Partner news

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  1. NEW

    Energy sector gearing up for digital transformation

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    Distribution system operators are facing a radical digital transformation of their business model. They could go from purely managing the physical infrastructure to acting as data hubs or neutral distributors of energy data as well. Are we on the verge of an ‘Uberisation’ of the energy sector? Stijn Viaene, Professor at Vlerick Business School, believes we are.

  2. A Belgian unicorn? Why not!

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    Deloitte’s Technology’s recent FAST 50 competition put young and promising tech companies in the spotlight. Frederik Falepin from Deloitte and Veroniek Collewaert, professor of Entrepreneurship and jury member, are critical of the average young Belgian technology entrepreneur, however, claiming that they have “insufficient ambition to grow internationally.”

  3. Belgian, Dutch and Swedish CEOs earn less than their German, French and British colleagues

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    The two key factors that determine the remuneration allocated to CEOs are the country in which his or her company is located and its size. The CEOs of listed companies in the UK and Germany earn the most, while Belgian, Dutch and Swedish CEOs receive relatively less. The composition of the remuneration packages allocated is also prone to significant differences: the variable portion is relatively high in Germany, the Netherlands and particularly in the UK; in Belgium, France and Sweden this is significantly lower. Additionally, this study revealed that those companies that perform best do not necessarily pay their CEOs a higher salary; they make more frequent use of share-related remuneration.

  4. Negotiation Intelligence at Eandis

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    The energy sector is a dynamic playing field. For a major Belgian player such as Eandis, it is important to take an agile stance. “Being able to react fast and anticipate intelligently is what it’s all about. That also plays a crucial role in negotiations, as the results of our Prime Foundation Partnership at the Centre for Negotiation Intelligence® have demonstrated. In the coming three years, we aim to deepen this consultation model and transfer it to our internal and external stakeholders,” Werner Verlinden, HR Director of Eandis, tells us.

  5. Interpolis: becoming the most transparent and trustworthy insurance company

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    Interpolis is a Dutch insurance company operating both in the life and the non-life market, as well as in the health industry. During the early 1990s, Interpolis faced serious financial problems and the company was in dire straits. The company has been turned around from 1994 onwards and the case study describes this transformation in greater detail. It shows how the top managers have built a strategy based on openness, transparency, clarity and trust: insurance has been made 'crystal clear.'

  6. “HR also needs to become more accountable”

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    Ivan De Witte and Marion Debruyne on the challenges facing HR, in response to the renewal of the Chair Partnership with Hudson: “An HR manager who wants to be future-proof can learn from his or her counterpart in Finance, the CFO, who was forced to stop navel-gazing some time ago. After all, HR shares the need to become more accountable.”

  7. Half of all Belgian employees do not know how much supplementary pension they receive

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    Although the importance of a supplementary pension has gradually become widely understood, the amount of the annual employer contribution is greatly overestimated. More than one employee in two (54%) has no idea what contribution their employer pays into this so-called second pillar. More and clearer communication becomes in this way an important attention point. This communication employees want above all digitally and via a single central platform. This is the lesson of a survey by Vlerick Business School and AG Insurance.

  8. Collaborative shipping: cheaper and better for the environment

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    ‘We can’t wait any longer’, says Professor Robert Boute. ‘Companies are under pressure to deliver our orders faster than ever before. It’s not hard to guess the consequences: trucks full of air rather than goods. Various studies have shown that one in four trucks are driving around empty, and those that are not empty are only filled by 57%. Things can and should be better. We have developed a tool that will help companies substantially raise the efficiency of their shipping operations.’

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