Will the labour market in 2030 be blue, red, green or yellow? Consulting firm PwC tried to create four possible scenarios. This interesting projection exercise serves, above all, as a reason to begin a debate about the future workforce.
What will the labour market look like by the year 2030? This is a question that needs to be asked in an era characterised by significant technological shifts such as the automation of tasks, machine learning, as well as the emergence of new jobs and the requirement for the appropriate "human" skills. The revolution changing how we work is like a train that set off a few years ago and is travelling faster and faster, bringing changes for all of society. And the challenge for HR and other departments promises to be a sizeable one as everything will evolve, both now and in the future: the concept of talent, skills, modes of operating, infrastructure, tools, recruitment and training. On the eve of this major transition, consultancy company PwC imagined four possible scenarios designated by four colours.
Red: innovation holds the power
This is a fictional world where the number of US full-time employees with permanent employment contracts collapses – to 9%... This near-future scenario is typified by a lack of regulation, and gives prominence to specialists, niches and technological progress. The pace of everything becomes faster still (creativity, market entry, etc.) and the risks are greater than ever; today's successes become tomorrow's failures. On the labour market, companies are seizing talented and increasingly specialised people. Digital platforms connect supply and demand via automated processes, and competition is rife for the most highly-prized skills. For workers, experience and the highest level of specialisation both begin to outweigh graduate qualifications.
Blue: giants rule the world
The corporate giants are at the heart of PwC's blue world scenario. The larger, more powerful and more global they become, the better they can crush their competitors. These giants are dominant; they increase their profits and impose their law, even on states. But what of their staff? They are ultra-skilled and have transformed themselves into a "super workforce" of elite workers whose performance, wellbeing and risk of breakdown are measured to an obscene degree. In exchange for this constant pressure and continuous monitoring, the employees of the blue future receive a whole host of services from their company (e.g. childcare, healthcare, and so on.).
Green: the power of corporate social and environmental responsibility (CSR)
Companies are obliged to forego motor vehicles that run on fossil fuels, and account for the impact they have on the environment and society. But this green future is not about "greenwashing". CSR becomes a financial imperative because of the weight of public opinion (i.e. consumer views) and other pressures. Advances in technology support companies to achieve their green objectives and offer their staff a well-designed, well-balanced and ethical working environment. Values, including trust and loyalty, are at the heart of the relationship between employers and workers.
Yellow: humans at the centre
Despite technological progress, humans are still the pillar at the heart of society in this imaginary world. The "made by me" label, which stipulates that no machines were used to create the design, is recognised as the hallmark of quality. This is a utopia dominated by equity and ethics, where craftsmen and women are revered as sacred. Regulations establish the concept of "good jobs" and professional associations flourish. Workers act in solidarity and seek to do "what is good" through their work. Flexibility, autonomy and accomplishment are the watchwords. Society is split on the subject of the virtues and dangers of new technologies...
By imagining these four exaggerated scenarios, PwC has opened the debate on the future workforce. The report goes on to examine the challenges posed for human resources management. Read it in full to find out more.
Building a sustainable chemical industry together
As a bank, we promote sustainable entrepreneurship and innovation. Together with BlueChem, the first incubator for sustainable chemistry in Europe, we are taking some important steps in the chemical industry.
In December 2021, BNP Paribas Fortis extended its exclusive partnership with BlueChem for a further three years. A logical step after the successful cooperation over the past years.
BlueChem is the first independent incubator in Europe to focus specifically on innovation and entrepreneurship in sustainable chemistry. It provides legal, administrative and financial support to promising Belgian and international start-ups and ambitious growth companies. BlueChem recently invested in a brand-new building on the Blue Gate site, the new climate-neutral business park in Antwerp. The incubator provides start-ups, SMEs, large companies, research centres and knowledge institutions with fully-equipped and freely-configurable labs, individual offices and flexible workplaces. Tenants include a company that splits CO2 molecules into useful chemicals, a company that develops protein sources for meat substitutes, and a company that extracts chemicals from polluted industrial waste water.
Didier Beauvois, Head of BNP Paribas Fortis Corporate Banking: “We are very proud to be a partner of BlueChem, which, like our bank, feels very strongly about sustainable development and open innovation, which is why we chose to immediately extend our partnership with BlueChem by a further three years. Our aim with these kinds of initiatives is to help companies and industries meet the conditions set out in the European Green Deal, the European Commission’s initiative to make the European Union climate neutral by 2050.”
As a leading bank in Belgium, we believe in taking our responsibility and contributing to the sustainable development of our society, now and in the future. A promise we can continue to deliver thanks to our partnership with BlueChem.
Our primary role within this unique partnership is to share our expertise. The bank has a centre of expertise, the Sustainable Business Competence Centre, which closely monitors innovative, sustainable developments, using this knowledge to support companies in their sustainability transition. We also have a wealth of experience, through our Innovation Hubs, in fine-tuning business plans for start-ups that want to evolve into scale-ups. Making our network available is a second crucial role. We connect with potential clients and investors and identify synergies between start-ups and large companies. Contacts that also offer added value for our Corporate Banking clients.
Barbara Veranneman, Chairman BlueChem NV and Director International Affairs essenscia: “BlueChem partly owes its success to strong strategic partnerships, such as with BNP Paribas Fortis, among others. Our sustainable chemistry incubator is thus able to provide the right facilities in the right place, in addition to specialised, custom services. This access to high-level expertise is definitely an asset, offering start-ups and scale-ups optimal support so they can focus on their core business: bringing sustainable innovations to market."
Why the chemical industry?
The chemical industry is a major contributor to our country’s economy. Antwerp is home to Europe’s largest and the world’s second-largest integrated chemical cluster. We can have a major impact by providing optimal support to start-ups and scale-ups throughout Flanders in terms of innovation and sustainability.
We don't always realise that developments in the chemicals industry impact every aspect of our daily lives: virtually every technological product contains plastics, smartphones are jam-packed with chemical elements, the biodegradable packaging of the products on supermarket shelves, research into new batteries, recycling that involves a great deal of development, etc.
A good example is Triple Helix, an innovative growth company that was one of the first to move to BlueChem and which received support from the bank from the outset. The company is preparing the construction of its ‘SurePure’ recycling plant for polyurethane foam and PET shells, which will be converted into new raw materials, for new applications. Polyurethane is used in mattresses, car seats, insulation panels, etc. But this is just the first step. True to the motto ‘Molecules as a service’, Triple Helix is already planning similar initiatives with glass, stone and wood . Considering waste as a resource creates a huge growth market.
Steven Peleman, Managing Partner Triple Helix Group: “What makes BNP Paribas Fortis such a valuable partner is that it can bring the right parties to the table, essentially becoming a lever on the pathway to a more sustainable industry. It’s not just the financial aspect. The bank also looks for strategic partners, helps us to strengthen our credibility, and brings in potential investors. A bank that looks beyond purely financial considerations can create tremendous added value for us.”
Sustainability and innovation in the chemical Industry
Innovation in chemistry is the key to overcoming our planet's sustainability challenges. The chemicals industry develops crucial innovations and products to successfully address climate change, even though it is not traditionally considered a 'greener’ industry. There are several opportunities: better recycling techniques to extract sustainable metals from waste, biodegradable plastics, the replacement of certain substances in existing materials, or the greening of a chemical production process. Moreover, innovation is not an easy feat in the chemical industry. It takes a lot of time, guts and money to scale up from a lab setting to industrial-scale production.
European Green deal
All these efforts to increase sustainability are part of an EU-wide initiative. The European Green Deal is a set of policy initiatives by the European Commission to make the European Union climate neutral by 2050. It proposes to achieve this by drastically reducing CO2 emissions and by immediately absorbing or offsetting any remaining carbon emissions in Europe by 2050, for example by planting forests or with new technology. This would make Europe the first climate-neutral continent in the world. An ambition that we, as a bank, are more than happy to lend our support! And what about you as a company?
Would you like to know more about how we promote sustainability and open innovation or do you require support for your transition to a more sustainable business model? Discuss this with your relationship manager or the experts of our Sustainable Business Competence Centre.
Scale-up concludes mega contract in the midst of the coronavirus crisis
The Antwerp-based scale-up IPEE transforms ordinary toilets into innovative products. BNP Paribas Fortis is more than just the financial partner. IPEE have already come into contact with the right people via the bank’s network several times.
“The traditional urinal has no brain. The infrared eye simply detects that someone is standing in front of the urinal. The result? A lot of wasted water and misery”, says Bart Geraets, who founded IPEE in 2012 together with Jan Schoeters.
The scale-up devised new measuring technology that makes it possible to detect through the ceramic of a urinal when someone is urinating or when the urinal is blocked. With this innovative technology, the scale-up designed urinals that use half as much water and toilets that can be operated without touching them.
“IPEE is an atypical scale-up that innovates in a sector where little has changed in the past few decades”, says Conchita Vercauteren, relationship manager at the BNP Paribas Fortis Innovation Hub.
Jan Schoeters: “At first we mainly focused on durability. But we soon felt that with non-residential applications, the potential water saving is subordinate to the operational aspect. We had to be able to offer added value for each stakeholder in the purchasing process.”
We opted for sleek designs to appeal to architects and end users. The simple installation attracts fitters and maintenance people see the advantages of the sleek design - that is easy to clean - and toilets that do not overflow.
Until 2015, Schoeters and Geraets, along with Victor Claes, an expert in measuring methods and originator of the IPEE technology, put their energy into product development and market research. The financing came mainly from money that they collected in their network of friends, fools and family.
They had to go elsewhere to obtain the funds for production and marketing. Geraets: “We had a product, but it wasn’t ready to sell. To take that step, we needed investors.”
Looking for new investors was a challenge. Schoeters: “We aren’t software developers and we don’t work in a sexy sector. So we miss out with a large target group of investors.”
The young scale-up attracted the attention of Ronald Kerckhaert, who had sold his successful company, Sax Sanitair, at the end of 2015. “He pushed us to think big, more than we dared ourselves. And he never headed for an exit. His express goal was to put our product on the world market”, says Schoeters.
IPEE has achieved impressive growth since then. The product range was expanded and new sectors were broached: educational institutes, office buildings and hospitals. The technology is now used by Kinepolis, Texaco, Schiphol and Changi Airport (Singapore).
“We very soon turned to Asia, because new technology is embraced more quickly there”, Geraets explains. The IPEE technology is distributed in Singapore - where the scale-up has its own sales office - China, Thailand and Vietnam, among other places. About half the turnover comes from abroad, although the coronavirus crisis will leave its mark this year.
“My biggest headache is achieving healthy growth”, says Bart Geraets. One advantage for IPEE is that in coronavirus times, hygiene stands high on the agenda. The scale-up's touchless toilet facilities meet that demand.
At the same time, the shortage of water and the need to use water sparingly is very topical. Geraets: “We notice that in these strange times we are gaining an even bigger foothold. In the midst of the coronavirus crisis we concluded a contract with the world’s biggest manufacture of toilet facilities. Now it’s a matter of further professionalising our business, the personnel policy and the marketing.”
The company’s main bank is an important partner here. Schoeters: “It is more than just a financial organisation. We have already come into contact with the right people via the bank’s network several times. Our bank feels more like a supporter that is also putting its weight behind our story.”
How to prevent a stroke with the help of your smartphone
Fibricheck is a medical application that anticipates strokes using just a smartphone. This kind of innovation focused on human well-being is at the heart of BNP Paribas Fortis’s sustainability strategy.
Digitalisation is affecting even medicine. Convinced that the digital world and the traditional medical world must work together, Fibricheck has developed an application to anticipate strokes. This ethos makes human interests a core concern.
By supporting this Belgian company, BNP Paribas Fortis wants to do its bit to build a more sustainable world and help new and inspiring ideas to emerge.
A diagnosis using your smartphone
Smartphones are becoming increasingly important in our everyday lives. We use them to communicate, cook and read... so why not for medical diagnosis? With Fibricheck, the user can now check their heartbeat, to anticipate the risks of a stroke. The Fibricheck application focuses on the most common kind of heart arrhythmia: atrial fibrillation, which is responsible for 20% of strokes.
How does it work?
Above all, it is important to know that Fibricheck is available only by medical prescription. Once you have installed it, you just need to put your finger on your smartphone camera for 60 seconds, for all the required data to be recorded. The algorithms will do the rest, to provide an instant result. If any anomalies are detected, the results will be analysed by a Fibricheck doctor and made available to your doctor. Technology is used to serve human interests.
An irregular heartbeat is not always easy to detect. The advantage of Fibricheck is that it does not need to be used in a specific place (e.g. at the doctor's surgery), or during a set period. It allows multiple measurements to be taken, to provide an overview of your heartbeat.
Checks in companies
The health of your employees is crucial. Heart arrhythmias do not always have clear, visible symptoms. Consequently, detection plays a crucial role in preventing the greatest risks. This is why Fibricheck is offering to check your employees.
For more information, consult the Fibricheck website.
Challenges when recruiting internationally
Recruiting a member of staff for relocation to a foreign subsidiary requires some careful thinking. We have compiled the questions that are most frequently asked when people are faced with this human-resources quandary.
International recruitment involves recruiting people in their company's country of origin and relocating them abroad to work in a foreign subsidiary. In a globalised world, this has become common practice. However, when setting up a Belgian company abroad you will face a series of legal obstacles, as soon as your employees cross the border out of Belgium. These include employment laws, residence permits, taxation and social security. These questions will make things clearer up for you:
Should I recruit before developing my strategy?
No. Before starting the recruitment process, the first thing that a company must do is clearly define what it wants to achieve in the country where the subsidiary will be set up. It must take cultural differences between the countries into account. If the company usually recruits locally to be on the same wavelength as its target customer, when recruiting internally candidates should be adaptable and self-reliant, but above all they should be fluent in the country's language (in English, at the very least).
Can my employee work in this country?
If the free movement of workers applies within the EEA (European Economic Area) and in Switzerland, you do not need any special permit apart from your Belgian identity card. You must have a work permit as soon as you cross the border out of this area. The paperwork to apply for this can be extensive and even complicated (particularly in the United States). It is essential you have a lawyer who specialises in immigration.
Do I need a centre of operations in the country?
If you want to employ staff in a different country, you should have a local entity. Depending on the country in question, a small entity (sometimes no more than a letterbox) can be enough.
Where should social-security contributions be paid?
In the EEA and countries that have a bilateral social security treaty with Belgium, the social security system in the country of work will apply. In situations involving simultaneous employment, the social security system in the country of residence applies. As a rule, an employee cannot be subjected to different systems. Outside the EEA, you should operate on a case-by-case basis (legal and tax advice is essential in these situations).
What about salary and working conditions?
Employees can only work in an export market if they have an employment contract adapted to the salary and working conditions of the country in question. As a general rule: the mandatory legal provisions in the country of work will take precedence over the ones that appear in your Belgian employment contract.
Where should taxes be paid?
Double taxation is not a very appealing option for employees who are being relocated to work abroad. To avoid this, Belgium has signed treaties with a large number of countries specifying the country responsible for taxing the salaries that you pay. As a general rule, workers are taxed in their country of work, except in cumulative cases (the 183-day rule), where the national law of the country responsible for taxing the salary will apply.
Can I recruit internationally from Belgium?
Yes, you can. For example, in the Brussels-Capital Region, Actiris has an International department, which selects candidates with an interest in working abroad. This body is a member of EURES, a network of more than 1,000 employment counsellors (EEA and Switzerland). If your employees do not want to be relocated abroad, its counsellors can also place your job offers on the EURES portal.
Should I go it alone?
Certainly not. The steps that you need to take before relocating one of your workers abroad or recruiting internationally are too complex for you to tackle without any advice; only a specialist firm will be able to help you take these different steps (residence permits, work permits, social-security payments, taxation).