Progress towards the circular economy

Generally speaking, companies have strategies, structures and operations that remain entrenched in the linear economy. But is this still tenable? Here are five business models to help you think circular.

Today, it is no longer enough to invest in sustainable development here and there. Natural resources are becoming depleted and the environmental impact so serious that we can no longer be satisfied with doing things "less badly" than in the past. Companies are now expected to make a positive impact by breaking the link between growth and the use of natural resources. 

The head of any company that claims to be responsible will be curious about the opportunities for growth that will present themselves if they do things differently, and wonder about the environmental, social and societal benefits (aside from financial) that they could generate using their own resources, technology and time frames.
To produce a positive impact, companies will need to free themselves from linear thinking before they can embrace the circular economy. They probably also have to reconsider their value chain, though they will not be able to do so overnight. In their quest for inspiration and greater momentum, some have been quick to emulate innovative SMEs. 

How can transformation occur, what are the priorities and where do we start?

An analysis of 120 cases carried out by Accenture drew out five business models representing the same number of approaches to the circular economy.

Introducing sustainability in the supply chain

The first potential way to change your business model involves modifying the choice of raw materials used to make the product. This entails looking for alternative, renewable materials by adapting the supply chain upstream in order to achieve the long-term goal of a sustainable product and a process that is ideally waste-free. For example, industrialists can replace plastic, a linear component, with bioplastic or another material that is renewable or can be recycled. Ecover is the best example to cite in this respect: by introducing a sustainable chemical ingredient when it launched the first phosphate-free washing powder in the 1980s, it reduced the demand for toxic and non-recyclable substances. It has since expanded its business to produce a vast range of products.

The same approach can be taken downstream in the production chain. An excellent illustration of this is Sigma: in the knowledge that our homes are generally full of toxic products, Sigma marketed the first paint that purifies the inside air.

Recovering rather than producing 

Among those inspired by this second model are certain carpet manufacturers including Desso and Interface, who are switching to 100% recyclable products. The challenge for them is to maintain contact with customers in order to recover their carpets as cheaply as possible when they are no longer needed. For carpets with an aluminium backing (a pure product that is easy to recycle), the companies may even need to make contact 20 to 30 years later and put in place a reverse supply chain.

What are the other challenges for carpet manufacturers who wish to recycle the potential residual value of their products? One is not to destroy the item during recovery. This is why Desso invented Refinity, a technique enabling it to separate the fibres – from the thickest to the finest. At the end of the purification stage, a new carpet can therefore be manufactured from the old one using their Cradle to Cradle® technique. This process significantly reduces the amount of resources used and waste generated. It allows the product to be reconstructed without the need for new ingredients, closing the circle with almost zero waste.

Quentin Denis, from Accenture, says: "This choice to recover waste materials can produce surprising results, such as the metamorphosis of a mining company with processes that were 100% linear into the number one defender of recycling technical materials. This is the way in which Umicore drastically changed its core business to move from extractive mining to what is known as 'urban mining'. DSM is another mining company that has completely transformed itself to become what it describes as a manufacturer of circular products."

What is waste to some can become an ingredient for others. In other words, there is a different way to close the circle in a way that bypasses waste. For Engie, this meant establishing operations in close proximity to ArcelorMittal in Ghent so that it could transform all steam produced – wasted energy in theory – and feed it back into the electricity network. Another example from Switzerland is IBM, which transforms the hot air produced at its centre in Uitikon into hot water for the local public swimming pool. The company says the volume of heat produced can heat the equivalent of one swimming pool or 80 houses. 

To sell or lease? When obsolescence becomes taboo

Product-service systems, whereby a company prefers to sell its product as a service, are now in vogue. This third business model can occur alone or in conjunction with other concepts currently also emerging, such as the shared economy or the hub economy. But they can all operate in isolation, and confusion awaits the uninitiated.

An excellent example are the product-service systems operated by Rolls Royce, which has been producing turbines for aeroplanes and leasing them to airlines since the 1960s. How does Rolls Royce benefit? According to Quentin Denis, they "retain the right to carry out maintenance, allowing them to derive an additional source of revenue and improve performance. By leasing products instead of selling them once, they make their revenue more predictable because aeroplanes fly for decades. What really stands out is that this completely changes their focus on quality since they are concerned to ensure long-term performance in order to avoid breakdowns, for example", Denis continues. Which is one way for companies to turn their backs on built-in obsolescence...

The shared economy frequently illustrates that it can boost revenue insofar as it multiplies the number of users who can access an asset that is under-utilised. 

The hub economy: fighting against waste

Using an app to share information about a provider's excess capacity or to allow users (private or professional) to publicise an under-utilised product or service is the concept underpinning a further model based on the hub economy.
Lyft, a resource for sharing lifts in motor cars, was born from the observation that 80% of seats in urban vehicles are empty. Thus the app allows a user who needs transport to identify the vehicle of another user exactly when it is needed. The journey is paid for via the app and costs 20 to 30% less than a taxi, including the commission of 20% paid to Lyft.

The bicycle delivery service Deliveroo is another example. It allows restaurant kitchens to exploit their surplus capacity and to add a new facet to their business – home delivery. This then provides an additional source of revenue despite limited human resources in their restaurants. This idea can also be found in the logistics sector in relation to online hubs set up in order to share lorry capacity and prevent vehicles from returning empty.

Quentin Denis is in favour of the concept, providing its stated aim is to achieve a positive impact for all actors involved: "These hubs operate via a network effect", he says. "This is achieved when there is significant volume, both in terms of offer – service providers, owners of Airbnb properties or Uber drivers, for example – and demand from holidaymakers or passengers. This network effect gives the players a strong competitive advantage that they can potentially abuse to change the rules of the game overnight, increase commission or reduce earnings, for example." 

Products with longer lifespans

Components lost to the linear process once worn out can become useful again: this is the principle that motivates the final model. By improving a product, repairing it or making it again we can give it a new life, and the product can then go on to be resold or even personalised. And it is the challenge posed by obsolescence that Google is tackling by reinventing mobile phones that no longer meet the needs of users. By breaking them down into units it can choose to repair only what is broken and reduce costs, for example, and/or upgrade only the functions that are needed. The device lasts longer, and extending its use in this way can also lead to additional revenue. And as the need for resources diminishes, waste and cost amounts reproduce the same sort of curve. 

Are you ready to embrace circular thinking? Throw off your shackles and go for it wholeheartedly – but be aware that quick wins closely connected to the product are also a responsible step forward before transformation is possible.



Le M-commerce impose sa loi et banalise l’achat

Menace ou opportunité pour les e-commerçants ? Sans nul doute bousculés par l’empire des tablettes et des smartphones, mais néanmoins obligés de se réinventer… Pour un acte d’achat de plus en plus anodin

Avec son éloge à la simplicité, Apple inspire ses concurrents directs et indirects. Ils prennent pour priorité la simplification à l’extrême du parcours d’achat.

Des géants comme Amazon développent tous azimuts pour assister l’acheteur et ne plus le lâcher. Pour la Fnac, le mobile doit simplifier au maximum l’acte d’achat. L’enseigne française s’efforce de rendre ses parcours d'achat full web et de les inscrire dans un usage drive to store en optimisant les usages multicanaux.

Rendre l'expérience la plus simple et efficace possible, c’est précisément ce que les marchands ont de la peine à réaliser, mais c’est pour eux l’occasion de relever le défi. .

Le M-commerce joue des coudes

Le mobile ne se contente pas d’être une ‘alternative’, il s‘impose : même de la maison, on achète sur sa tablette ou son smartphone. En France, le commerce mobile a doublé en 2015 et atteint aujourd’hui une part de 23,6 % de l’e-commerce. En 2016,15 achats seront effectués depuis un appareil mobile contre 10,5 en 2015.
Une fois installées sur le smartphone de l'internaute, les applications de commerce électronique natives garantissent un taux de fidélité bien plus élevé qu'un site Web responsive et offrent de belles opportunités pour tracer les clients via leur identifiant personnel afin de mieux les connaître et donc mieux les cibler.

Parcours d'achat réduit à sa plus simple expression

A l’ origine, Pinterest est une simple plateforme de partage social d’images. Aujourd’hui, Pinterest inspire Wish, Wanelo, The Hunt… Une nouvelle génération d’applications de commerce mobile. A la mode des buyable pins de Pinterest, elles ne demandent de l’internaute qu’un simple clic voire un effleurement de la photo du produit pour lancer la commande. Epoustouflant comme il devient facile d’acheter n’est-ce pas ? Pinterest n’a pas l‘audience de Facebook et pourtant, son public de femmes et l’engagement de ses membres attirent les marques de mode : 80 % de taux de ‘ré-épinglage’ contre 1,4% sur Twitter. Quant à son trafic, il dépasse largement, aux Etats-Unis du moins, celui de Google+, LinkedIn et YouTube réunis.

Choisir un produit via questions/ réponses

Plutôt que de consulter un catalogue, l’internaute peut choisir son produit à l’aide d’un chatbot, un agent conversationnel qui vous pose des questions et vous conseille des articles en fonction de vos réponses. Mark Zuckerberg vient enfin d’annoncer pour fin 2016 l'arrivée du paiement en ligne sur Messenger permettant de mener une transaction de A à Z. Avec 4 ans de retard sur WeChat qui brasse entre-temps les infos bancaires de 200 millions d'utilisateurs.

Bataille de coqs sur le marché de l’internet de l’objet

Amazon a déjà montré l’exemple en termes d’achats banalisés avec son bouton d’achat en 1 clic sur chaque fiche produit et la simplicité du parcours d’achat sur mobile ou Kindle. A présent, l’américain réinvente le e-commerce avec l’assistant Alexa (qui compte déjà des millions d’utilisateurs), installant le système de reconnaissance vocale sur sa console de jeu Fire TV ou l’enceinte Amazon Echo diffusant le son à 360 degrés.

La riposte de Google qui consisterait en une véritable interface vocale universelle pour l'ensemble des objets connectés de la maison serait plus ambitieuse que l'Amazon Echo. Et le Siri d’Apple bénéficierait bientôt lui aussi de son hardware. Qui sera le plus rapide ?

Amazon n’entend pas perdre son avance si l’on en juge les adhérents à l’Amazon Echo : les électroménagers de General Electric se pilotent à présent à la voix, qui peut aussi bien lire des tweets, la Bourse, commander un Uber ou lancer Spotify…

Acheter sans s’en rendre compte ?

Sur le territoire de l’achat sans effort, Amazon approfondit ses recherches et développe un bouton connecté aux marques, une solution ‘Push to Buy’ où le consommateur peut, via un bouton physique pour chaque consommable, commander à nouveau automatiquement son produit via son abonnement Amazon Prime.

Comment son concurrent, la Fnac, analyse-t-il cette nouvelle offensive ? La démarche est inverse, selon Ghadi Hobeika, Directeur Marketing Digital de la Fnac : Nous essayons de faire venir les clients sur nos canaux de vente, que ce soient les réseaux sociaux, les canaux digitaux ou physique. Amazon, quant à lui, s’installe dans le parcours de vie du client en allant quasi jusqu’à effacer le geste d'achat puisqu'il suffit d'un mot, d'un geste pour que l'achat soit réalisé sans aucun effort du consommateur.

Le client est-il dupe ?

Une étude de Slice Intelligence le révèle, peu d’acheteurs du bouton connecté Amazon Dash effectueraient un achat via ce bouton. Les consommateurs auraient du mal à s’y faire. Les marques par contre en sont folles : 50 nouveaux boutons et 150 enseignes représentées à ce jour.

Et nos pays, quand passeront-ils au bouton d’achat ? Juste une timide initiative pour l’instant verrait le jour chez notre voisin du sud et porterait sur du service après-vente…

(Source :


Trend spotting. A manual.

Would you like to know what people will want next? If so, all you have to do is look at successful innovations and the expectations they generate, according to David Mattin, trendwatcher at and co-author of the book Trend-Driven Innovation.

Any professional is long accustomed to the hyper-accelerated pace of innovation that sees new products and services arrive and disappear at light speed. With that comes the sense that consumer behaviours and mindsets change faster, more unpredictably — chaotically, even — than ever. Put together, it's an avalanche that can feel overwhelming.. That is, in summary, what David Mattin writes in his article How to spot a trend at

Still, being on board wih the latest trends or even anticipating them doesn't have to be the preserve of a chosen few with seemingly magical intuition, Mattin says. According to him, trendspotting can be a simple, replicable process that anyone can do. His article provides a model that answers the question that any start-up, CEO, marketing director or product developer struggles with: what will my customers want next?

Human needs

There are various methods to determine what customers want. Traditional market research is the most well-known method. Yet Mattin believes this method is inadequate to spot future trends in an environment of rapid change.

”After all, our job is to figure out what people will want before they want it. People often don't know what they want until you show it to them."

Observing potential customers with ethnographic fieldwork is another research method. This can yield deep insights, but it is hard, slow and expensive. Big Data can provide useful customer information, but it usually only allows you to optimise what you’re already doing. Big data rarely generates the radical insights that can underpin something truly new, Matting claims.

So what’s the answer? The key to actionable foresight lies in looking at the overwhelming onslaught of innovation — new brands, products, services, campaigns, experiences and more — that now parade before our eyes and across our screens every day.

Mattin: "The ultimate answer lies in the customer expectations those innovations are creating. In order to be successful, businesses must meet those expectations at the right time.”

In order to spot consumer trends, it is essential to define what a trend is exactly. According to the trendwatcher a trend is a new manifestation - in behaviour, attitude or expectation - of a fundamental human need or want, usually via a new technology or an economic or social change. In other words:, when an age-old human need: for connection, security value, excitement… is served by a new technology, this will most likely introduce a new trend. A good example of this is Napster, the well-known illegal music streaming platform from 1999 This innovation served the basic needs ‘novelty’ (more music) and 'convenience' (instant access). It was this innovation that has led to iTunes, Netflix and Spotify, all of which satisfy those needs and are extremely successful.

Learning from Uber

But there's still a piece of the puzzle missing. How does a cluster of innovations that serve a basic need in a new way become a worldwide trend? The answer lies in two words: expectation transfer.

David Mattin: “When an innovation serves a basic human need in a new way, it sets new customer expectations: it primes consumers to expect something new. Once created, new expectations spread across markets, industries, product and service categories.”

He refers to Uber as an example, with which the basic human needs of 'convenience' and 'low-cost transport' are served. The iconic innovation of Uber raised consumer expectations of one-touch smartphone fuelled services, and these expectations were served by others, such as Handy, an American on-demand home services start-up that earned 50 million dollars in just one month.

Mattin claims it is crucial to watch as many innovations as possible, as this allows you to tap the collective intelligence of the business crowd around the question: what will customers want next? When you spot a cluster of similar innovations, you'll know that you could be on to an interesting new signal of where customers are heading. The trendwatcher also emphasises to not dismiss innovations that seem niche or even ridiculous — they can often be weak signals of powerful new emerging expectations.

“Remember when couch-surfing was just for students and broke travellers? Now, Airbnb will let you rent the Villa Machiavelli in Tuscany for 5,164 pounds per night”, Mattin argues.

Goldmine of opportunities

The trendwatcher concludes that in order to spot trends, you should start interrogating every innovation you see for the new customer expectations it creates, and pretty soon it will become a habit.

“That habit becomes something more: a new way of seeing the world that turns the overwhelming flood of innovations into a goldmine of opportunity. Of course, you'll need to apply the trends you spot. That means turning them into winning new innovation ideas, and then executing.”

Read the whole article here




What will 4G Internet of Things and 5G bring to the company?

Proximus and Orange are ready. From 2017, their 4G network will be adapted to meet the challenges brought about by the Internet of Things, just as 5G unveils its first key benefits. We focus on new developments that will impact how companies work.

Proximus was the first operator to develop a solution for the Internet of Things with LoRa (Long Range), a network that transports small quantities of information between objects and systems with a lower electricity consumption. Some key applications include analysis of air quality in buildings, stock management and monitoring volumes in bottle banks, for example.

A few days ago, Orange announced it is upgrading its existing 4G network for the same Internet of Things market, thanks to the implementation of new LPWA layers on a national level. (NL version)

There's no need to reinvent the wheel, as it's simply a matter of updating the existing infrastructure. Indeed, the current Orange 4G network, which will soon cover the whole territory (currently 99.8% of the population), will be equipped with NB-IoT and LTE-M technologies in 2017. The benefits are bidirectional communication between the device and the network, better mobile coverage inside buildings and guaranteed connectivity abroad through agreements in Europe and elsewhere. In this new mobile world, the company's SIM card provides secure connection using unique authentication and strong encryption of transported data.

According to Frank de Weser, Business Marketing & M2M Business Unit Director at Orange Belgium, M2M applications will undergo major upheavals in the coming months:

"We are already working in transport ("track and trace") and mobile payment methods, but 2G still dominates at 90%. This development of 4G gives us new opportunities, with remote monitoring or smart metering (of electricity or gas consumption, for example). This market is going to explode, and fast. Our upgraded 4G network offers a battery life of 5 to 10 years for smart devices. The first commercial applications are planned for the beginning of 2018 for our business partners."

In line with this strategy from the Orange Group, mobile big data (NL version):

"Our network can already provide anonymous data to 'data scientists' to measure the presence and movement of mobile subscription holders. This is what we internally call crowdmonitoring. Using this, we can find out how many people are within a radius of 100 metres. Some cities such as Antwerp and Mons have already called upon us for tourism and security purposes, but this data can also be useful in the retail sector, for example to analyse the affluence of a given place before opening a shop."

Awaiting 5G in Belgium

On 14 November, Proximus invited the press to a demonstration of its 5G network of the future, planned for 2020 (standards still need to be defined) in collaboration with Huawei. (NL version) Equipment and staff made the journey from China for this event, which enables incredible data transfer speeds of more than 70 Gbps, with latency times reduced to their lowest level since the beginning of mobile data connectivity. By way of comparison, 4G currently offers average speeds of 50 to 150 Mbps, but these speeds are poised to triple in the weeks and months to come on 4.5G-compatible devices once the 4G/LTE network is updated by the three operators, including Telenet/Base. (NL version)

For companies, this explosion of available bandwidth will enable sites without fibre-optics and copper to be connected. It will theoretically be possible to connect a subsidiary, a remote plantation or an isolated laboratory in a large urban area at speeds equivalent to or faster than copper cable. One of the first applications will also involve driverless cars, which will need a permanent connection to mobile networks.

5G in infographic



Disruption : les 5 facteurs qui peuvent faire prospérer ou sombrer votre entreprise

Assertievere consumenten, nieuwe technologieën, andere manieren van distributie: dat zijn enkele van de hedendaagse disruptors. CEO Pulse komt per categorie met strategieën om als onderneming succesvol te blijven.

De meeste ondernemers maken zich zorgen om de zogeheten disrupties. Dit zijn belangrijke en fundamentele verschuivingen, bijvoorbeeld door een nieuwe technologie of een nieuwe soort concurrentie, die een hele industrie in een oogwenk kunnen onderuit halen. 

Doordat disrupties een enorme potentiële kracht hebben is het cruciaal om ze op tijd te detecteren. Om ondernemers daarbij te helpen, publiceerde CEO Pulse, de onderzoeksafdeling van Price Waterhouse Coopers, onlangs een studie met de 5 belangrijkste disruptors van het moment. Uit gesprekken met 

268 CEO’s destilleerden ze daarbij ook essentiële beleidsstappen om als onderneming niet alleen overeind te blijven, maar zelfs betere resultaten te behalen.

1. Distributie

Op dit moment zijn vooral de deeleconomie en het Internet of Things die enkele sectoren, zoals de automobiel-, de retail- en de hotelindustrie, opschudden. Zo weet elke CEO wat de gevolgen van Airbnb waren voor de hotelindustrie. Door zulke ontwikkelingen denken CEO’s vaak dat disruptie per definitie een negatieve impact heeft. Vaak zijn ze in de begindagen van zo’n disruptie ook verrast en geloven ze niet dat het een impact op hen zal hebben, stelt CEO Pulse. Maar door zo’n houding zul je heel snel ingehaald worden door concurrenten die de opportuniteiten eerder zagen. Volgens CEO Pulse ligt de eerste sleutel in het verbeteren van je capaciteiten om kleine veranderingen te herkennen en om vervolgens inspanningen te doen om in te spelen op deze transformaties.

2. Klanten

De krachtigste disruptieve kracht zijn volgens CEO Pulse de consumenten. 86% van de bevraagde CEO’s denkt dat klanten meer zullen eisen van producten en diensten de komende vijf jaar. De helft van de respondenten gelooft ook dat klanten één van hun producten of diensten zullen inwisselen voor een alternatieve oplossing. Het klopt inderdaad dat we van een door aanbod gedreven naar een door vraag gedreven economie geëvolueerd zijn, zegt CEO Pulse. Consumenten vergelijken tegenwoordig volop prijzen en zoeken informatie, ook over hoe ondernemingen opereren, en switchen sneller van merk en/of product. Dit bezorgt CEO’s de nodige kopbrekens over hoe ze hun klanten kunnen behouden en wat consumenten in de toekomst zullen willen. 

Het advies van CEO Pulse is om bij elke innovatie, of je er nu aan meedoet of niet, te kijken wat dit oplevert aan nieuwe consumentengewoonten. De manier waarop mensen een innovatie omarmen of juist verwerpen, en onderliggende logica daarvan, verschaft je informatie over wat ‘the next big thing’ is. 

3. Technologie

Vier van de vijf bevraagde CEO’s denkt dat ook productietechnologieën hun ondernemingen in de komende vijf jaar zullen veranderen. En driekwart ziet investeren in nieuwe technologieën als de belangrijkste strategie om met disrupties om te gaan. 

Als een nieuwe technologie de manier verandert waarop een gevestigde onderneming zijn kernproduct produceert, dan volgt er vaak disruptie. Een goed voorbeeld hiervan is additive manufacturing oftewel 3D printing, waarbij driedimensionele producten worden gefabriceerd, van bekers tot zelfs gebouwen.  Er wordt verwacht dat 3D printing, waardoor de ontwikkelingscycli elkaar veel sneller kunnen opvolgen, de fundamenten van productie zullen hervormen. Ook hier is het de uitdaging om de juiste technologieën te onderkennen, te ontwikkelen of aan te kopen, en te implementeren, stelt CEO Pulse.

4.  Concurrenten

Volgens het onderzoek is de helft van de CEO’s bezorgd om niet-traditionele concurrenten die hun industrie onderuit kunnen halen. Vaak komt een disruptie namelijk in de vorm van een bedrijf dat bepaalde producten en diensten anders en efficiënter aanbiedt. Denk maar aan hoe veel mensen hun mobiele telefoons nu ook gebruiken om rekeningen te betalen en om allerlei aankopen te doen. Dat soort ‘laterale concurrentie’, zelfs als die nog maar pas opkomt, is vaak een adequate voorspeller van een meer wijdverspreide verandering, zegt CEO Pulse. 

5.  Regulering

Striktere regels opgelegd door de overheid zijn een doorn in het oog van veel bedrijven. Vooral de financiële dienstverlening, de energie-, de onderwijs- en de transportsector zijn tegenwoordig onderworpen aan strenge regels. Driekwart van de respondenten van het CEO Pulse-onderzoek denkt dat nieuwe reguleringen de komende vijf jaar een invloed zullen hebben op hun werking. 

Als bestaande reguleringen aangepast worden, is de kans groot dat dit tot veranderingen leidt, aldus CEO Pulse. Zelfrijdende auto’s, die volgens experts dé toekomst zijn en waarbij gereguleerde relaxatie op komst is, zijn hier een voorbeeld van. Ze zullen voor een belangrijke disruptie zorgen in het openbaar vervoer, bij taxibedrijven, in de autoverhuurindustrie en in vele andere transportgerelateerde sectoren. Ook een strengere regulering kan disruptie brengen. Zonder de restricties op de marketing van tabaksproducten zouden e-sigaretten bijvoorbeeld niet zo populair geworden zijn. 


De fundamentele uitdaging is volgens CEO Pulse om in het oog te houden wanneer er een disruptie plaatsvindt en om dan een strategie klaar te hebben voor een nieuwe toekomst. Denken dat je ertegenin kunt gaan is vaak niet realistisch. Meestal zijn de disrupties zo omvangrijk dat het nodig is om jezelf als bedrijf te heruitvinden. Veel bedrijven zijn hier al mee begonnen. Een bekende case is hoe de Amerikaanse multinational General Electric zichzelf van een industrieel naar een digitaal bedrijf transformeerde. Ook General Motors is op dit moment zichzelf opnieuw aan het uitvinden en wil van een wagenfabrikant evolueren naar een bedrijf dat zich toespitst op persoonlijke mobiliteit en bijvoorbeeld autodeelsystemen aanbiedt. Wat je nodig hebt om op die manier de core business van een bedrijf succesvol te transformeren is kennis, de juiste instelling en een dosis lef, zegt CEO Pulse. 

Lees het volledige artikel


Discover More




We would like you to answer a few questions. This will help us answer your request faster and in a more appropriate manner. Thank you in advance.

Is your company/organisation client at BNP Paribas Fortis?

My organisation is being served by a Relationship Manager :

Your message

Type the code shown in the image:

The Bank processes your personal data in accordance with the terms of the Privacy Notice of BNP Paribas Fortis SA/NV.

Thank you

Your message has been sent.

We will respond as soon as possible.

Back to the current page›