@Deloitte quickly transformed into Energise@Home during COVID-19. We created an internal content rich platform and our popular group classes successfully went virtual, bringing the instructors from the Gateway fitness centre into the homes of Deloitters. We even invited parents to enjoy some fitness fun with their children during our family workouts! The platform provides a wealth of information offering lots of resources, tips and tricks and fun insights into how to make the most of this unusual situation, to learn how to initiate desirable habits and routines, express oneself creatively, cook fresh tasty recipes, get moving, sleep soundly and find novel and delightful ways to connect with others.. Creative and innovative ideas Every week, we zoomed in on a relevant topic affecting our daily lives such as staying resilient and keeping mentally fit. We also suggested unique and fun ways to stay connected to friends, family and colleagues while living and working from home. “Weekly well-being webinars featuring a superb line-up of guest speakers continue to capture our peoples’ interest. With our innovative and creative spirit, we continue to connect and have fun together even if we’re not physically in the same space!” Virtual Hugs step challenge We’re proud of the contributions we made to our society during these unprecedented times, and we’re grateful to all of the Deloitters who took part in our Energise@Home step challenge from 7 to 27 April. Together we collected an amazing 75,694 km in just four weeks! For every 1,000 km registered on the Energise platform, Deloitte donated an extra device to Virtual Hugs. Thanks to our collective efforts, we were able to give an additional 75 devices to care homes and hospitals across the country, ensuring that more members of our community could stay connected with their loved ones.
Parents@Deloitte takes on a new dimension
During FY19, we redesigned our Parents@Deloitte approach so it’s more enriching, informative and relevant to the current reality. The dedicated intranet page offers supporting documents which include administrative checklists, conversation guidelines and other useful links. Next to this, our invaluable Parents@ Deloitte ambassadors are there for our parents and soon-to-be parents to ask questions, give comments or just have a friendly chat! Walk-in sessions In line with our Parents@Deloitte goal to assist colleagues through their parental journey, Deloitte is organising monthly walk-in sessions. Questions regarding compensation, flexibility options, benefits, insurance and administrative-related questions can be discussed in person with one of our Reward & Analytics colleagues. As part of building a workplace that’s easy for parents to be part of, this sets the tone for a smoother administrative process and more positive experience for our professionals before and after childbirth in their (new) role as parents. Working remotely with kids Many Deloitte parents faced a new reality during the recent lockdown: working while caring for their children, a balancing act that required flexibility, creativity, and a lot of energy. To help support our parents within Deloitte, the Parents@Deloitte programme provided best practices, tips and tricks, and useful links on how to work remotely while being there for your kids. By conducting a survey among our practitioner parents, we were able to adjust our offerings to address their most urgent needs. From advice on how to structure your day to family workouts over Zoom and educational websites to enrich your children while they learn from home, our Parents@Deloitte programme offered a variety of ways to help Deloitte families thrive. Physical well-being Looking after the physical health of our (future) parents contributes to overall wellbeing. That’s why we organised prenatal yoga sessions and virtual family workouts to get the entire family moving during quarantine. "We are proud to sponsor the Parents@Deloitte approach to support our professionals in their personal lives before and after they became parents."
GLOBE fosters safe and inclusive workplaces
Across Deloitte, the objective of GLOBE is to foster safe and inclusive workplaces, empowering everyone in Deloitte to bring their whole selves to work and realise their full potential. Bringing together LGBT+ colleagues and allies is key to providing visible, trusted points of contact, to embracing a wide diversity of experiences and learning how we can all contribute to creating and upholding an inclusive environment. Having colleagues who actively listen and advocate, as well as senior role models on inclusion, can make a huge difference to LGBT+ people. With many inequalities still prevalent in society, allies both for and within the LGBT+ community are more important than ever. “We want everyone to feel able to be their authentic self at work - to have a voice, be respected, and achieve, regardless of ethnicity, gender, sexuality or any other characteristic.” Summer of Pride Social distancing measures may have kept us from celebrating in person but didn’t stop us celebrating all together. Deloitte Belgium was proud sponsor of Antwerp Pride 2020. This year’s theme ‘Together We Pride’ offered a variety of virtual events and an adapted programme that made it an unforgettable experience. While the events may have moved online, the heart of Pride remained unchanged: commemorating and celebrating the long journey the LGBT+ community has made toward acceptance and equal opportunities. Open@Work As of FY20, GLOBE is proud to work together with Open@Work, a non-profit membership network aimed at connecting LGBT+ people across companies. This collaboration further supports our overall vision. Deloitte hosted a dedicated event at Gateway – inviting internal and external Open@Work and GLOBE members to share experiences and listen to testimonials from our GLOBE network, including a keynote speaker from our Deloitte Netherlands office. “Having a strong sense of belonging has never been more important than now, in a world rocked by COVID-19. With Pride events across the world having been cancelled due to the pandemic, it was all the more important for us to take part in the virtual Antwerp Pride 2020.”
Innovation at Deloitte
Connecting the dots for our clients and businesses through our Digital Offerings initiative Formed in 2019 and led by Christophe De Waele, the Digital Offerings Council is putting the spotlight on innovation and the evolution of our professional services to a level where we deliver value to our clients through our talented people and technology assets. To future proof our business, we empower our people to look for opportunities to innovate. We do this by digitalising our key offerings and developing assets in a consistent, integrated way. These enhancements allow us to better hone in on our clients’ needs, enhance the user experience, and facilitate collaboration. "Now more than ever our clients are asking themselves what the world will look like in 2030. How can they deal with one of the greatest challenges of our times, the sheer growing volume of data? How should they use intelligent automation to grasp opportunities? As we go through unprecedented change, our focus and commitment are to act as a trusted advisor and help our clients navigate through this transformation." The art of the possible We actively question the status quo. By fostering a mindset of “continuously innovating”, our people seek new ways to digitalise our services and further improve the user experience. As innovation pioneers, we explore the art of the possible to create new solutions of tomorrow, today.
Showing resilience amid the COVID-19 pandemic
This year, the third edition of Belgium Best Managed Companies, an independent jury recognised 20 Belgian private companies for their clear strategy, extensive expertise, commitment, and financial performance.Twenty Belgian companies recognised for their resilience Provan, Zuidnatie, Vandenbussche, Sack Zelfbouw, Stadsbader, Quality by Design, Saey, and Vanheede Environment Group now proudly bear the quality label, joining the 12 requalifiers that retained the Best Managed Company title: CE+T Group, EASI, E.D.&A., LVD Company, Protime, Vanbreda Risk & Benefits, Vandersanden Group, Golazo, Soudal Group, Easyfairs, Thomas & Piron, and EXKi. “Resilience is the quality that enables organisations to respond quickly but also be prepared for uncertainties and survive and thrive. A resilient company is able to achieve sustainability, emerging from economic downturns and remaining steadfast while facing growing uncertainty, such as the current COVID-19 crisis. Best Managed Companies not only show strong competency in innovation, leadership and risk management, but they are highly agile.” Highly resilient organisations, such as the Best Managed Companies specifically combine the common characteristics of strategic resilience and organisational agility and actively focus on areas such as market diversification, effectively remote working, clear communication to their people and stakeholders, stress tests, and scenario planning. These qualities enable them to adapt and thrive through different economic cycles, including the challenging times brought on by the COVID-19 pandemic. The greater an enterprise's long-term mission, the greater its vitality. Recipients of Deloitte’s Best Managed Companies Award 2020
Strengthening the Fast 50 ecosystem
Belgian entrepreneurs are at the forefront of innovation and play an important role in the economic development of our country. Most of them have shown great agility and resilience during the COVID-19 crisis and are leading the way in Belgium and beyond. Expanding the community to promote growth We are happy to play a vital role in expanding the Fast 50 community by attracting new fast-growing companies and building an entire ecosystem with the presence of corporates, incubators, etc., giving the young companies in the community more opportunities to expand their network and achieve future growth. “Our aim is to build a community and offer all of its members the opportunity to build their network, share best practices, and deepen their knowledge of business critical topics.” Developing the Fast 50 community also involves learning more about the challenges and opportunities these companies face, and sharing the knowledge with them to help them grow. Each year we survey young Belgian companies in various sectors and publish the findings in the Rising Star Monitor with Vlerick Business School as part of Entrepreneurship 2.0. With this initiative, we strive to gain vital knowledge about the main difficulties that young companies with growth potential face in Belgium.