EC_Abonnement_soyez de ceux qui_A4.qxp - Union Wallonne des ...

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Editorial
Jean-Pierre DELWART,
Président de l’Union
Wallonne des Entreprises
"Nos entreprises
ont des atouts,
elles le savent,
mais peut-être
pas encore assez"
Chemin du Stockoy 3
B-1300 Wavre
Tél: 010 47 19 40
Fax: 010 45 33 43
info@uwe.be
www.uwe.be
Since three years, Dynamisme ends the y ear with an action of international scope.
The crisis has not changed that, quite the contrary! The crisis, like all previous ones,
is an opportunity. An opportunity t o do some r e-thinking, to invest in research and
innovation, to prepare as best as possible to be among the winner s when the crisis
will be over. Our companies hold many winning cards; they know it, but perhaps not
with suffi cient conviction. I c an only encourage them t o ceaselessly roll back their
limits, to see the entir e planet as their horizon. T o conquer the world, one needs
ambition – f or oneself, f or one’ s c o-workers, f or one’ s ent erprise. The ambition
to become known abroad, but also the “audacity” to actually go there and create
synergies with the local market.
It’s no mystery, the best perspectives for future development and growth, for market
shares, are outside our borders; that is where they must be sought and won. Some
companies h ave a lready understood this, some alr eady long ago. T oday, they ar e
imitated by an incr easing number of other c ompanies, so that f ew places on the
planet remain that are not invested by the extraordinary energy of our entrepreneurs.
I can only rejoice, be proud, and spur all others to follow in this direction. I am with
them, the W alloon Union of Ent erprises is with them, with the aim of seeing our
companies and our region become an international “sensation”.
Happy reading!
Audace et ambition...
Depuis trois ans, Dynamisme boucle l’année par un dossier à dimension
internationale. La crise n’y a rien changé, que du contraire ! La crise, comme
toutes les crises, est une opportunité. Une opportunité pour se repenser,
investir dans la recherche et l’innovation, bref se préparer au mieux à figurer
parmi les gagnants de la sortie de crise.
Nos entreprises ont des atouts, elles le savent, mais elles ne le savent
peut-être pas encore assez. Je ne peux que les encourager à reculer sans
cesse leurs limites, à imaginer qu’elles n’ont que le monde comme horizon.
Et pour conquérir le monde, il faut de l’ambition, pour soi, ses collaborateurs
et son entreprise. L’ambition de se faire connaitre à l’étranger, mais aussi
l’«audace» de s’y établir pour créer des synergies avec son marché local.
Les perspectives de développement et d’avenir, les parts de marché,
il n’y a pas de mystère, c’est en dehors de nos frontières qu’il faudra aller
les chercher, les gagner. Certaines entreprises l’ont déjà compris et souvent
depuis longtemps. Elles sont aujourd’hui imitées par un nombre toujours
plus grand d’autres entreprises, avec pour résultat que peu d’endroits du
globe échappent aujourd’hui à l’extraordinaire énergie de nos entrepreneurs.
Je ne peux que m’en réjouir, en être fier et encourager tous les autres à
s’inscrire dans la même démarche. Je suis à leurs côtés, l’Union Wallonne
des Entreprises est à leurs côtés, pour faire «cartonner» nos entreprises
et notre région à l’international.
Bonne lecture !
Jean-Pierre Delwart
Dynamisme Special Issue .3

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La n d’année, sa charge de travail et ses questions :
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En fin d’année, les questions concernant la prime ou le 13ème mois reviennent à la surface. Êtes-vous obligé de les
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Special Guest / Focus
WALLOON EXPORTING:
Open for business!
It’s clear that the
global economic
crisis has hit hard
everywhere, but as
Stéphane Gagné,
Evaluation and
Strategy Manager
AWEX, says, Walloon
companies aren’t
taking it sitting down.
"Of course our overall
export figures are
lower this year",
he comments, "But
we remain active
and competitive in
international markets,
and have seen some
true successes.
The development of
our exports hasn’t
stopped for the
crisis".
by Kirsten ASLING
10. Dynamisme Special Issue
Walloon export figures for the first quarter of
2009 showed the worst decrease since AWEX (the
Walloon Foreign Trade and Investment Agency)
was set up. "We’ve never seen anything like this",
comments Stéphane Gagné. "In the first quarter,
exports plummeted -18.2% compared to the
same period of the previous year, and we expect
similar figures for the second quarter. Before
this year, the worst drop was Q2 1999, when
exports fell -5.1%. So this level of decrease is
unprecedented".
But those numbers alone don’t tell the whole
story. "They must be looked at in context: in
relation to our long-term evolution and to what is
happening with our competitors. And despite the
overall impact of the crisis, Walloon companies
have still experienced some successes and are
building a firm foundation for the future".
The competitive perspective
To benchmark its performance, AWEX compares
Walloon figures to those of Flanders, Germany,
the Netherlands and France. "Our closest
neighbours are also our main competition in
international markets", says Stéphane Gagné.
"Additionally, we benchmark ourselves to the
EU15, for a broader context. And what we see is
that Walloon exports have been –and still are –
performing better than those regions. Flanders,
Germany, France and the EU15 all saw drops of
over -21% in Q1 2009. We even performed slightly
better than the Netherlands".
Average Growth*
(%) 1996-2009(Q1)
Average Growth*
(%) 2009(Q1)
Wallonia 8.7% -18.2%
Flanders 6.8% -21.8%
EU15 6.0% -21.2%
Germany 7.4% -21.2%
Netherlands 7.4% -18.4%
France 4.8% -21.6%
*including natural gas
In fact, Stéphane Gagné comments, Wallonia has
been in the pole position for exports since 1996.
"Our average yearly growth from 1996 to Q1 2009
was 8.7% -- even with this year’s decrease. None
of the other regions topped 7.4%".
"Some voices in Belgium say that the country
has been losing market share to competitors, but
this is not the case for Wallonia. As our average
growth is higher than the competition’s, we are
actually winning market share away from them".
Confidence in international markets
So how have Walloon exports enjoyed this higherthan-average
growth, and why has the crisis had a
lesser impact here than on Wallonia’s neighbouring
regions For Stéphane Gagné, it’s due to the
long-term structural evolution of Walloon exports,
supported by the strategy of AWEX.
"Over the past 12 or so years there has been a
real increase in confidence amongst Walloon
companies in relation to international markets
and exporting. More and more they are daring to
take that step into exporting – which is critical to
Wallonia’s economic success".
Exports account on average for over two-thirds
of the turnover of Walloon companies, and their
growth generates some 10,000 jobs every year.
And while Wallonia makes up about 0.2% of the
world’s total GDP, it is responsible for around
0.4% of international trade.
AWEX has played an important role in this internationalization
of Walloon companies, by providing
support and tools, educating Walloon companies
about the opportunities and encouraging Walloon
firms to enter new markets. AWEX also promotes
Walloon products, service and expertise abroad,
increasing the region’s visibility and image.
"One of our annual goals is to get at least 100
Walloon companies exporting for the first time,
outside of our neighbouring EU15 countries.
This is an objective that we realise and surpass
regularly”.

Geographic diversification
Not only are more Belgian companies entering
the international arena, but they are active in an
increasingly diverse range of countries. Stéphane
Gagné considers this to be one of the foundations
of Wallonia’s success and resistance to the crisis.
"Our export evolution has followed the spirit of
AWEX’s strategy for the past 12 years: a strategy
of intensifying the presence and activity of Walloon
companies in overseas emerging markets".
"And this strategy has been key to the greater
growth of Walloon exports compared to our near
neighbours. Brazil, China, Russia, India, etc. are
displaying much higher economic growth than
industrialised countries. So there are many more
opportunities, and the potential volume of exports
is greater. Walloon firms, supported by AWEX,
have succeeded in intensifying their presence in
these important growth markets".
So while Walloon exports to the EU15 grew a
modest 4.8% in 2008, and exports to the EU27
grew 5.5% in that same period, Walloon exports
outside the EU27 surged 13.0%. This long-term
strategy has had a critical effect on Wallonia’s
performance since the full brunt of the crisis fell.
"Markets like the BRIC countries haven’t been
hit as hard by the financial crisis: this has been
proven by economic analysts around the world.
Our companies have recognised that there are
still many opportunities in those regions. Instead
of hiding from the crisis, and waiting until ‘the
storm blows over’ they have remained active
in the emerging markets, and that has had a
positive impact on results – which we see in the
benchmark figures with our competitors".
Regionally, Europe remains the most important
market for Walloon exports, followed by the
Americas. Decreased exports to these markets
(excluding Latin America) played a major role in
Wallonia’s negative performance for Q1 2009. But
in almost all other regions, Wallonia experienced
positive export growth.
% of total Walloon
exports 2009
Growth
2008/2007 Q1 2009
EUROPE 83.92% 5.8% -22.8%
AMERICAS 6.26% 13.6% -8.7%
(North America) 4.46% 9.7% -17.6%
(Latin America) 1.81% 26.0% 24.4%
ASIA 6.04% 13.3% 19.4%
OCEANIA 0.85% 26.9% 94.8%
OTHER 0.41% 39.7% 223.3%
While Walloon exports decreased to all its Top
10 export countries, it did see significant growth
in the 11th, 12th and 13th markets: Switzerland
(19.2% growth), Russia (30.6%) and China (1.0%).
Other significant growth countries include South
Korea (16th in importance, 213.0% growth in
Walloon exports Q1 2009); Australia (18th in
importance, 116.7% growth Q1 2009); Brazil (19th
in importance, 40.5% growth Q1 2009); and Mexico
(25th in importance, 23.3% growth Q1 2009).
Diversifying sectors
The third pillar supporting Wallonia’s structural
export evolution is a strong diversification of
sectors, and a move towards high-tech and higher
value added domains. Again, this is part of a
long-term strategy, not only of AWEX, but of the
Walloon government as well.
Stéphane Gagné explains: "Wallonia has focussed
on five competitiveness hubs:
• Life sciences (Biowin)
• Agro-industry (Wagralin)
• Mechanical engineering (Meca tech)
• Aeronautics and space (Skywin)
• Logistics and transport (Logistics in Wallonia)
"These have all become a larger portion of our
exports, and while they have a higher added value,
they share another important characteristic: they
are less affected by cyclical variations. In fact, we
see that the sectors covered by the competitiveness
hubs showed a much lighter loss – only -4.1%—
compared to the overall -18.7% decrease in total
Walloon exports.
Dynamisme Special Issue .11

Special Guest / Focus
So, they increase our level of exportation stability,
compared to the commodity-based sectors that
were hit hard in Q4 2008 and Q1 2009".
"What’s more, we show higher growth in the
sectors covered by the competitivity poles than
do our competitors in the same sectors. The
Marshall Plan has played a big role in developing
these high-tech sectors in Wallonia. Our capacity
for R&D is recognised internationally, and we
can now translate that research into commercial
activities and products. We have more companies
operating in high-tech sectors, and more of them
are engaged in exportation".
One of the hardest hit sectors in Q1 2009 was the
fabricated metals sector. For years the number
1 export sector for Wallonia, it dropped from
representing 22.83% of total Walloon exports in
2008 to only 17.04% in 2009. Overall, fabricated
metals exports decreased -39.4% in Q1 2009.
The number 1 place was taken over by chemical
products, led by the strong performance of the
Walloon pharmaceutical industry (+19% growth).
Chemical products –long the number 2 export
sector – grew from 20.13% of total Walloon
exports in 2008 up to 23.89% in Q1 2009. While
overall growth in chemical product exports was
modest, at 1.5%, this still represents a success
that must be recognised.
The only other top 10 sector to show positive
growth in 2009 was optical and precision
instruments. This sector – which ranked 15th
in importance in 2006—has grown steadily, up
to 8th position in Q1 2009. It is one to watch for
the future.
Losing sectors 2009(Q1) - Top 10 sectors
% of total Walloon
exports 2009 Growth 2008/2007 Q1 2009
Fabricated metals 17.04% 5.7% -39.4%
Machinery, electric and
electronic equipment
Plastic and
rubber material
12.11% -6.1% -20.1%
8.49% -3.2% -26.7%
AWEX and Walloon export evolution
"I believe that AWEX has played an important
role in the continuing strength of Walloon exports
to markets like BRIC", insists Stéphane Gagné.
"What’s more, we have continued to send a
positive message to Walloon companies not to sit
out the crisis, but to continue developing markets,
especially in emerging countries. This is a
strategy we have been promoting for a long time,
and it is paying off.
"We want to make it clear that there has been
no «credit crunch» at AWEX! We are still available
to help companies in their export activities. We
are an ‘all-terrain’ vehicle ready to help them face
the crisis".
AWEX continues to expand its own activities and
actions towards emerging countries: more than
60% of commercial actions in 2009 are aimed
outside the EU15. "We have also focussed on
staying active and visible during the crisis by
reinforcing our proximity to the exporting base in
Wallonia. In 2009, we established ‘Road Shows’:
a circuit of meetings and seminars with Walloon
companies that are not yet exploiting
the opportunities AWEX offers. We met about
200 potential clients during the Road Shows.
Some of those will certainly become exporting
companies in the future".
Looking ahead: post-crisis
The global financial crisis will not last forever.
Since the beginning of the second semester of
2009, some experts see signs that the worst is
over. "Our companies need to position themselves
for the post-crisis period", says Stéphane Gagné.
"Despite the poor results this year, Walloon firms
have not given in to a sense of fatalism. Instead,
they have searched out the opportunities that
exist even in crisis times. They have continued to
develop growth sectors and in growth markets, and
have shown tenacity in their efforts. The figures
for Q4 2009 should be brighter, and our Walloon
companies are well-prepared for the future".
Food and beverages 5.52% 4.3% -8.1%
Mineral products 5.85% 40.0% -36.1%
Transport equipment 4.11% -4.7% -6.1%
Stonework, cement,
ceramics and glass
Live animals
and animal products
3.81% 0.4% -29.7%
3.76 0.8% -11.5%
Winning sectors 2009(Q1) - Top 10 sectors
% of total Walloon
exports 2009 Growth 2008/2007 Q1 2009
Chemical products 23.89% 19.9% 1.5%
Optical and precision
instruments
3.83% 97.0% 30.1%
12. Dynamisme Special Issue

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Companies / International trading
"IN CHINA, ONE’S
WORD IS THE
ONLY THING THAT
COUNTS, AND IS
MORE IMPORTANT
THAN ANY
CONTRACT"
Philippe SNEL,
Dewolf & Partners
Today China is the
European Union’s
second largest trade
partner. Conversely,
the European Union is
China’s biggest trade
partner. The stakes: a
bilateral trade volume
in excess of $400
billion. It is fair to
say that its growth is
more than sustained.
As commercial
relations with China
intensify, contracts
are multiplying.
by Yves-Etienne MASSART
AWEX-UWE SEMINAR
Tribulations of a
contract in China
At a recent seminar held by AWEX in the
UWE offices, Maître Philippe Snel, a lawyer
who heads the Dewolf & Partners Shanghai
office, had the opportunity to illustrate a series
of commercial relations challenges between our
companies and China. It is a fact that more and
more economic interests are being located in
China without, however, sufficient attention being
paid to a whole range of legal and other kinds of
concerns. Philippe Snel spells out the situation
as being "between needless depravations and
dangerous pitfalls".
And when we ask why one would tolerate, in
China, what a chief executive would not dare
elsewhere, on pain of putting his company at
risk, he replies, "It’s partly due to the blindness
of a number of businessmen who regard China
as an El Dorado and consequently confuse
speed and haste. Every day, entire planeloads
of businessmen land on Chinese soil. They have
one idea in their heads: to make a fortune in two
years, for some of them even six months".
Keeping a sense of reason
The mistake would not be not guarding against
potential problems, but not taking the time
to understand the context in which one will
operate. This leads to surprises with regard to
the reactions of partners or the authorities. "It’s
as though a machine had been installed at the
airport that makes most people lose their simple
common sense!"
This is why he specifies certain indispensable prerequirements:
"taking an interest in the general
framework in which the contract is entered into
(legal, political, economic, etc), being able to
demonstrate a certain sensitivity to cultural and
linguistic peculiarities, and finally being located
in China and being able to depend on reliable,
competent and loyal resources".
These would be local partners and agents,
employees, friends and acquaintances, different
consultants, legal advisers, and so forth.
It should also not be ignored that China and its
business environment are in constant evolution.
It is worth noting that pure trade between China
and Europe is declining and is being replaced
by partnerships, in addition to the fact that
Chinese businesses are professionalizing their
management and that the legal framework is
becoming concretized and formalized. This is all
in a complex State environment, in which justice
is dependent on different levels of power and is
organized at different geographical levels.
That said, the legal environment has recorded a
very clear strengthening of the judicial system
since 2006, with a clear acceleration in the
movement of reforms. The trigger: joining the WTO,
negotiated inch by inch. For the past 2 years, the
Chinese legal system has been adopting new laws
with regard to bankruptcy, property, employment
contracts, monopolies and fights against monopoly
situations, as well as in the area of patents.
This is all accompanied by another, very clear
movement of harmonization of the legal system,
whereby locals and foreigners are now subject to
the same duties and obligations. The global crisis,
accompanied by a reduction in foreign investments,
has accelerated this movement, even though
access to certain markets will probably still remain
highly regulated for some years to come.
The sum of the balances
Another development is the high degree of professionalism
of Chinese judges, at the highest level.
"It would be jumping to conclusions to say that they
are adopting a systematic preconception in favor of
the Chinese. But, at a local level, there still remains
work to be done". And the quality of justice handed
down is considered to be very good.
14. Dynamisme Special Issue

Philippe Snel also advises putting aside received
ideas such as "in China, one’s word is the only
thing that counts, and is more important than any
contract". In fact, on this erroneous basis, you
would be forgiven for wondering if it is even worth
drafting a contract.
In China, however, as in most other countries around
the world, it is absolutely vital to contractualize the
relations undertaken with a commercial partner.
In fact, giving one’s word is not always respected
and moreover, many misunderstandings can
arise between parties, if only because of linguistic
differences or the quasi-systematic intermediation
of a translator. In these cases, it is vital to have a
unique reference framework, written and signed by
the parties, drawn up clearly so as not only to prove
the intention of the parties but also to specify it in
the event of a misunderstanding.
That said, a contract is not an end in itself,
contrary to the view we have here in Belgium,
particularly because of the influence of Roman
law. In China, seeking a balance is absolutely
essential. "A case with a winner and a loser
means failure. So a contract must be viewed
as the expression of the balances negotiated
between the parties".
The key to any contract is its signature, together
with precise formalism. The ancestral seal is the
only tool that denotes authenticity. Any original
contract must be signed and sealed. Exchange by
fax or e-mail poses problems of authentication
and certification.
Which law should be applied
In most cases a contract will fall under Chinese
legislation, especially if it was signed in China.
Recourse to Belgian courts is possible in theory,
but the clauses still have to be translated into
Chinese and then signed. "As for providing for
enforcement of a judgment under Belgian law in
China, this is pure science fiction!"
There remains the possibility of international
contracts, in which the applicable law is chosen
by the parties: "In summary, parties are free to
choose the applicable law in an international
contract, with the exception of contracts
compulsorily governed by Chinese law". This takes
place provided that the contract is considered
international, which is possible under three
alternative conditions: if one or both parties to the
contract are foreign nationals, stateless or foreign
corporations; if the subject matter of the contract
is located abroad; or finally, if the act giving rise to
the contractual rights and obligations, or amending
or terminating them, takes place abroad.
There is a historical exception for three kinds
of contracts which, although containing foreign
elements, were compulsorily subject to Chinese
law: capital joint-venture contracts, contractual or
cooperative joint-venture contracts, and contracts
for the exploration and exploitation of natural
resources.
New provisions have added contracts for transfer
of securities of a foreign investment company,
contracts for management by a foreign jointventure
party, contracts for acquisition by a
foreign party of shares in a Chinese company,
contracts for participation by a foreign party in a
Chinese company, and contracts for purchase
by a foreign party of assets of a Chinese company.
This has only served to formalize a practice of
the Chinese approval authorities, who, in the
framework of merger/acquisition transactions
involving a foreign purchaser and a Chinese
target, systematically refused to approve contracts
if they were subject to a foreign law.
As regards other international contracts, the
parties can choose the applicable law or change
their choice until the end of an action in the event
of a dispute. In the absence of a choice expressed
by the parties, the Chinese Supreme Court
specifies that in order to decide on the applicable
law, the court must examine the details of the
contract and consider to what extent a party’s
obligations are sufficient to characterize the
contract. The factors to be taken into account are,
for example, the nationality of the parties, their
places of residence or main business, where the
contract was signed, and the place of execution.
The Supreme Court, in its provisions, gives the
list of criteria for determining the applicable law
to 17 categories of contracts; application of these
criteria most often leads, in practice, to retaining
Chinese law as the applicable law.
Arbitration
When a law other than Chinese law is chosen as
the applicable law, and a dispute is brought before
a Chinese court, the Supreme Court requires the
contracting parties to provide to the court the
content of the chosen law in the Chinese language.
When the parties have not expressed a choice, and
a foreign law is applicable, the court can itself seek
this law and request the parties to do so.
The Supreme Court expressly indicates that if the
foreign law, although applicable, cannot be found
in the Chinese language by the court and by the
parties, then Chinese law will apply. This will also
be the case if it transpires that the parties have
sought to circumvent Chinese law by choosing a
foreign law while the conditions for doing so were
not met: the clause relating to the applicable law
will be deemed null and void and Chinese law will
automatically apply.
Should recourse to Chinese courts and tribunals
necessarily be avoided "Yes and no: the
Chinese judiciary system is in fact sometimes
unpredictable. When there is a foreign party to a
contract, it is possible to stipulate the competence
of a foreign court, tribunal or arbitration
chamber". So is a Belgian tribunal possible Not
necessarily. It also depends on the nature of the
dispute, since Belgian legislation is sometimes
more favorable, sometimes less.
Recourse to an international arbitration chamber
is possible, with English as the working language.
They exist in Hong Kong and Singapore. But in the
event of the Chinese party rejecting any foreign
arbitration, it is still possible to accept recourse
to the Chinese international arbitration chamber,
CIETAC. This chamber offers an operation and
services that respond globally to the quality
requirements involved. It is however advised, in
order to guarantee neutrality of the arbitration
tribunal, to stipulate that the language of the
proceedings will be English (especially if it is
also the language of the contract) and adopt a
mechanism for appointing arbitrators that ensures
that they do in fact have a mastery of the language.
A final word of caution from Maître Snel:
amicable and negotiated settlements are the only
solution – the only acceptable solution. A legal
solution or even arbitration will only ever be the
confirmation of a divergence and disruption of the
balance between the parties – in other words, a
confirmation of failure.
Dynamisme Special Issue .15

WALLOON PIONEERS OF INTERNATIO
THE WORLD OPENING UP
Walloon leader
PROFILES SUMMARY
ALTERFACE .....................................................29
BELOVO ............................................................22
CARMEUSE ......................................................23
CMI ...................................................................22
DIAGENODE .....................................................30
EUROGENTEC..................................................23
GSK BIOLOGICALS ..........................................24
HAMON ............................................................26
ION BEAM APPLICATIONS ..............................27
JOSKIN .............................................................25
LHOIST .............................................................20
NMC .................................................................26
PRAYON ...........................................................24
SAMTECH ........................................................20
SOLVAY .............................................................28
SPACEBEL .......................................................29
SPADEL ............................................................30
STAR-APIC .......................................................31
STOQUART .......................................................27
TPF ...................................................................25
UCB ..................................................................28
UPIGNAC ..........................................................31
The business community was the
first to recognise just how much the
world has become a global village.
Many companies have to acknowledge
the strategic importance of choosing
to operate on a worldwide scale and
becoming established outside their
home countries. The aims are to
conquer new markets by becoming
a local operator or to move closer to
local partners or the locations where
raw materials are produced. Such
decisions are carefully matured.
16. Dynamisme Special Issue

NALIZATION
s on the international scene
ecause W allonia is a small mark et, its bor der r egions an d
neighbouring c ountries r epresent the main mark etplace f or
Walloon exports. Against the background of the economic crisis,
however, there has to be more focus on those parts of the world where
growth c ontinues, not l east the emer ging c ountries. The penny has
dropped for some c ompanies, which hav e decided t o look for a breather
elsewhere. A br eather in the f orm of sal es, sometimes made p rimarily
in the wider world outside the r egion’s bor ders. F or some c ompanies these
developments ar e p art and parcel of their s trategies r ight fr om the outset.
They are part of their genetic makeup so to speak.
Never too early, never too late
The irresistible process of gl
ob alis
atio
ion go
t unde
derw
rway
in the lat e 20th c entu
tury
ry: the inte
rnat
atio
iona
nali
lisa
sati
tion
oooooof
finance and trad
e, bus
usin
ines
ses se
ttin
ing down
rroo
oots
beyond t he
ir b orde
rs
, gl
obaliz
izat
atio
n.
The
key
tto all of
this is th
e digi
tal revo
volu
luti
tion
on: everer
-fas
ter and mo
re effecec
tive
com
ommu
mu
ni
cati
tion
sys
yste
tems
.
The wo
rld ca
n no
w be rr
ea
ched
w ith th
e click of a mouse
sso comp
mpanie
ies can
oper
ate on aaaaa wor
orld
ldwi
de
sscale. However, eelect
ctro
ni
c systst
ems cann
ot
a ddre
ss
aall
conc
ncer
erns
, as som
ome inte
tern
at
ional markets are a re
flection
of ve
ry speci
fic need
eds,
whil
e pric
ice wars
are
raging, s o th e wo
rld aren
a is p opulated by comp
mpan
anie
ies of
al
l diff
ffer
eren
en
t size
s.
The
multinationals are not the only
pla
yers
e
mbar
arking
upon
th
is pat
h.
Peop
le a re now
won
onde
deri
ng wha
hat the tren
d will be by tthe
end
of the cris
is The
down
turn
’s imp
ac
t is obvio
ious
ly on a par with
that of globalisation
, as und
ersc
ored
by
UNCT
CTAD
(UN
Confere
renc
nce on Tra
rade
and
Development) figu
res: the
yea
ear 20080 signalled
the end of a period of steady gr
owth
in di
rect foreign
investmen
ents
, with
int
nter
erna
tional
flow
ows down bbby more
t han 20%.
TThe
g lobal financ
nc
ial crisis hhas
s apped co
rporat
e
investment energ
rgy,
owi
ng to less acc
es
s to financialal resources
at dome
stic
and
nondome
mestic level. Th
is has
bee
n exac
erbated by the
dow
nwar
ard tren
d in inves
tments
as a result of fewerer opportunities for
gro
rowt
wth an
d hi
gher ris
ks. At the hei
gh
t
of the
crisi
s the level of foreign
direct investme
nts wa
s mo
re tha
han on
e-thir
ird
lower for the developed countr
ies …
In common wi
th
other
busin
es
se
s, Walloon com
pani
es have
no other cho
hoice duri
ring
thi
s period
of uncert
rtai
nt
y.
The
heir
future
competitiv
ive positi
tion
s depe
nd on what aact
ctio
n is ttak
aken
now.
An
d any bright
spo
pot in this blea
eak Euro
rope
pean
landscape will
no dou
bt
originate a lon
g way aw
ay. Al
l the more reason
to do so
me hard thinki
king
and
flesh out the location
plan
s.
F rom the choi
ce ooof the perfect s ite to
th
e pr oject ph asin
ing proc
ess and s taffing,
nothing must be left
to chance.
WALLOON COMPANIES
HAVE NO OTHER CHOICE DURING
THIS PERIOD OF UNCERTAINTY.
THEIR FUTURE COMPETITIVE
POSITIONS DEPEND ON WHAT
ACTION IS TAKEN NOW.
Dynamisme Special Issue .17

WALLOON PIONEERS OF INTERNATIONALIZATION
BUSINESS REGULATION REFORMS
"DOING BUSINESS 2010”: NEW RECORDS
A r ecord number equal t o 131 c ountries ar ound the world r eformed
their business regulations in 2008-2009, ac cording to the lat est Doing
Business 2010 report issued by the World Bank and the IFC. These 131
countries account for over 70% of the total number of countries that the
report reviews (183). 70% is the highes t annual per centage since the
first report appeared in 2004. This mos t encouraging and une xpected
change for the better has been achieved against the background of the
world economic crisis.
A total of 287 r eforms have been singl ed out, up 20% on the pr evious
year. According to "Doing Busines s 2010 : Ref orming through Diffi cult
Times", the r eforming c ountries hav e f ocused on mak e it easier f or
companies t o set up and oper ate, tight ening up int ellectual pr operty
rights, and improving the effectiveness of business conflict settlements
and bankruptcy proceedings.
Doing Busines s anal yses l ocal r egulations appl ying t o c ompanies
throughout their life cycles, particularly start-up activities, cross-border
trade, tax payments, and business closure. "Business regulation can affect
how well small and midsize fi rms cope with the crisis and seize opportunities
when recovery begins", says Penelope Brook, Acting Vice President
for Financial and Priv ate Sector Development for the World Bank
Group. "The quality of business regulation helps determine how easy it is
to reorganise troubled firms to help them survive difficult times, to rebuild
when demand rebounds, and to get new businesses started".
Singapore, a c onstant reformer of its busines s legislation, is the t opranked
economy on the ease of doing busines s for the f ourth year in
a row. New Zealand is runner-up. But mos t of the action oc curred in
developing economies. Two-thirds of the reforms recorded in the report
were in low- and lower-middle-income economies. For the fi rst time a
Sub-Saharan African economy, Rwanda, is the world’s top reformer for
business regulation, making it easier t o start businesses, register property,
protect investors, trade across borders, and access credit.
A benchmarking stimulant
Two regions pulled out all the s tops in r ecent months. Those pushing
through the most reforms are Eastern Europe and Central Asia as well
as the Middle East and North Africa. In Eastern Europe and Central Asia,
26 of the region’s 27 economies reformed business regulation in at least
one area covered by Doing Business.
The Middl e Eas t and North Afric an
governments adopt ed r eforms at a
similar pace: 17 of the 19 economies
in the region in 2008-2009.
In both c ases, the c ompetition
between neighbouring c ountries
helped t o push thr ough lar ge-scale
reforms. " In r ecent y ears Ar ab ec o-
nomies hav e c onsistently f ocused
on enhancing c ompetitiveness and
making busines s r egulation f or domestic
fi rms mor e effi cient", says
Dahlia Khalif a, main author of the
report and Senior Priv ate Sector Development
Specialis t, W orld Bank
Group, " Economies such as Egypt,
Jordan, Mor occo, Saudi Ar abia, the
Syrian Arab Republic, and the Republic
of Yemen set broad-based reform
targets, oft en spurred by the r eform
successes of neighbours".
One f ocus of r eform was the minimum
c apital r equirement f or s tarting
a limited liability company. Eight
Arab economies have reduced or eliminated
this requirement since 2005,
including, in the pas t y ear, Egypt,
Syria, and the United Arab Emirates.
0 20 40 60 80
Starting
a business
Getting
credit
Registering
property
Paying
taxes
Trading across
borders
Enforcing
contracts
Obtaining a
construction permit
Closing
a business
Protecting
investors
Employing
workers
Five of these had r equirements that wer e among the highes t in the
world.
Other b arriers t o new busines ses wer e also l owered. O ne-stop shops
for business registration are now operational in Egypt, Jordan, Morocco,
Saudi Arabia, Tunisia, the United Arab Emirates, and the Republic of Yemen.
The results show that in Egypt, s tarting a limited liability company
now takes a week and six procedures, compared to almost two weeks and
seven procedures two years ago.
Ever-more
Reforms also intensified in other areas in 2008/09. Six economies made
construction permits easier, more than in the previous five years combined.
Six improved trade processes. Morocco launched a state-of-the-art
private credit bureau. Tunisia strengthened investor protection.
The world’s 10 leading reformers have four newcomers this year: Liberia,
the United Arab Emirates, Tajikistan and Moldavia. The other s are:
Rwanda, Egypt, Belarus, the F ormer Yugoslav Republic of Mac edonia,
Kyrgyzstan, and Col ombia. Colombia and Egypt ar e ranked as l eading
reformers during four of the last seven years.
Nonetheless, this r eport is simpl y one f actor among other s t o be
taken int o consideration: Doing Busines s does not as sess all dimensions
of the busines s environment that are relevant to companies and
investors. F or e xample, it does not as sess saf ety, macr oeconomic
stability, c orruption, labour skills and the soundnes s of the fi nancial
system in the countries under review. This is an incentive for interested
companies to consult the rating established by the ONDD.
Once again the mos t popular r eform theme was busines s sets-ups, as
this attracted the attention of three-quarters of all the economies. Taxation
was the sec ond most popular ar ea for reform. The fi nancial crisis
also pr ompted go vernments t o t ake action in fi elds wher e r egulatory
reforms may be mor e long-winded and daunting. Las t year, 18 ec onomies
reformed their bankruptcy arrangements, including several economies
severely hit by the crisis in Eas tern Europe and Centr al Asia. It is
quite important in the midst of a r ecession to retain viable operational
companies as the basis f or c ontinued activities and maintaining jobs.
3/4 OF ECONOMIES HAVE MADE IT EASIER TO START A BUSINESS
Share of economies implementing reforms in each Doing Business topic (%)
Reform by "Doing
Business" report year
DB2004–DB2010
DB2010 only
Note: Not all indicators are covered for the full period. Registering property was introduced in
"Doing Business 2005", and paying taxes, trading across borders, dealing with construction permits
and protecting investors in "Doing Business 2006".
18. Dynamisme Special Issue

The reasons
It is quite easy to develop a frame of reference to
show the for’s and against’s for setting up abroad:
access (to markets, customers, raw materials,
suppliers…), variable costs (wages, taxes, land,
logistics…), labour (skilled staff, management,
expats…), local infrastructure (public transport
and services), and the regulatory environment.
The factors and their weightings vary from one
company to another, from one line of business to
another, forming part of a broader context related
to assessment of the risks: hazards of a natural,
political, social and regulatory nature that may
sometimes be difficult for outsiders to assess.
Risk management is of key importance: a
company planning to set up abroad is faced
with several challenges not only in terms of the
country where the business is to be established
but also in terms of the choice of structure,
contract procedures, investment red tape,
and resource allocation. This also depends on
whether the choice falls on a wholly-owned
subsidiary or a joint subsidiary, a joint venture.
The first will be regarded as a legally independent
entity run jointly by one or more companies – at
least one of which has its main registered office
outside the country where the business activity is
established. Conversely, the second structure will
be favoured if the company is keen to protect its
technological know-how, for example. However,
as reality regularly reminds us, some countries
often impose a local partner and the transfer of
technology as requirements!
Each company has to tailor its strategy to the risk.
Most research shows that when the risk is low
a company will generally opt for a wholly-owned
subsidiary. When faced with a higher risk, the idea
will be to spread it around, lower the cost of highrisk
investments and so seek a local investor.
Nonetheless, a multinational may change
direction midstream in the light of experience or
the leeway it has acquired on this market. The
more local market experience, the more freedom
to break free of a local partner.
The World Bank conducts a study every year on
the regulatory conditions in 100 or so countries.
This "Doing Business" report carefully
scrutinises the conditions relevant for doing
business, such as protection for investors, staff
recruitment conditions, and property registration.
Improvements are noted with each passing year.
The number of reforms has reached a record
level this year. 287 reforms were reported in 131
economies between June 2008 and May 2009.
Low-income and middle-income economies set
the pace. These economies accounted for twothird
of all reforms in 2008-2009.
The world as horizon
The time when Walloon businesses were confined
to neighbouring countries has long gone. Poland
is enjoying a more than enviable economic
situation in the east (see Dynamisme 221, October
2009), as is the Czech Republic, unlike their
Hungarian and Romanian neighbours, which have
been harder hit by the crisis. Other countries in
the region are staggering under the blow: Russia
and Ukraine, which are nonetheless said to have
promising medium and long-term prospects.
And then, often overlooked, there are the Nordic
countries – a fairly stable makeshift solution for
gloomy times. That is the situation in Europe.
Over on the American continent, one country
stands out: Brazil. Some economists believe
the countries that first entered the crisis will be
the first ones to extricate themselves. This is
why the United States and Canada always figure
prominently but South America’s potential as a
consumption locomotive in countries such as
Brazil and Mexico makes this the "place to be".
Agribusinesses, huge infrastructure requirements
to boost the quality of the processing chains:
there are challenges galore in Brazil. But these
pale into insignificance in comparison with those
facing India and China in Asia. The main thing is
not to be hoodwinked by the idea that a land of
opportunity is just waiting for you without having
to make the slightest effort!
The 10 leading reforming countries in 2008-2009
Starting a
business
Obtaining a
construction
permit
Employing
workers
Registering
property
Getting
credit
Protecting
investors
Paying
taxes
Trading across
borders
Enforcing
contracts
Rwanda
Kyrgyzstan
FYROM
Belarus
United Arab Emirates
Moldova
Colombia
Tajikistan
Egypt, Arab Rep.
Liberia
Closing a
business
Dynamisme Special Issue .19

WALLOON PIONEERS OF INTERNATIONALIZATION
Remarkable companies
that get themselves noticed
Our inventory is not an exhaustive
one and steers clear of any ranking
exercises. It aims to strike a balance
between companies of different
size and line of business. What
the business leaders promoting
the strategy have in common is an
eagerness to create offshoots to
penetrate uncharted markets or save
time as a result of external growth
operations. Urgent action is required:
our 40 world leaders («Dynamisme»
of December 2007) and the 40 key
products of tomorrow («Dynamisme»
of December 2008) will not be enough
to make our mark on world markets.
We now have to look beyond Europe’s
borders, particularly in the age
of networks, NICTs and Internetfacilitated
globalisation. Those trying
to enter the United States market are
faced with a maze of difficulties but
once they are in, the opportunities
are there. Consideration also has to
be given to the emerging countries,
the BRIC and other countries
in Asia, Latin America, etc.
Not all companies boast the same
scale and the same assets for
development, but they all harbour
the same ambition, the same energy.
Some are keen to branch out in new
areas, get closer to their customers,
focus on price policies, invest more
in R&D, expand their networks,
capture new markets, manage their
distribution systems, win market
shares, maximise the effectiveness
of their logistics, establish a position
in emerging markets, guarantee
traceability. The key is for them to
innovate while highlighting their
adaptability, expertise and excellence.
EUROPE-AMERICA-ASIA
LHOIST’s
century-long
global status!
Th
e Lh
oi
st Gro
roup
is a glob
obal
lead
er
in th
e prod
uc
ti
on
of lim
e an
d do
lo
mite
, wi
th
a spec
ecia
ial focu
cus on the
in du
stri
al
sec
ecto
tor,
far
armi
ming
and th
e envi
viro
nmen
t. It
boas
asts
off
sh
oo
ts in a doze
zen
or so coun
untr
trie
s.
One
hun
undr
dred
an
d twen
ty
yea
rs
aft
fter
its
inc
ncep
epti
on
, the Wall
oon grou
oup ex
pa
nd
ed at
a tr
em
endo
us rat
ate duri
ng the
199
990 s.
Howe
weve
ver,
the
first
ink
ling
ngs of a des
esir
ire to acq
cqui
uire
mor
ore inte
rnat
atio
iona
nal
ex
po
su
re
app
ea
red as ear
ly as 19
26. The Je
me
lle-
ba
sed Grou
oup’
s firs
rst
fo
ra
y ou
tsid
e its home
cou
ntry
was
the
dec
isio
ion to
put
dow
n root
ot
s in
Fran
ce. The Gr
oup’
s ac
qu
isit
it
ion in Tex
as in 1981
was
a for
etas
aste
of
ma
ny mor
e to
fol
low : Br
azil
, Mexi
xico
co, Spai
n,
Por
ortu
tuga
l, Den
enma
mark
, the
Ne
ther
land
nds,
Pol
olan
d, Cze
ch
Rep
epub
ubli
c,
Uni
nite
ted Ki
ng
dom and Ge
rman
y.
Quit
e an imp
mpre
ress
ive roll
-o
ut on a ge
og
ra
phic
bas
is.
EUROPE-AMERICA-ASIA
SAMTECH : From spin-off to european leader
Aeronautics, space, transportation, energy and many
other sectors: the clients list of Samtech illustrates
the breadth of work performed by the european
leading provider of simulation software for Finite
Element Analysis and Optimisation. Founded in
1986 from the Aerospace Laboratory of University
of Liège, Samtech is able to manage all the facets
of numerical simulation from the beginning to the
end. Indeed, the Samtech Group is made of three
main entities, respectively dedicated to the development of General Purpose Finite
Element Analysis and Optimisation Software (Samtech), to the development of Multi-
Physics Professional Solutions (Open engineering s.a.) and to the General Purpose
Engineering Services from design to manufacturing methods (GDTech s.a.).
Their software technology has been adopted by many major companies across all
engineering disciplines as an integral part of their design process. Last but not
least: Samtech opened last year Samtech Japan in Nagoya. This expansion is due
to growing business activities in Japan, especially in the areas of automotive and
aerospace. "The creation of SamtechJapan is a strong, strategic and symbolic
message sent to our customers like Toyota Motor Corporation about Samtech’s
commitment to initiate a long-term partnership. Said Eric Carnoy, Samtech Chief
Executive Officer. This expansion further enhances our capability to provide reliable,
timely support for our customers throughout the world. As a Japanese-based CAE
software partner, we are very proud to help our Japanese customers in maintaining
their leading position in their respective field". continued Eric Carnoy.
Samtech Group currently employs about 240 people, with 12 direct offices in
Belgium, France, Germany, Italy, Spain, United Kingdom, China and Japan for
technical support, sales and services, plus a network of technically advanced
distributors in other markets.
20. Dynamisme Special Issue

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22. Dynamisme Special Issue
WALLOON PIONEERS OF INTERNATIONALIZATION
From John Cockerill to CMI
It is only logical that a group set up in Belgium by
a British citizen should perpetuate its international
vision. From its origins in 1817, the tradition
established by this industrial genius has lived on for
almost two centuries. Throughout his lifetime, John
Cockerill was a tremendous asset for the Walloon
economy: a great industrial explorer, always in
touch with developments abroad and inspired by a
diverse range of interests. The family firm produced
looms, but John Cockerill soon became interested
in steam power and built the first ever working
steam locomotive on the European continent.
Becoming involved in blast furnaces, guns and diesel
engines along the way, the group developed a steel
business alongside its Mechanical Construction
division, following a series of mergers. The division
continued to operate in the shadow of the steel
business, which gradually became the company’s
core activity. This development of the business into
new areas was based on a method that had proven itself since the
outset: observing technological developments, acquiring patents
and improving processes.
A historical turning point came in 1982 when Cockerill’s
Mechanical Construction division became a subsidiary of Cockerill
Sambre and took the name of Cockerill Mechanical Industries
(CMI). Ten years later, it positioned itself as a maintenance and
service provider specializing in industrial equipment.
Then in 2004, the process was completed
when Cockerill Mechanical Industries
became Cockerill Maintenance &
Ingénierie. The change in name highlights
CMI’s determination to exploit the synergies
existing between its two core businesses:
engineering and maintenance.
CMI established itself in India in 2008,
joining the very exclusive group of
suppliers able to supply industrial cold
steel complexes. It also exceeded the
800 million euro mark in turnover,
having been in continuous growth since
2002. With more operating units, more
sites in more places around the world
and the expertise of its ever-growing
workforce, the Group is consolidating
its international reach. It employs
more than 3,600 people worldwide,
mainly in Germany, Belgium, Brazil, China, the US, France, India,
Luxembourg and Russia.
Plans for the future lie in two main directions: an immediate policy
of growth through acquisitions and the investment of a portion of
the company’s resources in long-term diversification. An important
focus of the company’s R&D relates to the environment, specifically
treatment of industrial and urban sludge and production
of energy from biomass.
ALL CONTINENTS
BELOVO
These chickens crossed the road
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INDIA

Dynamisme Special Issue .23
EUROGENTEC extends
its expertise in proteomic
in Silicon Valley
October’s purchase of AnaSpec Inc. was the
latest acquisition for Eurogentec S.A., which is
headquartered in Liège. The company, based in
Fremont, California, supplements Eurogentec’s
subsidiaries in the United States, France, Germany,
the UK, the Netherlands and Switzerland, as well
as its additional production facilities in the US,
Japan and Singapore. "Bringing AnaSpec into the
Eurogentec group is a strategic decision of great
importance for our company", explains Eurogentec
CEO Jean-Pierre Delwart.
Proteomics specialist AnaSpec was founded in 1993
and has become one of the market leaders for the
supply of integrated proteomics solutions for life
science research and diagnostics, with expertise
covering peptide synthesis, labeled peptides and antibodies,
fluorescent dyes and enzyme activity assays.
AnaSpec has developed one of the world’s largest collections of
labeled peptides in the fields of Alzheimer’s disease, multiple
sclerosis and enzyme inhibitor screening. "Through this
acquisition, Eurogentec becomes a leading integrated solution
provider for the life science sector.
Our combined expertise enables
Eurogentec to provide innovative
solutions in the fields of applied
Genomics and Proteomics in the biotech,
pharmaceutical and diagnostics sectors.
The HiLyte FluorTM dyes and QXLTM
quenchers that are part of AnaSpec’s
high performance detection assays
will be integrated into Eurogentec’s
portfolio of oligonucleotides. This
will allow Eurogentec to supply an
attractive alternative to the dyelabeled
oligonucleotides offered by
our competitors for commercial and
diagnostic applications. Moreover,
AnaSpec considerably strengthens
Eurogentec’s geographical presence
in the US, and Eurogentec will directly
market and support AnaSpec’s products
in the EU". The acquisition means that
Eurogentec now employs more than 400 people worldwide.
This latest deal strengthens the Walloon company’s position
as one of the leading suppliers of reagents, kits, specialty
products and custom services to scientists in the life science,
biotechnology, pharmaceutical and diagnostic sectors.
EUROPE-AMERICA-ASIA
CARMEUSE
150 years of experience
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0 8.
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8
EUROPE-NORTH AMERICA-AFRICA

24. Dynamisme Special Issue
WALLOON PIONEERS OF INTERNATIONALIZATION
PRAYON
A shining example of
diversification
This is being tipped as one of the most promising
forward-looking projects that bode well for the
future. Prayon, a key international player in the
phosphate chemistry sector, announced in late 2008
its decision to conclude a technology transfer deal
with the Grenoble-based CEA (French atomic energy
agency). Focused on the manufacturer of boron
doped lithium iron phosphate for application in the
development of batteries suitable for the electric
cars of tomorrow, the agreement is regarded as a
milestone that is perfectly in keeping with Prayon’s
strategic development.
The Prayon Group is cooperating closely with the
CEA on the manufacture of boron doped lithium iron
phosphate of equivalent quality to that made within
the laboratories of the Grenoble research centre. As tests have
proved extremely conclusive, Prayon is now moving up a gear by
signing this agreement which will allow it to fully master CEA’s
patented technology.
This epitomises the Group’s strategy
of seeking to remain a global leader
in phosphoric acid technology, while
branching out into other areas to
become a key player in terms of food
additives, horticulture and a variety
of industrial niche markets. Prayon
has been developing a series of new
products in the light of its wide field of
expertise. Food phosphates, aluminium
polishing solutions and mono-aluminium
phosphate binding agents and additives
for refractory mixes. Its innovations have
also led it into new markets such as
waste water treatment and materials
for lithium batteries. A great deal of
headway is being made in other areas,
including nutrition, energy, safety and
nuclear applications.
Prayon is now operating from four production sites, three in Europe
and one in the United States, while relying on a commercial network
covering most parts of the globe.
EUROPE-NORTH AMERICA
GSK BIOLOGICALS
All-round global leader!
20
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EUROPE-ASIA-AMERICAS

EUROPE-AFRICA-ASIA
TPF GROUP
New external growth operations
2009 was an intense year for the international
expansion of TPF Group. The company, now
present in 12 countries and with staff that grew
in one year from 1,000 to 1,200, carried out a
particularly striking operation in North Africa.
Last summer, Thomas Spitaels (photo) was
pleased to conclude two external growth operations
in this region of the world. In Morocco as well
as in Tunisia, the company bolstered its original
engineering business, even while in the meantime
the range has extended to cover utilities, energy
production, and turnkey contracting.
TPF Group is one of the world’s fastest-growing
engineering, architecture, and management
consultancy. TPF Group is currently undertaking
very important projects and programs around the
world in different roles, from designer and manager to contractor.
"Our teams are permanently focused in finding the better way to
work in the different sectors, from cement factories and energy
projects to railways and buildings". TPF is born in 1991 through
the integration of three companies.Originally, its principal activity
was focused o¬n the principle of the «Third Party Financing»…
TPF! "While maintaining the original business, it was decided in
the Nineties to develop the engineering and design consultancy
business, first in Belgium and then abroad, through the acquisition
of several companies specializing in different sectors".
During the summer, TPF acquired
70% of Pyramide, the second-largest
Moroccan engineering company, as well
as a 70% majority stake in the Tunisian
engineering company Monastab.
According to Thomas Spitaels, "these
are excellent opportunities: Pyramide is
the local leader in building engineering
and its order book amounts to three
years of activity. As for Monastab, the
background is a highly satisfactory
subcontracting agreement, which led
the two companies to consider our
taking up an equity interest".
With 140 workers in this region of North
Africa, TPF firmly intends to accelerate
its development here.
The company has also registered a
«power surge» through the increase of its staff in Angola and in its
subsidiary Bhobe in Mumbai (India). The TPF Group thus expects
to pass the €100 million sales turnover threshold this year, versus
just over €80 million in 2008. The growth of sales and profits in
2009 traces to the diversification of localizations, as explained by
the Group’s CEO: "with a presence in five countries of Western
Europe, two in Central Europe, two in Africa, and a very significant
representation in Asia". This geographic distribution of activities
is a support for the growth of the Group – which is now solidly
established throughout the world.
POLAND-FRANCE
JOSKIN
Bespoke heavyweight
In the space of forty years, Joskin has become a
key player on the European market for agricultural
slurry spreaders. The crucial turning point came
25 years ago, in a process that has seen the
company develop from contractor to distributor,
and finally become a manufacturer.
1984 was the year in which Joskin began to
manufacture its own spreaders, allowing it to
continue its expansion into neighboring countries.
Very soon, it was exporting vehicles to the
Netherlands and Luxembourg, followed by Germany
and France. Today, Joskin products are sold in almost
every country in Europe, from Norway down to Greece
and Spain, and from Russia in the east to the United
Kingdom in the west. In 1988, this development of
the business led to the inauguration of an integrated
industrial production facility, marking the real beginning of what
now constitutes the strength of the company’s offering: industrialized
production of standard components.
The following decade saw the company expand its business by adding
a transport line-up. The «Trans» range consists of agricultural
tipping trailers (from 3 to 26 m 3 ) and construction trailers, offering a
very wide choice that has been a clear success with the agricultural
and public works sectors. Like its spreaders, Joskin’s tipping trailers
are now also used across a large portion of Europe.
Standardized assemblages are a
characteristic of Joskin’s production
system, as it has to be able to adapt as
quickly as possible to the widest range
of needs. This is not always an easy
task, but a necessary one for a maker
of bespoke equipment: the production
range is almost infinitely extendable, given
the extent to which components can be
adapted to suit the customer’s needs.
This wealth of options is made possible by
the inventive spirit of a young development
team well-versed in computer assisted
design (CAD), who has taken the notion
of adaptability as its watchword.
The turn of the millennium brought
another milestone in Joskin’s
development, when it set up
manufacturing units in Poland
(Trzcianka) and France (Bourges),
making the transition from company to group. This strategic
positioning was motivated by both industrial and commercial
concerns and takes into account the enlargement of the European
Union. The new industrial dimension was also necessary to
underpin Joskin’s expansion into the market for agricultural
trailers, which has been based from the outset on one of the most
comprehensive offerings available in Europe.
Forty years after the company was founded and 24 years after it
began manufacturing, Joskin now employs over 500 people.
Dynamisme Special Issue .25

26. Dynamisme Special Issue
WALLOON PIONEERS OF INTERNATIONALIZATION
NMC
Mega player on the synthetic
foam market
The common link between pipe insulation, exterior
design, packaging, sports and leisure, not forgetting
industry as a whole: synthetic foam products in
their various guises. Polyurethane, polyethylene,
polypropylene and synthetic rubber are the raw
materials used to make NMC extruded or moulded
foams. These have been developed to serve a huge
spectrum of applications, as a result of which NMC
is one of the undisputed leaders on a state-of-theart
market stretching beyond Europe’s borders.
Operating in 85 countries via a network of
distributors and active in a dozen or so others
thanks to its production facilities, the Belgiumbased
(Eynatten) company has weaved its way into
all corners of Europe, from South to North and East
to West: Poland and Russia were recently added to the group’s
nine other European production sites, not forgetting the targeted
acquisitions in Finland, Sweden and Norway.
Quite an amazing development for this family-run business which
started out in the distribution sector, when it came into being barely
60 years ago.
It was not until the 1970s that the
company decided to strike out in a
different direction. NMC developed a
profile extrusion process that still serves
as its core technology.
Fast forward to the present day and
NMC is now one of the world’s leading
manufacturers of insulation products.
The range includes insulating sleeves
and insulation plates for heating,
sanitation, cooling, air-conditioning
and high-temperature applications.
NMC also leads the way for interior
and exterior decorative architectural
elements, single-use contoured foams
for applications such as packaging and
product cushioning, while being out in
front in serving industry and the games
and leisure sector.
The company has made a clear choice
in favour of a sustainable development strategy, as underscored
by its heavy investments in R&D: roughly 3% of the turnover
is earmarked every year for developing new products. Year in,
year out, several dozen engineers are working on 250 or so
development projects all of which are trails for ensuring the longterm
survival and renewal of activities.
SCANDINAVIA - EASTERN, CENTRAL AND SOUTHERN EUROPE
HAMON
A hundred years engineering for nature!
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ALL CONTINENTS

FRANCE AND A WORLDWIDE NETWORK
STOQUART
The EEIG boosts
internationalization
A network with access to some 70 languages and
more than five hundred associates round the world
– a great plus for a structure whose very lifeblood
is international. The areas of expertise of the
business set up nearly a quarter of a century ago by
Dimitri Stoquart are translation and localization of
software and websites. Its flagship languages are, of
course, French, Dutch, and English, and the needs
of both Belgian and foreign clients for a host of
languages are met thanks to Stoquart’s multilingual
capabilities.
Today, the company can be proud of its growth,
with a client portfolio that has expanded to the
point where it knows practically no frontiers. Year
in, year out, approximately 85% of Stoquart’s
turnover comes from foreign clients. This SME provides services
not only in Europe, but in the United States and Asia as well.
And its internationalization has led to the creation of the LETS
Communicate European Economic Interest Grouping, plus the
addition of two subsidiaries: one in the United States, and the
other in France. The latter, the outcome of a takeover at the end of
2009, obviously adds another string to Stoquart’s bow, while giving
the company a foothold on the French
market. So now Stoquart is in the big
league.
Recognition of the work of the Mons firm
has also led to its managing director
being elected by his peers to the Board
of Directors of GALA, the world’s main
professional association in the sector.
Here virtually all Dimitri Stoquart’s
fellow board members are directors of
multinationals in the field. Showing once
again that there’s no room for inferiority
– small can be beautiful!
IT, medical matters and finance are
some of the specialties of this SME,
but it also takes pride in the diversity of
its subject range. The key to success
A large, multilingual in-house team of
native speakers, enabling Stoquart to
guarantee coordination, translation,
and revision, with the «localization» dimension that makes all
the difference today in terms of quality. Clients may be worldwide
and even global, but they have to adapt their communications to
suit each separate market. Stoquart understands this clearly, and
has made it one of its strengths. The firm receives praise on all
sides, and the European Commission has recently placed several
contracts with it, due to the quality of its work.
GERMANY-ITALY-FRANCE-USA
ION BEAM APPLICATIONS (IBA)
Protect, enhance and save lives.
And more…
IBA: the bridge between medicine and industry,
between healthcare, therapy and sterilization
for medical devices, food pasteurization, crosslinking
and depollution, as well as in emergent
technologies like oil-cracking, cargo screening.
What a fantastic evolution for a spin-off…
IBA began its existence in 1986 as a spin-off of
the Cyclotron Research Center of the Catholic
University of Louvain-la-Neuve (UCL), which
produced its first cyclotron in 1947.
The objective of its founder, Yves Jongen and of
Pierre Mottet (photo) who joined the company
a year later, was to exploit a unique expertise in
particle accelerator technology to meet growing
needs in the fields of medicine and industry. While
initially active in medical imaging, IBA quickly recognized the need
to diversify. So, the company turned its attention to radiotherapy
(Proton Therapy) and developed cyclotrons able to treat numerous
forms of cancer with a degree of precision and efficacy never
reached before.
Today, IBA develops and markets leading edge technologies,
pharmaceuticals and tailor-made solutions for healthcare with a
focus on cancer diagnosis and therapy. Leveraging on its scientific
expertise, IBA is also active in the field of industrial sterilization
and ionization.
Day after day, IBA dares developing new
technologies and processes, pushing
back the limits of science. "Technological
innovation is an essential component of
IBA’s products, said Pierre Mottet, CEO of
IBA. This loan will contribute to develop
leading-edge technologies for even more
precise solutions in diagnosing and
treating diseases".
The different companies acquired
throughout the years and IBA core
activities are integrated in business
units to form a worldwide group as it is
now known. Throughout the recent years
IBA has made numerous efforts to set
up a foot in the Asian market. Concretely
speaking, In June 2007, IBA opened a
new facility in Beijing, PRC of China.
From this day onwards, IBA could count
on Asian Headquarters offices as well as
production facilities to support all its Business Units in Asia. This
settlement is part of an overall development program to optimize
the market opportunities in one of the fastest growing market. In
2007, in order to make its radiopharmaceuticals technology and
product available in the Asian markets, IBA has recently set a
foot on the Indian sub-continent by the setup of a radiopharmacy
in Noida (Delhi area). Nuclear Medicine department of the Delhi
region can now benefit from a reliable supply of PET isotopes. But
IBA also develops its presence in Europe for the production and
distribution of radiopharmaceuticals and invests in cutting edge
medical technology.
Dynamisme Special Issue .27

WALLOON PIONEERS OF INTERNATIONALIZATION
ALL CONTINENTS
SOLVAY
From ammonia-soda process
to… «Solar Impulse»
The «Solar Impulse» project was a surprise for many
people: as first «Main Partner», Solvay is supporting
the project financially and also playing a very
active role by offering innovative and technological
solutions and know how, making available its skills,
forecasting and simulating their behavior in extreme
environments. Over 6 000 parts in the Solar Impulse
contain Solvay materials from Solvay Advanced
Polymers, Solvay Solexis and Solvay Fluor, especially
Ultra high performance polymers. Solar Impulse is
above all a symbol for Solvay, generating maximum
support for technologies and positive attitude
towards renewable energies in order to ensure the
energy and ecological future of the planet.
The story of the Solvay group began on 15 April
1861, when Ernest Solvay patented a revolutionary ammonia-soda
process for producing sodium carbonate – also known as soda
ash – using common salt, ammonia, carbon dioxide (CO2) and
lime. 150 years later, Solvay has grown to become a global
chemical and pharmaceutical group active in three sectors:
pharmaceuticals, chemicals and plastics.
The company has now a worldwide presence in 50 countries,
over the 5 continents, with an expanded presence in Asia, the
Americas and Eastern Europe. Christian Jourquin, Chairman of
the Executive Committee talked very recently about the strategic
initiatives for geographic expansion. "In Thailand, Vinythai is
reaping the rewards of the capacity
expansion completed in 2008. In Brazil,
modernization of the Solvay Indupa site
at Santo Andre was completed this year.
In Argentina the new gas combined cycle
started operating in July and will secure
the electricity supply of our Bahia Blanca
site. In Russia, we have concluded an
agreement to acquire the Berezniki
soda works, while the Rusvinyl project
is following its course, with startup
now postponed to 2013, in time for the
expected economic recovery. Last on this
list is China, and our agreement with the
Huatai group for the joint construction of
a hydrogen peroxide plant".
The recent announcement of the sale
of the pharmaceuticals sector (on
September 28, the Board of Directors
decided to sell the Pharmaceuticals
Sector to Abbott) turned a new page in the history of Solvay. It
also opened new opportunities for the Group’s other businesses.
"Here too, the paradigm has changed. We are facing major
changes in the regulatory and societal context in which we
operate. Again, Solvay has looked ahead and has aligned itself
with the direction of history. «The sale of our Pharmaceuticals
Sector gives us the means to achieve our long term vision. We
want to create a new Solvay, a Solvay that is more multicultural,
more responsive, more open to growth markets - and we want
to broaden our product portfolio to better meet the challenges of
tomorrow". 2010 will be a year of transition to this new Group.
EUROPE-NORTH AMERICA-ASIA
UCB
From chemical company
into biopharma leader
In just three years, UCB realised two major acquisitions – Celltech
and Schwarz Pharma – which propelled UCB to become a global
biopharmaceutical company with one of the richest late stage
pipelines. The company was already leader in allergy and epilepsy,
with eleven new large and small molecules in the pipeline,
spanning thirteen diseases, from Crohn’s and Parkinson’s disease
to multiple sclerosis.
UCB is now a global biopharma focused on severe diseases in two therapeutic areas: central nervous
system and immunology. UCB
also has a selective presence in primary care. Established in 1928, successful transformation from a
hybrid specialty chemical company into a next generation biopharma leader, with operations in over 40
countries, supported by approximately 10 000 people. The concept of «the next generation biopharma
leader» means
more than expertise across small, chemically-derived molecules and large, antibody-based molecules:
"It is about connecting people, science and therapies in new ways so that we gain fresh insights into the
complex interconnections involved in severe diseases".
UCB has Research and Development Centres of Excellence in Europe, the U.S. and Asia. This also
includes an established presence in the world’s major pharmaceutical markets: Germany, Italy, Japan,
Spain, the U.K. and the U.S., as well as other significant international markets.
UCB achieved revenue of € 1.6 billion in the first half of 2009.
28. Dynamisme Special Issue

FRANCE-ENGLAND-SCOTLAND
ALTERFACE
Byword for EduTainment
Alterface is the embodiment of a company whose
technology we are fascinated to discover, even
though it is shrouded in mystery to the general
public. Examples are the «Seism Simulator»
at the Vulcania Park, in Puy de Dôme, France,
the «Sphere», the «Scanner» and «Staggered
Communications», developed for the Biospace
Exhibition at the «Cité de l’Espace» in Toulouse,
plus several immersive displays for parks and
museums in France, England, Scotland and Belgium.
Alterface, a spin-off company based at the
Université Catholique de Louvain (Louvain-la-Neuve,
Belgium), after years of European research at the
Telecommunications and Remote Sensing Laboratory
(TELE), has been active since December 2001 in
creating natural interactive systems for museums,
science centres and amusement parks. Its technology involves
rolling out new communication and entertainment systems to allow
users to delve into the information and interact with it intuitively
Its core expertise, signal processing in pictures and sound, is
teamed with a software driver (Salto) combining immersion and
interaction to create an additional learning, communication and
entertainment dimension.
The extent to which Alterface excels in research activities is
reflected in its involvement in three large-scale European
programmes.
An array of research and development
and computer programming talents
is teamed with a firmly-based media
production unit to guarantee the
successful completion of large-scale
initiatives (3D modelling, illustrations,
flash animations and video). Alterface
also stays in direct contact with
university researchers for solving highly
specialised research problems.
Alterface is there to oversee all
the project implementation stages,
thanks to its integrated system
comprising a design office, a research
and development unit and a content
aggregation department. This provides
it with a complete high-definition
video publishing unit and computer
equipment dedicated to high-definition
3D rendering. Five years ago the spin-off
company opened its first branch in California, in the United States,
and now has an array of technologies it makes available to the
EduTainment sector in Europe : museums, science centres, theme
parks, amusement parks and many others.
The innovative step in 2010 takes the form of a mobile interactive
theatre : a solution that meets the needs of managers of family
theme parks, shopping malls and amusement centers. Alterface
is now offering a turnkey interactive theatre that is compact,
comprehensive and, above all, caters for an ongoing need:
mobility.
FRANCE-VIETNAM
SPACEBEL
Tailor-made IT solutions
for microsatellites *
Since it was founded in 1988, Spacebel’s trajectory
has closely tracked the success of numerous
programs initiated by the European Space
Agency. Its high-performance “tailor-made” IT
systems equip satellite platforms and on-board
instrumentation; ground infrastructures for the
reception, processing and dissemination of data
recorded onboard satellites; test benches and
associated products (simulators and emulators);
and satellite communication networks.
Thanks to the IT expertise it has developed within
the European space industry, Spacebel now employs
around sixty people at its three sites in Europe and
also owns a company in Vietnam. The Senegalese
capital Dakar saw the first concrete application of
a concept that Spacebel had been developing since 2001, based
on its collaboration with the European Space Agency and its
participation in several European R&D projects: the Liège-based
company installed a satellite data management system for the
Senegalese Centre de Suivi Écologique (center for environmental
monitoring). The system covers multiple applications, such
as monitoring of agricultural production and the fight against
desertification or brush fires. Spacebel supplies the equipment
(computers and satellite data access equipment) and works with
customers to adapt the product to their specific needs.
*Based on the NCP article by Carine Vassart
Through its participation in various
European projects, the company’s
management decided to concentrate
on one objective. "The idea was to
discover new areas in which to exploit
the data provided by Earth observation
satellites and to implement new means
to access this information using Internet
technologies", says Spacebel founder
and former CEO Bernard Stevenot,
who now works as a consultant to the
company. "In a sense, the idea is like
applying e-commerce to this very specific
sector". European financing has had a
very significant strategic impact on the
company, having enabled Spacebel to
complete the development of a product
chain. Starting from its core business of
exploiting satellite data, Spacebel aims
to provide geo-localized information
solutions to meet the needs of a wide variety of clients, such as
governments, the private sector and local authorities.
Involvement in a series of European projects means that Spacebel
has already been able to position itself in the areas offering the
best prospects for the future in terms of their importance to
European countries and organizations: monitoring of water and air
quality, analysis of risks of flooding or landslides, or risks linked
to Seveso-classified industrial activities. "By 2011, we could expect
to achieve turnover in the region of 3 to 4 million euros", says CEO
Thierry du Pre Werson, adding that "turnover from this business
should start to grow continuously".
Dynamisme Special Issue .29

WALLOON PIONEERS OF INTERNATIONALIZATION
UNITED STATES
DIAGENODE
The story of a «best-in-class»
company
Diagenode is recognised as a «best-in-class»
Epigenetic Antibody Company by EU Programme
authorities, academic laboratories and biotech
companies. Diagenode is a Belgian biotech company
developing, producing and selling innovative
instruments, reagents and kits for molecular biology
research and diagnosis. The company was founded
in 2003 and is based in Liege (Belgium). Diagenode
has one subsidiary, Diagenode Inc, located in Sparta
New Jersey (United States).
Since its inception , the company has specialised
in two fields of application: epigenetics and
diagnostics. This area of expertise enjoys almost
limitless recognition : Diagenode leads the field in
Europe for the development and provision of innovative epigenetic
technologies. The company is aspiring to create a comprehensive
portfolio of specialist research fields, from equipment to reagents.
Diagenode’s main focus is on developing innovative epigenetic
solutions for the life science research market, while producing
cutting-edge products that advance research in the rapidly
evolving field of epigenetics. The company actively develops and
markets a comprehensive portfolio of proprietary products that
together offer complete solutions for
those performing epigenetics-related
research. Diagenode’s Bioruptor®
Sonicator is a best-in-class instrument
series which provides unrivalled
performance, durability, and value for
shearing a wide spectrum of biological
applications. Diagenode also specialises
in offering a complete range of chromatin
immunoprecipitation (ChIP) and
methylation products. The latest addition
to the range of innovative products is the
SX-8G IP-Star Automation System. The
SX-8G IP-Star Automation system is
the first complete system to automate
ChIP and Methylation assays.
As for the «diagnostics» component,
Diagenode deploys DNA amplification
systems for identifying and quantifying
the target DNA. Human disease diagnostics is an area that
is changing and growing at a rapid pace. Diagenode offers
amplification and quantification methods for DNA targets
of human infectious diseases. The company also provides
guidance to diagnostics companies developing epigenetic-based
diagnostics. The products are designed to make diagnostic assays
simpler, faster, and more convenient, offering the highest levels of
quality possible.
FRANCE/WALES
SPADEL
Taste of success for
mineral water company
It is a source of pride for Spa water: Spadel is the
very first winner of the «European Mineral Water
Quality Prize». This first Quality Prize (2009) to
be awarded by Ceram (European Mineral Water
Research Centre) is richly deserved. It is an
acknowledgement of how very committed the
Spa-based company is to guaranteeing the quality
of mineral water and protecting its springs. It is
illustrative to note that during severe frosts or so
snow, salt for gritting roads is banned throughout
the catchment area from which the water is taken.
Sand is used instead. This provision has been
enshrined in a legal framework for over 40 years
now, at the request of Spadel!
It is hardly any surprise that a body such as Ceram heartily
approves of Spa water, in the light of a benchmark study based
on four yardsticks: intrinsic product qualities, responsible
management of the aquifer resources, research and development
and marketing. The award may be merely of symbolic value but
it is a sign of international recognition. "This is the crowning
achievement of all our efforts to safeguard the aquifer resources,
the company stresses. We are anxious to guarantee the purity of
our mineral water so that in 50 years time our children can drink
water that is of exactly the same quality".
Fifty years and… more that has to be part
of the continuum of the 425 preceding
years… which has succeeded in making
Spa the undisputed leader in this sector
in the Benelux countries.
Spa water has been bottled since 1583
and the very steps to protect its intrinsic
qualities were taken in 1624. This
signalled the start of a longue adventure
that is still continuing… Covering 13,177
ha the protection area created in 1889
is acknowledged as one of the world’s
largest ones. No industrial, agricultural
or stockbreeding activities are allowed
here. All systems are carefully regulated:
a double wall for tanks, car park surfaces
are sealed to prevent water seeping
through.... So much attention is paid to
environmental-friendliness here that
even the oil used for the chain saws is
biodegradable. This culture of excellence is echoed at the Spadel’s
other two production sites: the Grandes Sources de Wattwiller in
France and Brecon Carreg, in Wales.
Spa water has been exported overseas for more than three
centuries now. It has been sent across the ocean to reach America
since 1700, which says a lot about the quality process. The utmost
care was paid to the bottling and corking, which means the water
would keep for three weeks at least. Longer journeys were then
undertaken thanks to improved keeping qualities, thus paving the
way for large-scale export sales.
30. Dynamisme Special Issue

CZECH REPUBLIC
UPIGNAC
25 years of an outrageous gamble!
To start with Upignac was an initiative designed to
help the Petit family’s large family farm branch out
into new areas. It was also a plan by a determined
business operator, who decided to take a daring
chance: operating out of the Namur region in a bid
to conquer the foie gras market, which up until then
was the «preserve» of manufacturers based in the
South-West of France.
Twenty five years on Upignac has won its bet – and
how. Upignac is now managing to process over 200
tonnes of foie gras a year. This is also thanks to
the purchase last summer of another Belgian firm
specialising in the processing of foie gras, for fish and
venison terrines. This further string to Upignac’s bow
has also developed a fairly comprehensive range of
organic produce. However, this is not Michel Petit’s
first acquisition. Back in 2005, another Belgian company, one
processing foie gras for restaurant owners, fell into his hands.
Upignac’s successful expansion is not based solely on a
purchasing policy. As part of its diversification strategy, Upignac
announced in 1996 it creation of a 400 ha fruit farm in the Czech
Republic, focused in particular on growing sweet cherries.
This seasonal activity is a perfect
complement for periods when foie gras is
most popular with the buying public.
This means the company has done
much more than resist the crisis, as
it performed even better in 2009 than
the year before. Logging a turnover of
Euro 10 million plus, Upignac has been
growing by over 20% per annum over the
last five years. This is three times more
than the sales figures posted in 2004! As
for the group, it is approaching the Euro
20 million a year mark.
This expansion is attributed to the success
of its commercial network that is based on
a series of stores (20 or so in Belgium), and
the opening in 2000 of its first restaurant
with the name La table d’Upignac. The
restaurant network now has five brands.
As well as having one-quarter of the foie gras consumer market
in Belgium, Upignac is also firing on all cylinders on the export
market. Japan has been picked as its priority market for the
coming months. Another key concern in the short term is to bring
out a new range of products, initially comprising foie gras and
combined with top quality sea food.
FRANCE-UNITED KINGDOM-CZECH REPUBLIC-MOROCCO
STAR-APIC
Five-star service from Geographic
Information Systems
What do electronic inmate monitoring, forestry management,
datacenter management, water network and
sewerage management have in common Just one
thing : Star-Apic software technology!
Since its inception in 1983, the group has become
a major publisher of software products for
Geographic Information Systems. This field of
activity covers land management (local authorities
and public administrations), public utility networks
management (water, sewerage, electricity, gas),
infrastructure management (datacenters, cabling,
telecommunications, real estate space) and
cartographic publishing.
This area of expertise has spurred the company on
to look beyond its domestic borders, so as to become a European
publisher of software products for Geographic Information
Systems and geospatial technologies. It has three operations
centres for the French offshoot, one in the United Kingdom
and one in the Czech Republic. Its international profile strategy
has been enhanced with the launch of a Moroccan subsidiary,
while myriad partnerships have been
developed throughout the world.
Star-Apic technology covers a broad
spectrum of problem issues in business.
First of all land management in terms of
registry, plans, road networks, farming
or forests, for example. Second, public
utility network management focused on
water and sewerage, electricity or gas.
Not forgetting heritage infrastructures,
such as real estate spaces, cabling,
datacenters and telecommunications,
plus cartographic publishing and
mapping for the public at large.
Consequently, there is a tremendous
range of potential customers for asset or
datacenter management services among
those in charge of information systems
or general services. These officials are
to be found in various areas, such as administrations, dealers
belonging to networks, telecommunications companies, transport
firms, design offices, land surveyors’ firms and industrial and
service companies.
The company boasts a wide variety of tailor-made solutions
reflecting heavy investments in innovation.
And many others: ACV, ARCADIS FALLY, BALTICS DESIGN, BSB, CERAN, CORMAN, COTUBEL, EVADIX,
FLORAGRO-FLORIDIENNE, FN, FONDERIES DU LION, GALACTIC, IMPERBEL, INTRAMET, KABELWERK EUPEN,
MACTAC, MAGOTTEAUX, MATERNE, OUTILAC, PHELECT, SCHREDER, SONACA, TD WILLIAMSON,
TECHSPACE AERO, TRAVHYDRO, VIGAN, WOLLUX,…
Dynamisme Special Issue .31

WALLOON PIONEERS OF INTERNATIONALIZATION
THE ACADEMIC POINT OF VIEW
Exports and expansion open a world
Located at the heart of Europe, isolation has never been an option for Wallonia. Since the time of the Roman
trade markets. From the Middle Ages, it has experienced strong economic growth, and it was at the forefront of
revolution. As a region, it has historically embraced opportunities to spread its goods and services abroad.
by Kirsten ASLING
"SMALL COMPANIES
HAVE TO BUILD
THEIR REPUTATION
ABROAD – OFTEN
WITHOUT MANY
RESOURCES. THEY
USE TOOLS LIKE THE
INTERNET, ISO OR
ECO-CERTIFICATION
AND TRADE FAIRS
THAT FOCUS ON
SPECIFIC AREAS
OF ACTIVITY".
Jean-Charles Jacquemin,
FUNDP
Times have changed, demand has changed,
but the importance of being part of the global
market hasn’t. Jean-Charles Jacquemin,
Professor in the Department of Economics of
the Faculty of Economics, Social Sciences and
Business Administration of the FUNDP (University
of Namur), tackles the issues of how a country, or
a region like Wallonia, develops as its companies
turn towards exports and international expansion.
As we will see, the path is not always clear,
although the benefits are essential.
A member of the global market
"We’ve always known that exportation is an
important growth factor, simply because it opens
markets, smiles Jean-Charles Jacquemin. When
we look at the composition of the gross national
product, the commercial balance – that is, exports
minus imports – adds its weight to the creation of
wealth. So we see that exports generate revenue
for the region, while conversely imports reduce
that wealth. The technical side is very clear".
But he admits that on the practical and historical
side, the relationships and vectors involved are
much more complex. "Let’s start by considering
what happens in regions that don’t develop
their export markets. Historically, countries that
want autarky –to be «self-sufficient» – and that
therefore avoid international commerce actually
fall behind economically. Take the example of
Albania. It was unable to follow the growth rhythm
that we are familiar with in the rest of the world.
It is behind in terms of development, and has
trouble even giving its population an acceptable
standard of living. China as well was focussed
on self-sufficiency, and we can see how long it
has taken it to catch up – even though it had the
advantage of a very large internal market".
"There are many examples like this. And smaller
regions suffer even more quickly from isolationism.
They have much more difficulty growing if they do
not open to international trade. So, for small and
large regions and countries, it is clear that exports
offer direct benefits at all levels".
Expanding abroad to build at home
The situation is much more complex regarding
a region’s companies that establish themselves
abroad. "There, we see conflicting stories,
explains Jean-Charles Jacquemin. It is important
to remember that these companies have a
strategy of maximising their profits on a global
level, which means at the consolidated level.
32. Dynamisme December 2009

of opportunity
Empire, it participated in international
industrial expansion during the industrial
When they repatriate their profits to their region
of origin, it means more money, jobs and growth
for the region".
But what happens when companies choose to reinvest
abroad "I will give you the famous example of
the United States in the 1980s", he comments. "The
federal tax authority decided to require consolidated
statements from US multinationals, so it could tax
their global profits. But companies simply refused to
comply. They kept their international profits abroad,
and never repatriated them to the USA. In contrast,
if we take a look at French companies, we see
that they tend to have stay very ‘national’ and often
repatriate their profits".
He makes clear that if profits are not repatriated,
the region of origin cannot benefit from
the company’s growth. "The money doesn’t
come back, the jobs are created elsewhere –
employment may even be lost. So it is important
to stay attractive for your multinationals". And
how is a region to do this "That’s a hard question
to answer, he smiles. Certainly, the fiscal set-up
is important. But so are infrastructure, work
force, quality of life…”
And it is here that Wallonia’s strength and
attractiveness lie. "We have to maintain the
strengths that allowed us to originally develop our
industrial base. We have an educated, productive
labour force, management capabilities and a good
infrastructure. These are balanced against a tax
structure that may be too high and a social code
that is rather complex. But business people tell me
that Wallonia offers a certain ‘well-being’: it is less
polluted and less stressful than other regions. The
high quality of life can be an important criterion,
too, and that is certainly something that can be
controlled on the regional level".
Offering tools for success
There are many things Wallonia can do – and
does – to remain competitive. The region has
recognised the importance of the evolution of
the SME sector on its economic strength and
exports. "In our research centre, we do not
see a lot of growth in certain traditional sectors.
And the incubators I have talked to put their faith
in the incubation of small companies in very
specialised, cutting-edge technology with
future growth potential".
The tools necessary to support these SMEs
are quite different from those required by
large companies, and Wallonia is being quite
innovative here.
"Large companies like Solvay and Spa Monopole
have resources and people to export or expand
internationally. It is quite different for very small
companies: the boss has to do everything. We
see more awareness from the public authorities
of how that changes the company’s needs,
explains Jean-Charles Jacquemin. For example,
FOREM now offers training for university graduate
«aides» who can take some of the burden off the
boss They can handle international marketing,
positioning abroad, international certification –
things the boss doesn’t have time for, but which
are critical to the company’s growth".
To maximise the impact of the opportunities, these
small companies must target their efforts tightly.
"Small companies have to build their reputation
abroad – often without many resources. They use
tools like the Internet, ISO or Eco-certification and
trade fairs that focus on specific areas of activity.
If it is carefully targeted, the companies can be
successful, even in these difficult economic times. I
know very small high-tech companies that already
exceeded their 2008 sales figures by September
2009 – all thanks to exports".
A vision for the future
What happens when companies, government
and organisations don’t work together A region
can fall quickly behind. Jean-Charles Jacquemin
cites the example of thermal and electric cars.
"Wallonia is behind in this sector, which offers
the potential for an important future value
chain. But no-one is taking the lead, no-one is
coordinating initiatives. It’s quite surprising, as
there are lots of export possibilities for high-tech
electronics involved. We can still take part in
this immense global shift. We certainly have the
research and productive capacities, now we need
a vision to follow".
Dynamisme Special Issue .33

WALLOON PIONEERS OF INTERNATIONALIZATION
SOFINEX
Helping Walloon companies expand
Under the hot Kenyan sun, builders are preparing to start construction on wind turbines that will provide much
population. It’s a far cry from the soft rain falling outside the Brussels offices of AWEX, where Francis Mullers,
the role SOFINEX played in the African project.
by Kirsten ASLING
TRIPLE PARTNERSHIP
OFFERS EXPERTISE
AWEX, the Walloon Foreign
Trade and Investment Agency,
has a 40% stake in SOFINEX.
"AWEX helps companies
discover international markets
and identify clients, among
other roles", explains Francis
Mullers. "But once a company
found a potential project, it
had to turn to other players:
at the federal level for public
support, or commercial banks
for direct financing. SOFINEX
therefore fills in an important
«missing link», directly
supporting AWEX’s mission".
SOWALFIN, the Walloon
Agency for Finance and
Guarantees for SMEs,
has another 40% stake in
SOFINEX. Its mission is
to support the creation,
development and growth of
Walloon SMEs and VSEs.
As Francis Muller explains,
this organisation provides
expertise in corporate finance,
especially in relation to SMEs.
The final 20% stake is owned
by SRIW, the Regional
Investment Corporation of
Wallonia. SRIW’s involvement
in SOFINEX was part of the
«Walloon Marshall Plan»
adopted by the Walloon
government in 2005. SRIW
also provides expertise in
corporate financing, especially
regarding large companies.
34. Dynamisme December 2009
"T
he wind turbines –and the expertise
T– come from a Walloon company
says proudly. "
", he
SOFINEX funding helped
the company make a very competitive tender bid,
by providing a grant that allowed the company
to lower its price by 35%. Projects like this are
extremely important to the economic success
of Wallonia: each one spreads the reputation of
Wallonia’s capabilities and expertise further".
And that, in effect, is the mission of SOFINEX:
advancing the development of relations between
Walloon companies and foreign clients.
Walloon added value
SOFINEX, the «Société de Financement de
l’Exportation et de l’Internationalisation des
Entreprises Wallonnes», was founded in 2003
at the instigation of the Walloon government. A
joint-stock company, it has three partners: AWEX,
SOWALFIN and SRIW, whose representatives make
up the Board of Directors and Credit Committee.
Financed by the stock holders and the «Walloon
Marshall Plan», its share capital is €2.5 million.
SOFINEX encourages exports and investments
abroad by Walloon businesses through assistance
in projects of an international nature.
SOFINEX focuses on four objectives: promoting
Walloon expertise, increasing the competitivity of
Walloon companies and exports in international
markets, helping companies access the bank
credit they need – a real challenge in today’s
credit-tight environment –and encouraging
Walloon companies to internationalise.
"We want to be the sole partner for Walloon companies
needing financing for international projects,
and give them the products, services and tools to
build their success", explains Francis Mullers.
SOFINEX helps Walloon companies through a
range of financial products and tools. "They have
one thing in common, though", Francis Mullers
highlights. "They all relate to Walloon added value".
Public support
Walloon companies can apply for public support
assistance for exports, which operates similarly to
subsidies. Francis Mullers makes clear that this
assistance is not available for all markets. "This is
public money, and there are rules we must follow.
We set up funds for emerging countries, and
have bilateral agreements with Tunisia, Morocco,
Senegal and Congo Brazzaville. Why those four
Because of the historic links we share".
The Walloon government has also set up technical
cooperation funds – Trust Funds – with international
institutions: the African Development Bank
(ADB), the European Bank for Reconstruction
& Development (EBRD) and the International
Financial Corporation, (a member of the World
Bank Group). These Trust Funds are aimed at
exporting Walloon expertise: financing feasibility
studies, expert missions and technical assistance
activities carried out by Walloon companies.
"We had an African company that wanted to build
a water treatment facility. With the ADB, they
selected a Walloon technical consulting company
to do the feasibility study, and our Trust Fund
financed it. Not only did this help the Walloon
company win the project, it increased our visibility
at the bank. And, if the project goes through,
hopefully they will use a Walloon company for it".
Direct support
SOFINEX can also participate directly in financing
for companies, and unlike the ‘public support’
tools, these products are available for Walloon
projects in any country. "We can become a
minority stakeholder in the project, and we can
offer loans", explains Francis Mullers. "These
are «made-to-measure» interventions, done on
a case by case basis. They can be either long or
short-term: it really depends on the specifics of
the project. Companies contact us directly, and
we tell them how to put together a dossier for the
Credit Committee".
But sometimes, what a comp
any ne
eds is a partner
to back them up in the bank credit arena. "This is so
important now, with credit so tight. And with international
projects,
financing and securing paymen
ts
can be very complex. We have a whole range
of guarantee products for Walloon companies:
guaranteeing bank bond
credits, working capital credits
and investment credits".
"Say a Walloon company
wins a project in China, and
needs to buy some eq
uipment.
But the contract
says the first payment
won’t be made for several
months. The company
needs bank credit to get
the project going. Well,
the bank can come to us
for a guarantee, and
we
can cover up to 75% of the
risk, in case of non-payment
or partial payment. The bank
’s
risk is significantl
y reduced, and it
will be more likely to grant the credit.
Ideally, the bank will also give the borrowing
company better loan terms
".

their borders
-needed clean energy to the country’s
Export Finance Manager, is explaining
And it isn’t just for goods and materials: "We can
also provide bank guarantees for companies that
want to invest abroad, and need investment credits".
Addressing the crisis
The economic crisis has, of course, put pressure
on all the players in this exportation market: the
Walloon companies, the banks and the international
clients. "We have been responsive to the changing
needs, Francis Mullers comments. Before, we
provided financial services (guarantee) only for
SMEs. Now, we have expanded our reach to large
companies. For our guarantee products, we
increased our maximum participation for SMEs from
50% to 75%. Large companies have a maximum
participation of 50%. Our envelope of available funds
has increased from €20 million to €50 million
for SMEs and €50 million are available for large
companies. The maximum per company has risen
from €1 million to €1.5 million. Its depends on the
size of the company. So we have increased both the
number of companies we can help, and
the assistance we can offer each".
And the result Over six years,
the Credit Committee has
reviewed over 400 project
cases, from 250
companies. "This
means that some
companies are
returning to us for
additional projects, so
they see the value we can
give them. Now, we have to
keep spreading the word,
so more firms can take
advantage of our
support".
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Dynamisme December 2009 .35
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en engageant un jeune
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Des contrats
en apprentissage ou des
conventions de stage peuvent
être signés dès 15 ou 18 ans
dans tous les secteurs
et dans tous types d’entreprises !
L’IFAPME PROPOSE DES
FORMATIONS EN ALTERNANCE.
Cela signifie que l’apprenti ou
le stagiaire que vous engagez
travaille quatre jours au sein
de votre entreprise. Un jour par
semaine est consacré aux cours
en Centre de formation. Dès le
début, un délégué à la tutelle
de l’IFAPME vous accompagne
et encadre l’apprenant et son
tuteur.
AVEC L’ALTERNANCE, TOUT
LE MONDE EST GAGNANT !
L’apprenant vous offre sa volonté
d’apprendre et son dynamisme
au travail. Il perçoit une rétribution
qui évolue chaque année.
De votre côté, vous lui transmettez
votre connaissance du
métier. Vous assurez également
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Actions / International
INTERNATIONAL MARKETING
Foodstuffs: setting course
for South Africa!
South Africa is featured in several agendas for 2010. A huge chunk of the world’s population will be focused
on the Football World Cup held there. The business community’s thoughts are likely to be elsewhere: Cape
Town and the IUFoST 2010 World Congress.
by Yves-Etienne MASSART
This is a key congress for Walloon agribusinesses,
particularly those who have already
joined the Foodstuffs «cluster», an initiative
launched by the Walloon Enterprise Union (UWE).
Etienne Collin, the UWE’s International Marketing
Adviser, undertook a fact-finding mission a couple of
weeks ago to ensure Walloon companies may count
on the best conditions possible when they arrive. It is
clear in his mind: South Africa’s domestic market is
opening up to food products that can boast «health»
claims. "Food ingredients of plant or animal origin,
hence natural, are added to food preparations to
provide them with additional nutritional properties
or flavours", he stresses, adding this category
includes prebiotics and probiotics.
Many Walloon companies specialise in food
supplements, often on the basis of developing
a specific application."This allows me to say
that, all in all, the 20 or so companies in our
«cluster» are more complementary than actually
competing. They do sometimes compete but
only with a meagre percentage of their offering".
Consequently, 2009 is reported to have been a busy
year for companies in this sector. The «cluster»
has opened doors for them during several trade
fairs or missions abroad: Switzerland, Dubai, the
West Coast of the United States, not forgetting
the successful «Country» workshops.
Products of the future and a
forward-looking strategy
There is nothing new about this but the upward
trend is more than a passing fad: food has a
significant impact on our health and well-being.
Other major concerns are the system for
preserving the nutritional properties of food
and dealing with the environmentally-unfriendly
consequences of food production and packaging.
In order to face up to these major challenges,
the Walloon foodstuffs industry can now count
on structures and incentives that give it a key
position on the world markets.
Products of the future are recognised as such
via a competitiveness cluster. Wagralim has
to bolster regional competitiveness in areas
where the region’s industry already enjoys a
strong potential. The acknowledged goal is to
turn Wallonia into a world renowned competitive
industrial area by creating networks of excellence
and innovation, partnerships and clusters and by
promoting activities and jobs in this sector, the
second leading industrial employer in Wallonia.
EXPLORATORY
MISSION
The visit to Cape Town was
made by Cosucra, taking
advantage of the fact-finding
mission to sound out the
nutritional products market
and make initial contacts
with potential distributors.
"In Johannesburg, we
were assisted by the local
Walloon export and foreign
investment agency", says
Etienne Collin. "During the
visit to Johannesburg we
were accompanied by the
Economic and Commercial
Officer’s team and a fellow
Belgian who has been in
South Africa for five years,
on behalf of the Corman
company" The «UWE-cluster
presentation» combination
followed up by the Cosucra
presentation (or Corman
presentation in other cases)
turned out to be a winning
formula "because we
were able to showcase our
methodology, the composition
of the Foodstuffs Cluster, and
then a specific and promising
example, a sequence that
was guaranteed to arouse the
interest of our contacts".
Dynamisme Special Issue .37

Actions / International
"THE 20 OR SO
COMPANIES IN
OUR «FOODSTUFFS
CLUSTER»
ARE MORE
COMPLEMENTARY
THAN ACTUALLY
COMPETING. THEY
DO SOMETIMES
COMPETE BUT ONLY
WITH A MEAGRE
PERCENTAGE OF
THEIR OFFERING"
Etienne Collin, UWE
This is how the Marshall Plan describes it: against
the background of the agribusiness cluster, the
strategy is striking out in three directions: firstly,
developing high value-adding products by boosting
innovation and enhancing their properties in the
light of customer and market needs; secondly,
increasing the profitability of all components
of the sector by improving their integration and
longevity; thirdly, increasing production capacity
and the size of companies, by making it easier for
them to get a foothold on growing markets and
boosting their sales potential.
These major strategic policies are underpinned
by four development options designed to incite
companies to face up to the sector’s challenges.
"The first challenge of particular relevance for
our «cluster» is focused on «health» foods. This
lends support to the development of products
and ingredients that live up to nutritional and/or
health claims".
A springboard country
For a manufacturer, South Africa (or the Republic
of South Africa to give its full title) represents first
and foremost a huge market. 50 million people
live there. Many business operators regard the
country as the point of entry to Southern Africa,
with significant trade flows towards Namibia
(formerly a province of RSA), Botswana, Zimbabwe
(formerly known as Rhodesia), and Mozambique.
When apartheid was abolished in 1994, South
Africa’s population structure (90% indigenous)
underwent a radical transformation: people of
European origin who used to be the dominant
group saw their privileges drastically reduced,
while some members of the black community
rose to prominent positions: they form the
basis for a new class called «black diamonds»,
who are known for spending heavily and wanting
to live a European style of life.
"During a visit to a Pick and Pay supermarket (the
local equivalent of a Delhaize), we discovered a
wide range of products on offer (yoghurts, biscuits,
beverages, cheeses, cereals, salt meats) featuring
labels to show the nutritional properties of each
food and health claims". Local food companies
and their distributors report that the goods are
targeted on only a minority of the overall population
but the percentage is set to grow rapidly. The
market comprises about 10 million high-earning
consumers, most of them living in the four main
urban areas: Johannesburg, Cape Town, Durban,
and Port Elisabeth.
The local food market is regarded as selfsufficient.
"Owing to the economic blockade
during the apartheid epoch, many South African
businesses expanded on the domestic front,
thereby creating huge food groups, such as Tiger
Brands". The international groups did not appear
on the scene until after 1994. All the global giants
are there: Danone, Unilever, Cadbury, Nestlé,
and Continental Foods (with Kraft). "The bulk of
‘health’ foods are made by multinationals and
certain product development decisions are taken
at their main offices". Etienne Collin considers
that the target of the Walloon «cluster» in the
sector will thus be "more inclined to the major
South African groups, and particularly those open
to nutritional applications".
This offers an opportunity for this sector of the
Walloon economy, which also has a huge potential
for growth in promising segments, some of which
are recognised as world leaders: foodstuffs, health
food, prepared food, and specific high-quality local
products!
LEADING
SECTOR
The food industry is an
important and dynamic
sector in Wallonia, with a
turnover of € 6.8 billion
and jobs for 20,000 people.
Production has grown by
an average of 4% every
year since 2000, so that it
stands at the high end of the
European average.
Apart from «health» and
«nutrition» foods, three
other development options
have been identified to
incite Walloon companies
to meet the new challenges
in the sector. The second
one concerns innovative
production or preservation
technologies. The idea is to
promote the development
of products based on
production or preservation
processes (relying on soft
technologies), so as to
safeguard organoleptic
properties, extend shelf life,
and cut down on additives.
The third option aims to
facilitate the development of
food-grade bio-packaging,
made from renewable and
biodegradable resources.
Lastly, the fourth option
favours the development of
sustainable food industries,
by ensuring efficient
production processes and
the sustainable management
of inputs and by-products.
38. Dynamisme Special Issue

Actions / International
BARRIERS TO TRADE
A slow down for international
trade in 2010
We could believe that, within an international market more and more regulated by the WTO,
and thanks to the European single market, the European companies and in particular the
Walloon companies should have seen a decrease of the trade barriers.
by Caroline de MEESTER (EBPA Consulting)
In fact, the global figures of the last 15 years did
not change a lot. Certain barriers decreased,
while the others increased.
Currently, more than 50% of the exporting companies
are confronted with trade barriers problems
which cost them about 10% of their turnover.
A short time ago, we thought that new regulations
and international organisations would make the
exchanges easier. Today, we have to admit that
it is not such easy. In fact, international trade is
most of the time becoming more complex.
The business manager is overwhelmed under the
quantity of information; "too much information kill
the information". There is such an abundance of
regulatory constraints (which sometimes contradict
themselves), that a company does not know any
more which one is applicable for its particular case.
For European companies, this regulatory
framework is facilitated by the bilateral trade
agreements negotiated by European Union.
Companies can be supported by experts in trade
barriers in matters as: tariff or non-tariff barriers,
competition matters (unfair or others), rule of
origin questions, European lobbying, European
institutional communication…
It is fundamental to optimise the management of
the exports. For the enterprise, it represents
a saving of time and/or money.
Examples that enterprises face frequently :
• "Since years, I have been exporting the same
product to the same country. This time, my
goods have been stopped at the customs for an
administrative reason. How may I know if this is
caused by a new regulation or a trade barrier;
and how to solve the situation as quickly as
possible and at the lowest cost"
• " I am exporting products within European Union
where the free movement of goods and persons
is implemented. A country asks me for an extra
administrative procedure an/or an extra financial
amount. Is it normal How to know what is
legal How may I preserve my interests"
Most of the time, the expert meets the business
manager to analyse the problem and identify the
various mechanisms. He will do his best to clarify
what can be done during a quick audit.
After having identified one or several problem(s), he
will propose concrete actions with an evaluation of
the two most important variables: time and money.
This expertise is reassuring for the entrepreneur.
It allows him to continue to concentrate on its
core business; while being assured to benefit
from an adviser who has all the flexibility to adapt
to its evolutionary needs.
With the growing number of exchanges, trade
barriers are also increasing. Regulation is
essential. The globalisation of the international
trade is a new challenge.
We have not yet found the solution to decrease
globally trade barriers, but a better strategy for
the exports makes these problems easier to
manage.
MORE THAN 50%
OF THE EXPORTING
COMPANIES ARE
CONFRONTED WITH
TRADE BARRIERS
PROBLEMS WHICH
COST THEM ABOUT
10% OF THEIR
TURNOVER.
Dynamisme Special Issue .39

Actions / International
LIEGE 2010
Nanotechnologies: Wallonia at the
The domain is not new and some companies have turned their attention to nanofilms already for a long time.
nanotechnologies is their thickness, of the order of a millionth of a millimetre, which in turn generates other
– nanofilms can be applied to all sorts of materials. In industry, they are used to increase the working life of
And that’s not all: in the energy field, their integration in solar panels generates the production of «green» energy.
by Axelle van HARTEN
Next spring, Liège will host a major happening in the nanofilms industry. An international
conference will bring together scientists and entrepreneurs to delineate the perspectives of the
nanocoats sector. A dozen European countries have already announced the participation of their
best research centres, and a number of key players at world level will share their expertise. This is an
initiative of the 6 th european Framework Programme, which opens excellent perspectives for our economy
and our enterprises. Some have not waited for Liège 2010 to develop state-of-art technology and
achieve spectacular developments.
VIRTUAL
INSTITUTE OF
NANO FILMS
Located in Liège Science
Park, the Virtual Institute
of Nano Films is a
non-profit organization.
Its aim is to help the
scientific institutions and
industrial companies
staying at the forefront of
nanofilm technological
developments, through
research projects,
networking, organisation
of conferences and
workshops.
www.vinf.eu
THE EUROPEAN
CONFERENCE
ON NANO FILMS
This event will provide a
global and applicativeoriented
vision of European
research on nanofilms. It
will be held in March 22-25,
2010 in Liège, Belgium.
From the synthesis of
nanoparticles up to
the mass production of
nanocoatings, this multisession
symposium aims
at promoting exchanges
and collaborations between
scientific and industrials
players. The ECNF will
organise technical talks,
poster sessions, as well
as thematic round table
in a convivial atmosphere
with numerous networking
opportunities.
www.ecnf.eu
AGC is a sponsor of the ECNF
AGC: Every new house in Europe is equipped
with glazes with nanocoatings
Daniel Decroupet, PhD, IP Manager and R&D coordinator, explains
how and why AGC uses nanofilms technologies for their glazes.
"AGC has pr oduced glas s with nanofi lms f or mor e than 300 years.
The main applic ations fi elds ar e the building mark et andd the
automotive or transportation market.
They ar e two major purposes f or the building mark et; one for
residential constructions and one for the commercial buildings.
These applications are very different from to another.
Now in Eur ope, every new house is equipped with glazes wit th
nanocoatings, with fi lms that avoid the heat or the ener gy that
you generate to go out of the building. These coated glazes are
known as «low-emissivity glass». They reduce the heat coming
out of the house. At the same time, you have to bring as much as s
possible solar heat. This addition of free solar energy from the
outside and the minimised energy loss from the inside allows a
decrease of ener gy consumption by eff ect of fi ve, compared to
single glazing standard in old houses. It tr anslates to an annual
decrease of fuel c onsumption of 500 t o 1.000 litr es. T ypically,
the low emissivity glazes are made with a very thin film of silver
(10-15nm), but the silver is a reflective material so these layers are
sandwiched between other nanolayers that keep the reflection. Those
optical layers are usually made from metal oxide (zinc oxide, titanium
oxide, silicum oxide...).
The second application of the building market is for the commercial buildings,
offices. In those constructions, we have to avoid heat loss from the inside to the
outside during the winter, but we have also to avoid the overheating in the summertime.
The air-conditioning cost in those building is more expensive than the heating cost in
the winter. It is important that the windows decrease the solar heat entering the building
during the summertime.
For the commercial building, the goal is to maximise the balance between vision through the windows
and the reduction of the air-conditioning cost. Thirty years ago, the technologies available were not as
«nano» as today, the typical product were 150nm thick. Today, in the highest performance, we have an
addition of between 10 to 15 layers from which the thinnest is 2 nm thick.
In the automotive market, the windshields of the cars are also coated with nano-films. In the future,
those coatings will have to be of very high-performance because we also need to avoid the overheating
because the air conditioning cause additional fuel consumption.
One very important point is that with these coatings, we need to keep the industrial transformation simple.
For example, it is very difficult to achieve industrial productions if you first bend the glass to give a shape
and then you coat them after. So we are able to deposit multi-layers coatings on flat glass and these
coatings are not degraded even with temperature around 600°C when we are shaping the windshields.
In the future, all these technologies will be even more advanced. For example, you can expect to have
switchable glazes. In the morning you would keep them clear to bring solar heat inside and in the
afternoon, when the sun brings too much heat in the afternoon, you would switch to darker windows".
40. Dynamisme Special Issue

cutting edge!
A first advantage of these
advantages for many applications
mechanical components.
1.
2.
3.
4.
5.
5 questions about
nanofilms
What is a nanofilm
It’s a very thin layer, less than 100 nm thick, coating another
material. A nanometer is one billionth of a meter !
Since when did we start to use nanofilms
For almost a decade now, nanotechnologies have moved out
from laboratories to the industrial world and nowadays,
«nano’s» are part of our citizen life.
What’s the benefit of using nanofilms
The use of nanofilms increases the lifetime of mechanical parts
and reduces lubricant usage. Integrated in solar panels, nanofilms
help produce green energy. Medical implants are now safer
and last longer thanks to nanocoatings. These are just some
illustrations out of many, along with catalysis, sensors, and more.
What are examples of objects coated with nanofilms
• Aluminum foil barrier for food packaging (for example
the inside of milk cartons, or potato crisps bags);
• Hearing aid devices with better resistance against sweat
and humidity;
• Glazes in front of furnaces that allows a decrease of
temperature (from up to 500°C to 50°C)
What are the future applications of nanocoatings
• all the techniques already existing will be even more advanced;
• nanocoatings could keep small video screens from scratching;
• nanopaint could seal and protect automotive components…
NA NOCYL: Coatings with carbon nanotubes are opening up
a whole new world of possibilities
Nowadays, the carbon
nanotubes are also part of high-performance coatings. Francis Massin,
Managing Director of Nanocyl, gives us an explanation of what they are used for.
" Nanocyl has been incorporated in 2002; it is a spin-off of the Universities of Liège and Namur,
in Belgium. We are working on the development, manufacturing and commercialization of carbon
nanotubes and carbon nanotube based materials.
The nanotubes are formed of tiny tubes of about 9-10nm diameter and a few microns long They
are made of carbon atoms that are rearranged, using a vapour deposition process. They have special
characteristics like electrical and thermal conductivity as well as mechanical properties.
Among other things we develop coatings with carbon nanotubes. These technologies are opening up a whole new
world of possibilities to formulate surface coatings for both current and emerging applications.
We also mix nanotubes with silicon resins. This gives excellent fire retardant properties when exposed to flames. We have a number of
potential customers who are evaluating the material for applications in the construction industry or in the cable manufacturing industry.
Our coatings are, in this case, fully formulated products,
that can be applied readily either by brush or spray.
In your everyday life, you can find carbon nanotubes in the internal parts of cars. You also have nanotubes used for mechanical
reinforcement in carbon fibre-based bikes, wheels for bikes, etc. In all these cases, carbon nanotubes are used at a very low level (as an
additive), and the addition of the material is approximately of between 0.1% to 2%, depending on the application and the properties.
These technologies have been developed only about 10 years ago, and we can expect great progress in the future".
Dynamisme Special Issue .41

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