Universiteit Gent Faculteit Letteren en Wijsbegeerte

The rise of the lobbying scene

My internship at Interel PR & PA

Scriptie ingediend ter verkrijging van het diploma Meertalige Bedrijfscommunicatie. Evi Robignon

Academic year 2007-2008 Supervisor: Prof. Dr. Geert Jacobs

I would to thank a few people who supported me during my studies and especially during the year I studied Multilingual Business Communications. In the first place, I would to express my gratitude towards my parents who never stopped supporting me and who always encouraged me during my studies and during my internship. Secondly I would like to thank Joris Bulteel, my supervisor during my internship, for offering me a great internship and for his professional supervision. I would also like to express my gratitude towards Kristina, Anne Laure, Leen and Inge for always answering my questions, for giving me lots of responsibility, for guiding me during my internship and for letting me work in an amazing team. Finally but not least my gratitude also goes to Luc De Bie, the coordinator of MTB.

2 Table of contents Speech of thanks

Introduction

Preface

Chapter One: Presentation of the company 1. Short history of the company 7 2. Offered services 9 2.1. General services 9 2.2. Interel Belgium: offered services 10 2.3. Belgian Public Affairs: offered services 11 3. Corporate Identity 13 4. Client portfolio 15 4.1. InBev 15 4.2. Securex 15 4.3. Nike 15 4.4. Intrum Justitia 15 4.5. Delhaize 16 4.6. T-Power 16 5. Interel and its competitors 17 5.1. Hill & Knowlton 17 5.2. Pleon 17 5.3. Porter Novelli 18 5.4. ProgressiveMedia 18 5.5. Akkanto 18 6. SWOT-analysis 20 6.1. Interel as a Belgian communications agency 20 6.2. Interel as a communications agency 21 6.3. Interel and its competitors 22 6.4. Summary 23

Chapter two: Lobbying activities in Belgium 1. Introduction 24 2. Lobbying? 25 2.1. Definition and origin 25 2.2. History of lobbying activities 27 2.3. What are lobbying activities? 28 2.4. The necessity of lobbying activities 33 2.5. Legislation 34 2.6. Lobbying activities in Belgium 37 3. Conclusion 42

3 Chapter three: My internship 1. Introduction 44 2. Belgium for dummies 44 3. Other tasks 46 3.1. T-Power 45 3.2. Profiles 45 3.3. Screening 46 3.4. Briefing 47 3.5. Press Release 47 3.6. Monitoring report 48 3.7. Newsletter 49 3.8. Stakeholder mapping 49 3.9. Zero-measurement 50 3.10. Crisis manual 50 3.11. In-between tasks 51

Chapter four: Conclusion 1. Introduction 52 2. Professional experience 52 3. Personal experience 53 4. MTB and my internship 54 4.1. Program 54 4.2. Insight on MTB 55 4.3. Improvement 55

Bibliography 56

Appendixes 59

4 Introduction In the following thesis, I will reflect upon my internship at Interel and upon the many things I learned during the postgraduate education Multilingual Business Communications (MTB). The first chapter will focus upon Interel and will consist of a short company history, the company’s structure and its clients, its competitors and finally a SWOT-analysis. Chapter two will discuss in detail lobbying activities, their history, the difficult legislation and the differences between the Belgian lobbying scene and the American and European lobbying scene. The third chapter will touch upon the different assignments I fulfilled during my internship. The last chapter is dedicated to what I have learned both on a professional and on a personal level during MTB and my internship.

As I did my internship on the Belgian Public Affairs department, a number of clients and some information is confidential. Due to this confidential character, I will not always be able to mention the name of the client. The confidential character of my thesis also implies that third parties don’t have permission to read my thesis.

5 Preface While studying Multilingual Business Communication, an internship is obliged. After the introductory session, all students received a dossier that summarized the participating companies. After studying the dossier I decided that I definitely wanted to do an internship in a PR-company. To give its students a better idea of what an internship truly signifies, MTB organized a panel evening. During this evening I got the chance to talk with Inge Staelens, a Belgian Public Affairs consultant. Since politics, economy and the complicated interaction that takes place between these two players always interested me, I was thrilled to find out that Interel was offering an internship on the Belgian Public Affairs department. While applying for the internship, I had an interview with Joris Bulteel, who would later become my supervisor. Since I felt that the obliged five weeks were too short to really get to know the company and the job content, I decided to do an internship of nine weeks.

6 Chapter One: Presentation of the company

1. Short company history 1 Interel PR&PA was founded in 1983, as a Belgian Public Affairs-Corporate Communications company by Jean-Léopold Schuybrouck and François Verhaeghe. In 1989 Interel sas Paris was set up and in 1990 the creative subsidiary Landmarks was founded. In 1997, the company merged with another communications agency owned by Ine Mariën. The name of the new company was changed into Interel Mariën. By merging both companies, Interel Mariën was able to offer its clients a wider range of services, going from marketing and brand communication to issues management and lobbying activities. Interel Mariën kept growing, but in 2004 Ine Mariën decided to leave the company. Interel never stopped expanding its strength on foreign markets and founded in 2000 an office in Prague and in 2007 an office in Berlin, bringing its total amount of subsidiaries to five.2 At the same time, they also strengthened their position on the Belgian market, by being the only communications agency with Belgian roots. Four years ago (in 2004), one of the remaining two partners died, which meant that a problem concerning the shares arose. In the mean time, the remaining partner wanted to expand his vision and he also wanted to become a European company as well as a Belgian company. Two main solutions were found. 3 The first possibility was to be acquired by a large worldwide PR-company such as Hill & Knowlton. This however, didn’t appeal much to Jean-Léopold, since such a merger would mean giving up Interel’s own strategy and input. A second possibility seemed more appropriate: finding a company that would like to serve as a financier. In 2006 an appropriate investor was found: Hasgrove Plc. Today Interel PR&PA is a fully owned subsidiary of the UK based marketing and communications group Hasgrove Plc. Hasgrove offers to Interel the necessary means to grow and to expand its business. 4 Since it has not been over two years that Hasgrove acquired Interel, the consequences and changes are still taking place. However, a few changes are already visible: Hasgrove is a listed company, so Interel is now obliged to publish yearly figures. This also means that consultants have to pay more attention to figures as well. 5 Further, Hasgrove has allowed Interel to grow rapidly: over the last year the number of employees almost doubled. The Belgian image that Interel was so proud of has not been touched upon.6 Recently Interel has succeeded in enlarging its Public Affairs Services by acquiring Cabinet Stewart. Due to this merger, Interel Cabinet Stewart has become the second player on the Public Affairs market. 7 Interel is not only a major player on the Belgian market; they also have offices in Paris, Berlin, London, Madrid, Prague and Washington DC. 8 Where they have not yet developed or acquired an

1The company history is based both on Interel’s website ( www.interel.eu ) and on the new company’s brochure. 2The other subsidiaries are Interel sas Paris, Landmarks, Interel sro Prague, Interel GmbH Berlin and Cabinet Stewart European Affairs. See for more information on the subsidiaries www.interel.eu. 3During my interview with Baudouin Velge, the Managing Director of Interel Belgium, Baudouin told me the possibilities that arose after the death of one of the founding partners. 4Interview with Baudouin Velge. 5While I was discussing my thesis with my colleagues at Interel, some consultants told me what they thought had changed after the acquisition by Hasgrove. 6Interview with Baudouin Velge. 7Ibidem.

7 office, they are present on the market via partnerships with other companies. The offices Interel owns in other countries, however, work on an independent basis and don’t apply the same working methods as Interel Belgium. 9

When one merely looks at the figures, they reveal that Interel is a growing company. In 2007 the yearly turnover of the Group exceeded €17.8 millions. This figure shows a growth of 45% compared to the figures of 2006. The consolidated balance sheet of Interel exceeds €7.5 millions and shows a healthy solvency and no external debts. 10

Currently Interel employs a team of 125 consultants; the Belgium department engages approximately 30 consultants. 11 Interel boasts the fact that their staff in Brussels (both the offices in Tervuren and in the centre of Brussels) consists of fourteen different nationalities and that sixteen languages are spoken. This offers Interel a multicultural approach. 12 Interel is led by Jean-Paul Schuybroeck, who is the executive chairman. The Chief Executive Officer is Frederik Lofthagen; Bob Lewis is the Chief Operating Officer. Baudouin Velge is the Managing Director of Interel Belgium, Tom Parker is Managing Director of the European Public Affairs Practice, Alain Fallik is the Managing Director of Landmarks, Catherine Stewart is the Group Practice Leader of Public Affairs and finally Christine Burgaud is the Finance Director and Company Secretary.13

8www.interel.eu. 9Interview with Baudouin Velge. 10 www.interel.eu. 11 Ibidem 12 Ibidem. 13 Ibidem.

8 2. Offered services 2.1. General services Interel offers to its clients the following services 14 :

European Government Association Reputation & Crisis Affairs Relations Management Issues Management Management

Structured International Online Corporate Training Finance PR Communi- Design Centre cations

Interel PR&PA is organized around four divisions. Each division is managed by a divisional leader who reports to the CEO. To ensure full support and quality, a chief operating officer, a finance director and back office staff support the four divisions. 15

Interel Design Belgium

European Emerging Affairs

14 Information based on the company’s website (www.interel.eu). 15 Ibidem.

9 The division design consists of a subsidiary of Interel: Landmarks. The next division , Interel Belgium , is a full communication office, providing its clients with Publi c Affairs services, Corporate Communications services and finally Brand & Consumer Communications. The third division, European Affairs , is made up of Interel and Cabinet Stewart European Affairs. The final division, Emerging , consists of Association Manag ement, Paris, Berlin, Prague, On-line Commun ications and Structured Finance.16

2.2. Interel Belgium: offered services As said before, Interel Belgium offers to its clients three main services 17 :

Public Affairs

Brand & Corporate Consumer Communication Communication

The entire staff working in Brussels is divided in sub teams, who each specializ e in a particular business area. Each team is responsible for its own client portfolio, but often teams are working together for one client.

As I did my internship on the Belgian Public Affairs department , it seems more appropriate to discuss in detail their activit ies and services . Corporate Communications consists of corporate profile and reputation, crisis & issue management, financial communication and internal communication. 18 All of these services deal with the image of the corporati on and how the company can communicate its issues. Consumer & Brand communication is more concerned with developing a strong market position for Interel’s clients by leveraging their brand, products or services. 19

16 www.interel.eu. 17 Ibidem. 18 Ibidem. 19 Ibidem.

10 2.3. Belgian Public Affairs: services 20 The services that are being offered, depend on whether the client is a permanent client or whether the client is a temporary client. If the client is the latter, this means that Interel and the client are working together on a well-defined project. If the client is the former, a number of services can be applied:

Standby aspect

Belgian Additional Monitoring Activities Public Affairs

Prepardeness

The first aspect, which is the stand-by aspect , can be easily defined: whenever there is a crisis, a consultant is standby and the client can and may always contact the consultant when needed.

The second service, monitoring , can be described as screening weekly all the media, the middle- field, politics, political agenda’s, … During this intelligence screening a consultant may spot more rapidly issues that might concern his clients.

Action is a third service that is being offered. This service is often combined with monitoring as the idea is to prevent the client from becoming a stranger. During the monitoring, issues can appear of which the client is not yet aware. If a consultant can pick this up and warn his client, a crisis can often be prevented.

The fourth service is preparedness . This service is divided among a number of subdivisions: situation analysis, potential vulnerabilities, crisis manual and trainings. In a situation analysis, a consultant prepares a SWOT-analysis of the company.21 This means that an internal and an external

20 The different services the Belgian Public Affairs department offers, were explained to me during a meeting with foreign Interel employees from Prague. The presentation was given by Joris Bulteel. 21 The abbreviation SWOT stands for Strengths, Weaknesses, Opportunities and Threats. The first two items focus upon the internal analysis of the company, whereas the last two look at the market and the competitors.

11 audit takes place, the company itself is analysed and possible hot topics and issues are defined. After a situation analysis, the potential vulnerabilities are summarized and presented into maximum eight possible scenario’s ranging from social issues to corporate responsibility. Next, a crisis manual is written. In the crisis manual organizational aspects are touched upon, as well as the content. Organizational aspects include among others crisis procedures, defining of responsible persons, contact addresses. Basically all the practical elements that are needed whenever a crisis arrives. The content on the other hand focuses more on key messages that need to be communicated, draft statements, Questions and Answers, relevant and necessary facts and figures. The final aspect of the service preparedness is training. After a crisis manual is written, it is necessary to practice a crisis and to see whether all the necessary messages are present in the manual, whether everyone knows his or her responsibility, … Therefore, Interel organizes crisis simulations for companies at regular intervals. Two types of simulations can take place: a dry one or a wet simulation. In a dry simulation, the management team of the company sits around a table and every hour they receive new information about the crisis. On this way, they can discuss the steps they want to follow in the action plan and they also learn to deal with the stress and the unknown aspect that such a situation brings along. In a wet simulation on the other hand, a crisis is put into scene at the factory itself, including fake journalists, workers panicking and representatives from labour unions striking.

The additional services include all the elements that don’t fit into one of the previous four services. This can range from contacting journalists, writing press releases, contacting stakeholders, organizing events, setting up corporate campaigns to pure lobbying activities.

12 3. Corporate identity 22

“Interel provides strategic advice and creative solutions to its clients’ communication and Public Affair needs, helping them to take up their challenges and achieve their business objectives.”23

This short sentence is Interel’s mission statement. During all its campaigns Interel tries never to loose sight of the client’s business objectives and needs. At Interel, they believe that every client is unique and that every issue requires a different approach. In order to present to their clients a creative and innovative solution, they carefully select their consultants. For Interel, it is important that their consultants are multilingual and highly educated; but also that they have a broader background than simply own a degree. For example, when I asked my team members what they had studied, I found it remarkable that almost none of them had studied purely communications. The teams are also formed on a particular way: mostly all team members have studied different branches. By combining their different approaches and methods of thinking, new creative solutions are found.

While I was interviewing Baudouin Velge, I asked him how Interel approaches new clients and if they have a strategy to attract new clients. Baudouin explained to me that it was never Interel’s intention to search actively for clients. Therefore they have never really set up a specific strategy for this. The market Interel is working in is growing so fast that clients come to Interel themselves. This is partly due to Interel’s visibility and good reputation and partly due to some advertisement by word of mouth. It might seem that Interel is quite passive in its approach to new clients, but this is definitely not the case. Interel continuously encourages all of its consultants to network. In this respect Interel regularly organizes meetings, debates and seminars to offer their consultants the opportunity to network. Interel is also a member of many associations, again to strengthen its network.

Durable entrepreneurship is a hot topic today. Companies are doing everything they can to develop a durable entrepreneurship strategy. This is of course a bit easier to implement when one produces goods instead of services. During my internship, I didn’t really found that Interel had developed a durable entrepreneurship strategy, so I asked Baudouin about this during the interview. According to Baudouin Velge, it is not so easy to develop a durable entrepreneurship strategy for a communications agency, since such a company only produces services. However, they are still making an effort, and most consultants pay attention to the durable aspect. For example, they try not to print too many emails and documents, and they often use their printed documents as scrap paper. When the European Public Affairs department moved to its new building in the Rue de Luxembourg, the building was furnished with a durable entrepreneurship in mind.

During my interview, it was very clear that Interel is looking at the future. One of the future strategies will be to develop and to install more foreign offices. Interel is a Belgian company but since

22 This entire chapter is based on the information I found on the website ( www.interel.eu ), but also on the information I received during my interview with Baudouin Velge and various consultants working at Interel. 23 www.interel.eu.

13 many of its clients are multinationals, they feel that they might serve their clients better when they also have offices across Europe and abroad. In the future Interel would also like to consolidate and to expand its public affairs department, as well in Belgium as abroad. They would also like to develop the crisis & issues management service and insert new services such as digital communication techniques. Besides all of this, Interel will in the future also develop new communication strategies: the ways by which consumers, stakeholders, companies and governments communicate are changing rapidly, which creates new market opportunities. Looking at the internal future, Interel will also go through some changes. Before the acquisition by Hasgrove, consultants could be offered the opportunity to become partners in the future. Since the acquisition by Hasgrove, this opportunity has been replaced by the opportunity in the future to buy shares and to become a shareholder. Further, they would like to continue to grow. And they will have to keep looking at their business strategy and corporate identity.

14 4. Client portfolio The sectors in which Interel has already provided business support are automotive, chemicals, food and beverages (InBev, Uncle Ben’s), environment, pharmaceuticals, luxury goods (Nivea), transport, tourism (Club Med), and many others. 24 When one looks at the clients of Interel, it becomes clear that the company has experience in every economic sector. As said before, I did my internship on the Belgian Public Affairs department, and therefore I know their clients best. For nearly all the clients, the monitoring service is provided.

4.1. InBev 25 InBev is the largest Belgian brewery. This entitles that they are often confronted with many different issues and that they appear regularly in the media. Besides issue management and crisis management, the corporate identity and image is also of great importance for InBev. Therefore, Interel does not only execute monitoring, crisis management and issue management for them, Interel also looks after their corporate identity and brand communication by organizing regularly events and by launching new product campaigns.

4.2. Securex 26 Securex is widely known as a Social Secretariat. What many people don’t know is that they offer many more services. In order to help Securex improve its image and its communication, Interel has executed a zero-measurement. The results of this measurement function as the basis for the next step, which is improving the corporate identity and communication of Securex.

4.3. Nike 27 Nike is the worldwide known sports brand. Although the different products of Nike are not made in Belgium, our country is still of high importance for Nike: their distribution centre is situated in Belgium. Since a crisis in the distribution centre will have consequences for the rest of the world, Interel helps Nike to prepare a crisis via providing them with Q&A’s, media training and crisis training.

4.4. Intrum Justitia 28 Intrum Justitia is a Belgian debt-collection agency. Non-payment and debt-collection are hot debates in Belgium, and many different stakeholders are involved in this debate (companies, debt-collection agencies, process-servers, government, …). In order to make sure that the right interest are communicated and that the many issues are handled on a correct way, Intrum Justitia applies to the services of Interel.

24 www.interel.eu 25 www.inbev.be 26 www.securex.be 27 www.nike.com 28 www.intrum.be

15 4.5. Delhaize 29 Delhaize is a widely known supermarket in Belgium. As a supermarket they are often confronted with food issues, such as the promotion of biological food. To help them define their interest, their key messages, all their stakeholders and their corporate image, Delhaize and Interel are working together.

4.6. T-Power 30 T-Power is a major player on the Belgian energy market. T-Power was founded as a joint venture between Tessenderlo Group Chemicals NV, Advanced Power AG and Siemens Project Ventures GmbH. Since T-Power is active on the Belgian energy market and since this market is not far away from being liberalized, T-Power finds it of high importance that they receive an objective weekly press report. Besides the monitoring service, Interel also provides T-Power with crisis and issue management.

29 www.delhaize.be 30 http://www.tessenderlogroup.com/popup.asp?doctype=News&id=052580002

16 5. Brief overview of competitors During my interview with Baudouin Velge I asked him who the five biggest competitors were. I also asked Joris Bulteel this question, and on the basis of their answers, decided that the following five communication agencies are the most important competitors of Interel. Naturally, other communication agencies are also competitors, but it would lead me too far to discuss every single communication agency in Belgium.

5.1. Hill & Knowlton 31 Hill & Knowlton was founded in 1927, by a former journalist John W. Hill. During the Depression, Hill became partners with one of his banking clients: Donald Knowlton. They worked together and formed a public relations agency. Today they are the world’s second largest public relations and public affairs consultancy. They serve clients in over 40 countries. The agency has approximately 71 offices, spread out over the world. Currently Hill & Knowlton engages about 2000 consultants worldwide. Today, the company is part of the WPP Group, which is one of the worlds leading communication service groups. The Belgian agency offers an expertise in Public Affairs, International Public Relations, Belgian Public Relations, Public Policy Communications and Events Expertise. Their communications toolbox includes the following services and practices: research audits, message development, position statement, scenario planning, editorial services, spokesperson training and monitoring. The different detailed services of their Public Affairs department include Issue Tracking, predictive analysis, contact programs, political profile surveys, corporate positioning, coalition management and political lobbying and advocacy. As most public relations agencies, Hill & Knowlton has clients in a wide variety of sectors. A few of their recent clients are Adidas, Coca-Cola, Deloitte, P&G, Daikin and Kellogg’s.

5.2. Pleon 32 Pleon is Europe’s largest communications company. They have more than 30 offices spread over Europe (they are present in 10 European countries). Pleon is a part of Bordeur|Pleon Worldwide, and is with this association present in five continents with more than 50 offices. They have over 680 employees worldwide. Pleon’s fields of expertise are Public Relations, Public Affairs, Corporate Communications and Marketing. Their competence of Public Affairs rests on four pillars: Executive Consulting, Public Sector Consulting, Issues Management and Sponsoring & Corporate Social Responsibility. Their core services include political monitoring, planning and implementation of early warning systems, strategy development, networking, coaching, political audits, crisis communication, media relations and event management. Most of their clients are to be found in the following sectors: automotive, consumer goods, finance, government, healthcare and technology.

31 The brief summary is based on the company’s website (www.hillandknowlton.be). 32 The brief summary is based on the company’s website (www.pleon.be).

17 5.3. Porter Novelli 33 Porter Novelli is a public relations and lobbying agency that is part of the Omnicom Group. Porter Novelli International was founded in 1996 by Peter Hehir and Bob Druckenmiller. In their Belgian offices, they offer their clients the following services: media relations, media training, crisis and issue management, strategic communication consultancy, design and production, multi-media, public and government affairs, community relations, internal communications, product and service launches, planning/research and evaluation, environmental issues, events and exhibitions and finally also key opinion leader development. SPE/Luminus, Telenet, Amcor, Hewlett Packard, Mc Donald’s, Siemens and Mastercard are a few of their current Belgian and international clients.

5.4. Progressive Media 34 In 1999 Stijn Pieters founded ProgressiveMedia. At that moment, the company specialized mainly in electronic and visual communication. In 2005 the company of Stijn Pieters merged with the company of Hugo Marynissen, which was also a communication agency. From that moment onwards, the new company specializes in public relations and in crisis communication. In 2006 a new office was opened in Liège by Alain Bernard. ProgressiveMedia has now offices both in Ghent and in Liège. As a full communication agency they offer the following services to their clients: strategic communication such as press communication, development of communication plans, public relations, risk and issue communication, change communication, crisis communication and online communication tools. Their team consists of seven consultants, and a number of free-lance consultants. Most of their clients are Belgian companies such as AVEVE, Nationale Loterij, Stad Antwerpen, Tupperware, VREG and the universities of Ghent and Antwerp.

5.5. Akkanto 35 Charles van der Straten Waillet founded the communication agency European Communication Strategies (CS) in 1995. In 1998 he is joined by Johan Ral. In 2005 CS marks its 10-years anniversary with a Management Buy-Out, which results in a partnership of seven active partners. The company’s name is changed into Akkanto. Akkanto combines strategic advice and implementation solutions. They offer their clients the following services: corporate communications, support to marketing, training & coaching, financial communications, internal communications, public affairs, government relations, crisis communications and media relations. Their public affairs and government relations services consists of the following products: designing and implementing programs to inform and defend the interests of organizations with government officials and parliamentary committees at both regional and federal levels in Belgium, as well as with European Union and international institutions; monitoring and analyzing social, economic, and

33 www.porternovelli.com 34 Summary based on the information on www.progressivemedia.be 35 Summary based on the information on www.akkanto.com

18 political contexts through detailed identification of potential adversaries and allies and designing strategies to favourably influence the debate; issues management through systematic analysis of factors that determine the context in which organizations operate: collation creation and relationship building; management of dedicated interest groups and finally also media monitoring. Most of Akkanto’s clients can be found in the healthcare industry (Johnson & Johnson, Pfizer, Solvay), industry associations (FEBELCEM, Fevia, EVCA), interim communication management (Banksys, De Post, SN Brussels Airlines), and in the CSR and private-public dialogue sector. Currently Akkanto has offices in Belgium and engages a staff of 25 consultants.

19 6. SWOT-analysis In this subdivision, the internal weaknesses and strengths and the external opportunities and threats are discussed in detail. An objective vision of Interel in comparison with its competitors will be given. 36 I will discuss the different elements of the SWOT-analysis via themes, as some elements are at the same time strengths and weaknesses. Finally everything will be summarized in a visual.

6.1. Interel as a Belgian communication agency Interel has always presented itself as a Belgian communication agency. Belgium is a country that knows two large language communities, and by consequence many of Interel clients belong to one or the other language community. This of course means that Interel is obliged to employ consultants who are fluent in both languages. At the moment, most of the consultants speak fluently three languages. However, Interel will have to pay attention to this item when engaging new consultants. They will also have to ensure that as being a Belgian agency they carefully maintain the balance between the number of Dutch-speaking consultants and French-speaking consultants.

Interel is a very young company, with lots of young consultants. This is an internal strength since it offers Interel the opportunity to help form and educate these young people. However, it might also form a weakness since young people who don’t have a lot of experience are inclined to make more mistakes and need some guidance.

A next possible internal weakness is the immense growth Interel is going through at the moment. During the last year, the company almost doubled in employees. This was possible due to the financing by Hasgrove. Being able to grow is naturally an internal opportunity for Interel, but its identity might also be threatened by this quick growth. It will be of great importance that Interel finds during the next months and years the middle-way between growing and maintaining its identity.

Since the acquisition by Hasgrove has been recently established, the consequences and changes are still going on. This acquisition is both a strength and a weakness. It might be a great opportunity for Interel to maintain its growth and to further develop its goals. On the other hand, the acquisition has made them financially dependent of another company, which will also impose consequences in terms of business development and future business strategy. Baudouin assured me during my interview that the acquisition by Hasgrove has had no impact on their Belgian image. However, since the consequences of the acquisition are still developing itself, Interel might still lose its Belgian independent image. Due to the fact that Hasgrove is a listed company, the working atmosphere at Interel has already changed. Numbers and figures are becoming more important. Interel will have to develop a strategy that carefully balances the gaining of figures and at the same ensures the delivery of the high quality services they offer to their clients.

While I was working at Interel, the company went through a few changes. Not only does it exist for 25 years, which is a good time to reconsider its strategy, it also had to deal with a few

36 Most of the information is based on my interview with Baudouin Velge, and my internship. As I did my internship on the Belgian Public Affairs department, most of the mentioned elements will apply to that specific field of communication.

20 restructures due to the departure of a few employees. At the moment, Interel is standing at a crossroad, and it has to decide how its future will look like.

6.2. Interel and the communication market The communication market is still growing immensely. This forms of course a huge opportunity for Interel to expand its services and to become a more important player on the market. However, there are also a number of threats present when one looks at the growing market. For example, new communication tools are being developed and Interel will have to find new ways of communicating. Consumers are becoming more critical and they are using new communication tools to express their displeasures. Mistakes made by companies are spotted and communicated by consumers. The challenge here is to find room for a debate between companies and critical consumers. Interel will have to define its core business during the next years. At the moment they are one of the few communication agencies that offer both brand & consumer communication services, public affairs services, design services and European public affair services. This is their strength, but they will have to pay attention to it so that they don’t focus too much on one specific element.

6.3. Interel and its competitors When Interel is compared with its competitors, it becomes immediately clear that most of them are part of an international group. On the one hand, this creates opportunities, since international clients are guaranteed that all the offices over the world apply the same structure and method of working. On the other hand, the fact that Interel is not part of a worldwide international communication group also creates possibilities for Interel. Often local communication agencies have international clients, and they rather work together with a local Belgian agency than with an agency that is also a competitor on their market. Recently, Interel is trying to enter a number of foreign markets, via opening own offices and/or acquiring foreign offices. This might be an opportunity but it also might form a threat since they will lose a number of contacts and international clients. Foreign agencies will start to see Interel as a competitor.

If one compares the offered services, most competitors offer roughly the same services. This might be problematic because the other companies do not only offer the same services; they also guarantee their international clients that all over the world their company offers the same services along with the same method of working. On the other hand, Interel can turn its diversity into an advantage by claiming that every country is different and that every client and every place requires a different local approach. From this point of view, they are the only agency that can offer this approach to their clients.

Interel has also a great advantage on the public affairs market: it is a Belgian company. This means that they know the complicated Belgian political life extremely well and that they always search for solutions that will fit in the typical Belgian political model. Another advantage is that its competitors are just starting to develop their Belgian public affairs department.

Interel is often perceived as being a rather large agency in comparison with other full communication agencies. When one compares the number of consultants, Interel indeed has a rather high number of consultants. This is due to the fact that for every branch of communication the consultants are divided into teams. And every team is responsible for its own client portfolio. Their

21 different backgrounds form the strength of Interel, since they work creatively and stimulating. In order to keep their staff well-informed, Interel offers them trainings in all sorts of areas: Belgian press and media, blog monitoring, management courses, language courses, financial courses, …

Most communication agencies have clients in a wide variety of sectors. When looking at the clients of Interel it is clear that they have clients in every economic sector. This is both a strength and an opportunity for them as they are experienced in all sectors and can use this experience to help new clients. As I already mentioned, Baudouin explained to me that clients most of the time find their own way to Interel. The only reason why Interel might refuse a client is due to conflict of interests. As Interel has clients in almost every economic sector, they might experience in the future the problem that they will have to refuse more possible clients due to this conflict of interests.

22 6.4. Summary SWOT-analysis

Internal Opportunities Internal Threats • Belgian company and identity • Belgian company and identity • Young consultants • Young consultants who need • Multicultural approach guidance • Language balance • Internal growth • Internal growth • Acquisition by Hasgrove • Acquisition by Hasgrove • No international working method • Lots of experience and expertise • Language balance • Developping new strategy • Internal strategy

SWOT -analysis

External Opportunities External Threats • Developping market • Risk of losing international clients • Developping international offices • Core business disappears due to • Becoming important player growing market • Chance to grow • Competitors • Expertise in many different sectors • No international network • Strong core business • New communication tools • Diversity of working methods • Diversity of working methods • Belgian company

23 Chapter two: Lobbying in Belgium

1. Introduction

In this section, the theoretical framework will be touched upon in detail. In chapter three, a case-study consisting of a major task I fulfilled during my internship, will present the theoretical framework in practice. While I was doing my work placement, Joris and I discussed the possible topics for my thesis. As we are both interested in lobbying activities, and since public affairs means that one is confronted with lobbying activities, I decided to use the history of lobbying activities and the differences between European lobby activities and lobbying on a Belgian level as a theoretical framework. Before discussing in detail the changes that the lobbying scene is going through, a definition of the activity will be given. Afterwards, a few differences between European lobbying activities and Belgian lobbying activities will be presented.

24 2. Lobbying? 2.1. Definition and origin 37

“Attempts to influence legislators and officials, whether by other legislators, constituents or organized groups”.38

The definition above is a common and often used definition of lobbying activities. Other definitions are “the transfer of information and arguments with as a goal to influence the behaviour of legislators” or “talking to the right people at the right time saying the right thing”. 39 Lobbying is closely linked to public affairs, as public affairs is described as “building and maintaining good relations with the government (networking) in order to create conditions that will allow correct information”. 40 Public affairs can also be defined as “solving problems and taking chances, which come from the political environment and which are monitored, assessed and managed by the organization, is thoroughly professional management of the political environment, or in short modern public affairs.” 41

Most of the times, lobbying is perceived as an obscure and informal activity: “it has to do with more informal efforts to influence others, particularly public authorities. The informal aspect may refer to the setting (the corridor, the coffee room), the atmosphere (relaxed, confidential), the phase (by meeting before), the method (by phone, through intermediaries), the technique (changing the issue, building a coalition), the route (going indirectly), or whatever element of the game to (try to) influence decision makers”. 42 Or as Edgar Lane formulates it “the term ‘lobbying’ has been in common use for more than one hundred years. Throughout the nineteenth century, it meant face-to- face efforts by paid agents to influence legislators to vote in their client’s behalf, often by corrupt or covert means. Although outright corruption is no longer common, lobbying still means direct persuasion […].” 43 Lobbying activities are a necessary means of transferring information, and do not necessarily have to be perceived as obscure activities: “als het goed wordt gedaan, is lobbyen geen onfatsoenlijke, louche bezigheid waarbij in achterkamertjes deals worden gesloten die het daglicht

37 I have used the following two websites as background literature: http://www.publicintegrity.org/default.aspx , http://www.eureporter.co.uk . 38 http://en.wikipedia.org/wiki/Lobbying . 39 Both definitions can be found in Agoria, PowerPoint presentation given by Interel. Farnel defines lobbying slightly different: “nous definissions le lobbying comme une activité qui consiste à procéder à des interventions destinées à influencer directement ou indirectement les processus d’élaboration, d’application, ou d’interprétation de mesures législatives, normes, règlements et, plus généralement, de toute intervention ou décision des pouvoirs publics.” Farnel 1994, 21. 40 Agoria, PowerPoint presentation given by Interel. 41 Pedler & Van Schendelen 1994, 7. Other definitions of public affairs are those of Pedler Robin: “public affairs may be defined as the management skill that internalizes the effects of the environment in which an organization operates and externalizes actions to influence that environment”. Pedler 2002, 4. Public Affairs can also be described as follows: “il s’agit de la partie ‘politique’ des activités de Corporate Affairs. Le PA est une politique de formulation de programmes destines au public et aux stakeholders. Les développements politiques et sociaux sont pris en compte pour le cadre des activités corporate de l’entreprise, et pour l’établissement des contacts de cette entreprise avec les leaders d’opinion. Le PA dirige également toutes les activités de Relations Gouvernementales, et, ce faisant, intervient dans ‘les affaires’ qu’une entreprise est de plus en plus amenée à entretenir et à développer avec tous ses publics.” Farnel 1994, 170. 42 Pedler & Van Schendelen, 1994, xi. 43 Lane 1964, 4.

25 niet kunnen velen, maar een nuttige en noodzakelijke vorm van wederzijds contact tussen democratisch gekozen politici en hun medewerkers en de rest van de maatschappij, waarbij de beslissingen uiteindelijk door de politiek genomen worden”.44 Recently, a few initiatives have been set up to improve the image of lobbyists and to transform the negative image into a positive one. 45

It is not certain where the term lobbying originates from. According to the BBC, the term originates from the “gathering of Members of Parliament and peers in the hallways or lobbies of Houses of Parliament before and after parliamentary debates”. 46 Deanna Gelak, on the other hand, claims that the term is older and quotes in her book an appearance of the term in print of 1820: “Other letters from Washington affirm, that members of the Senate, when the compromise question was to be taken in the House, were not only “lobbying about the Representatives’ Chamber”, but were active in endeavouring to intimidate certain weak representatives by insulting threats to dissolve the Union.” 47 The Europa Publications EU Information Series writes the following about the origin of the word lobbying: “the word ‘lobby’ in its original architectural sense of “in the House of Commons, and other houses of legislature, a large entrance-hall or apartment open to public, and chiefly serving for interviews between members and persons not belonging to the house” dates from 1640. Two centuries later, initially in the United States, it has acquired as a verb the sense with which we are here concerned […] The expressions lobbying and lobbyist were both in use by the 1860s. Although The Times of 6 January 1862 remarked rather dismissively that ‘lobbying, as it is termed, is a well known institution at Washington’, the suggestion that original lobby was that of Washington Willard Hotel can be discounted.” 48 The last origin of the word is found in the book titled ‘Le Lobbying: stratégies et techniques d’intervention’: “à l’origine, le terme lobby vient d’une expression du Général Grant, président des Etats-Unis à la fin du XIX e siècle après l’incendie qui avait détruit la première Maison-Blanche, le Président qui logeait dans un hôtel se lamentait de la présence de toutes les personnes qui l’attendaient au rez-de-chaussée (lobby) pour tenter d’influencer. Le mot est resté”. 49 All the different origins of the word have one element in common: they are all situated in America. Today, on the contrary, lobbying is no longer a typical American activity.

Who are considered to be lobbyists? “In the third quarter of the nineteenth century, lobbying was mainly an individualized and grossly acquisitive business. The lobbyist typically represented an entrepreneur seeking something of value from the state […] against the competing claims of other equally good and ambitious citizens”. 50 Lane here points out that not only the definition of lobbying activities and their content have changed over the years; also the typical image of a lobbyist has changed. When Lane’s definition is compared with the recent definition of the European Union, it is clear that today a lobbyist is no longer simply an entrepreneur, but lobbyists are often people working for organizations or organizations themselves. The European Union’s definition of a lobbyist

44 Sluiter 1996, 61. I have decided not to translate the original quote since an English translation would imply loss of language nuances and opinions. 45 More information on this initiatives will be given in the section legislation. 46 http://en.wikipedia.org/wiki/Lobbying . 47 Ibidem. 48 Europa Publications EU Information Series 1998, ix. 49 Farnel 1994, 19. 50 Lane 1964, 5.

26 is “all those who influence the policy and the decision making process […] This definition includes among others churches, labour unions, consumer organizations, environmental organizations, specialized image and perception companies and lawyer offices”. 51 Most lobbyists work for non- governmental organizations (NGO’s), labour unions, consumer organizations, environmental organizations, companies, corporations, regions and cities. According to Joseph Cattla, CEO Weber Shandwick, traditionally a lobbyist has a background education in laws or political sciences but also journalists and economists tend to work as lobbyists. 52

2.2. History of lobbying activities Lobbying activities seem to have existed since the beginning of politics. The Europa Publications EU Information series phrases it as follows: “wherever decisions are made in an open society which directly affects people’s lives or livelihoods, lobbyists will be seeking to shape those decisions in their own or in their own client’s best interests. This is a necessary and healthy feature of democratic decision-making”. 53 During and after World War II, lobbying activities knew a boom. At that time in history more interest groups appeared and the demand for people with knowledge and access to the decision makers grew. As this demand grew, lobbyist groups and companies started to flourish and offered their knowledge and access at charge.

In Brussels lobbying only appeared on the scene in the late 1970’s. Before that time most lobby activities in Brussels consisted of “diplomatic lobbying at the highest levels […]. There were a few lobbyists involved in the system and except for some business associations, representative offices were rarely used”. 54 Since the development of the European institutions in Brussels, the lobby scene in Brussels started to grow. The first event that injected life into the Brussels lobbying activities was the “first direct election of the European Parliament in 1979. After that election, companies increasingly felt the need of an expert who would find out for them what was going on in Brussels. From that moment, the need to influence the process actively and effectively was born.” The following important event in the Brussels lobbying history was the “Single European Act of 1986, which both created the qualified majority vote for taking decisions in the Council and enhanced the role of the Parliament, making EU legislation once more complex and lobbying therefore more attractive for stakeholders.” 55

In the previous section I mentioned the link between lobbying activities and public affairs. Seeing that both public affairs and lobbying activities exist already for a while, it is only natural that these activities and the lobbying scene itself have changed over the years: “in the first instance the new approach was mainly oriented to problem-solving: the political environment was seen as a field of turbulences, dangers and other problems. The goal was to fight undesired regulation, government

51 Bulck 2008. 52 Josep Cattla in Schoofs 2008. In his book ‘Representing interests in the European Union’, Greenwood also tries to answer this question: “sometimes lobbyists are recent graduates whose later career paths are likely to involve the European interface, or working for the institutions themselves, and such work therefore represents a grounding in the operation of the EU. The reverse is also true, personnel of consultancy firms sometimes include those who have worked in the European Institutions [...]”. Greenwood 1997, 6. 53 Europa Publications EU Information Series 1998, ix. 54 http://en.wikipedia.org/wiki/Lobbying . 55 Ibidem.

27 finance, public investment or institutional change. […] Then the new approach became more shaded and also oriented to chance-taking: the political environment was seen as two dimensional and as a field of opportunities, facilities and other chances as well. The additional goal became to collect favourable regulation, financial support, procurements or power positions.” 56 Nowadays, the ultimate goal of a lobbying activity is of course winning and ensuring that the unfavourable regulations are nullified, “but often the manager is already satisfied with strengthening or maintaining the organization’s power position in the competitive political field, or more modestly, with improving the internal set-up of public affairs.” 57

When one looks at the current practice, it is clear that lobbying takes place at two levels: at the European level itself and at the local national level of the member states. When looking at the European level, the most important targets are the Commission, the Council and the Parliament. When one looks at the local national level of Belgium, much more targets appear on the scene. These will be later discussed when the differences between the lobbying scenes are dealt with.

2.3. What are lobbying activities?

“You ask me what it is I do. Well actually, you know, I’m partly a liaison man and partly P.R.O (Public Relations Officer).” (John Betjeman) 58

How can a lobbyist now function as an intermediary between the government and companies? By fulfilling his tasks on a high level. Firstly, a lobbyist has to try to answer the following questions before he can determine his strategy: “who acts, why, on whom, where, on what, when, how and with what result?” 59 Also Sluiter writes that a successful lobbyist should try to formulate an answer to some questions, although his proposed questions are slightly different: “wie lobbiet? Waarom? Waarvoor? Bij wie? Waar? Waarover? Wanneer? Hoe? Met welk resultaat?” 60 By answering a combination of all these questions, a lobbyist is preparing his field activities. For each question a preparatory field and a specific fieldwork level can be defined. The following scheme summarizes this preparatory work:

56 Pedler & Van Schendelen 1994, 6. 57 Ibidem, 7. 58 Harris 1999, 163. 59 Pedler & Van Schendelen 1994, 7. 60 Sluiter 1996, 79-80. See also Hull in Mazey & Richardson 1993, 82-92. Hull here discusses different lobbying techniques. Since these techniques are similar to those that are discussed by Pedler, Van Schendelen and Farnel, I will only discuss the techniques described by the those authors as their descriptions are more elaborate.

28 Summary Public Affairs activities 61

Homework: Fieldwork: Question Analysing organising

the internal improving the who acts? organisation organisation

why? risks and opportunities choosing strategy

on whom? crucial actors making relations

where? arenas forming coalitions

on what? dossiers and issues bargaining

time and agenda when? timing building methods, techniques, how? lobbying routes

what result? process evaluation learning process

Farnel has developed a slightly different procedure for a lobbyist 62 :

Selecting Identification Asking right Intervention Controle and target group of objectives questions tactiques evalution & moment

The first step, identification of the objectives , is necessary to determine the identity of the enterprise. Four types of objectives can be distinguished:

61 Pedler & Van Schendelen 1994, 7. 62 Farnel 1994, 87-92. For a third working method see Machiavelli in Brussels, written by Van Schendelen. His proposed method of working and the different steps in the lobbying process are summarized in the work written by Pedler & Van Schendelen and therefore I will not discuss it here since it would consist mainly of repetition.

29 • The enterprise is trying to reduce the cost of an inevitable law • The company is looking for a way to benefit from the advantages of a decision that has been taken by the government or the enterprise is looking for a way to trivialize its consequences • The company wants to intervene to prevent an unfavourable measure • The enterprise plans its participation in state actions, sectorial or general actions 63

Secondly, a lobbyist should ask himself relevant questions: “cette phase correspond à l’analyse attentive de l’environnement social et politique […]. Cette observation permet de mettre à jour le faisceau de questions d’intérêts économique, public, politique, pouvant jouer un rôle dans le fonctionnement interne de l’organisation et d’établir après examen, une hiérarchie des priorités d’action”. 64 Next, the relevant stakeholders or target groups have to be defined and selected. They might be multiple and they can change with every question that is asked by the lobbyist. 65

When the different proposed methods of working are compared with each other, they don’t seem to differ much. Most of the questions Pedler and Van Schendelen try to answer can also be found in the alternative working method of Farnel. What becomes clear from all three working methods, is that the tasks of a lobbyist are diverse: information gathering, interpretation and analysis, strategy and advice and finally implementation. A number of techniques and methods can then be used to influence the decision-makers: these vary from direct to indirect methods and from techniques to routes that can be applied. While carrying out there strategy, lobbyist write letters and emails, they talk directly or via the telephone with influential people, they set up campaigns and organize events and cocktail parties or they try to build coalitions to inform the decision makers of their interests. 66

63 Farnel 1994, 87-92. 64 Farnel 1994, 88. I have decided not to translate the original quote since an English translation would imply loss of language nuances and opinions. 65 Ibidem. 66 http://www.europarl.europa.eu/news/public/focus_page/008-26498-168-06-25-901-20080414FCS26495-16- 06-2008-2008/default_p001c002_nl.htm .

30 Direct Methods

Indirect Routes Methods

Techniques

Direct methods consist of personal visits *, personal letters* or phone calls *, informal contacts* that are being made, attending or organizing a hearing *, setting up public action groups or organizing mass demonstrations. 67 The indirect methods on the other hand are influ encing friends inside the system*, influence assistants of decision makers*, influence mid -level civil servants*, use science such as studies, reports and scholars to transfer your message*, use brokers and consultants to transfer your message*, use affili ated interest groups*, involve political parties or use election campaigning. 68 Farnel uses a different classification of indirect methods:

• Paper campaigns o Individual initiatives o Third party initiatives (pressure groups) • Public Relations campaigns o Speeches, articles, media covering, press campaigns o Criti cal articles written by opinion leaders o Protest march es, assemblies o Publicity by the parliamentary opposition • Legal procedures o Asking critical questions about the law or the regulations o Lodge an appeal against the decisio n of the government or the administrative institutions 69

As for the techniques a lobbyist can use, there are multiple: issue -manipulation*, coalition building*, agenda-formation*, clientelism and patronage*, procedural action*, reasoned argume ntation*, rewards and compliance*, coercion and punishments, mass mobilization and finally

67 Pedler & Van Schendelen 1994, 15 . The words with a * behind them in this paragraph indicate the techniques, routes and methods that are the most successful according to Pedler & Van Schendelen. 68 Ibidem. See also Farnel 1994, 90. 69 Farnel 1994, 90-91.

31 setting up public relations campaigns. 70 A number of routes through which the lobbyist can operate can also be determined: transnational sectorial platforms*, transnational cross-sectorial platforms*, international network*, inter-regional network*, public-private co-operation*, national coordination procedure and going directly alone. 71

While discussing the direct and indirect methods a lobbyist can use, Farnel also sums up three more techniques: • Financial lobbying o Contributions to political campaigns
Financial contributions o Fraudulent contributions
Wine bottles
Guaranteed employment, excessive payment, gifts, etc. • Doubtful practices o Distortion of facts, lies
Dissimulation, obstruction
Retention of information, dissimulation of facts
Intimidation methods
Personal attacks, discrediting of opponents o Retarding methods, obstruction techniques
Groundless legal proceedings (retarding of the legal trial)
Production of enormous amounts of documents to slow down the analysis o Cooptation
Putting the advocates of the opponents in question by job offers or other advantages
Employing experts, by offering overawed remunerations, who are susceptible for serving the cause of the opposition • Organising a coalition o Lobbying coordination with the help of other pressure groups o Influencing the political market (exchange of ‘successful techniques) o Corporate campaigns (‘Good Corporate Citizen Programs’) 72

As the discussion of the possible tactics shows, the most successful one is the use of direct and indirect methods. In the United States, financial lobbying can also be applied successfully, but in Europe and Belgium financing of political parties is forbidden and would therefore be considered as corruption. The implementations of the more shady techniques have given lobbying activities their negative image and are therefore best avoided by future lobbyists. Regulation also makes it more difficult to implement these doubtful tactics, as will become clear when I discuss the current legislation.

70 Farnel 1994, 90-91. 71 The words with a * behind them in this paragraph indicate the techniques, routes and methods that are the most successful according to Pedler & Van Schendelen. Pedler & Van Schendelen 1994, 15. 72 Farnel 1994, 91.

32 In order to fulfil these tasks, one might state that a good lobbyist is always proactive and creative, incorruptible and honest, he influences moderately, he doesn’t act on the basis of emotions and he works continuously on his credibility. 73

2.4. The necessity of lobbying activities

“L obbying is part of the life and blood of every political system ”74

One might wonder why lobbying activities are needed. Some authors state that “lobbying is part of the life and blood of every political system: at the local level, in the national capital and, dependent on the definition of a political system, even inside a company or a family system”. 75 In other words, one cannot avoid lobbying activities if one has to make decisions, just like “a company cannot deny that it has a political environment, i.e. that there are governments, parties and interest groups affecting its performance.” 76 Other reasons focus more upon the complexity of the political system and the changing society. Due to the increasing number of stakeholders and due to the never ending complexity of the decision making process, the demand for correct and quick information is growing. 77 Legislations also start to influence more and more societies and economies. The decisions that are made by the government have a greater impact on the profits of companies. Besides all those reasons, citizens and consumers are becoming more critical and more communicative. 78 Political dossiers are becoming more technical, politicians receive information from different angles but this information is very diffuse and unclear. And last but not least society itself is becoming more and more complex. Greenwood even takes it a step further: “today, the performance of key business sectors in Europe would be undermined without the willing and collective involvement of firms with public authorities in the governance of their affairs, because the quality of public policy decisions depends upon the specialist input and cooperation of the powerful interests they affect”. 79 Lobbyists are seen as the intermediaries between on the one hand the decision makers and the government and on the other hand economic life and companies. Lobbyists have a good knowledge of both parties and their interests and can therefore act as the missing link.

In their introduction to ‘Studying EU Public Affairs Cases: Does it matter?’, Pedler and Van Schendelen present their readers with a short history of why lobbying activities for companies became a necessity: “initially national politics mainly intervened in generic and soft ways and with relatively friendly relationships with the individual and corporate citizen. During the mid sixties the interventions became more specific and hard, particularly regarding business. [...]. In the mid eighties most national governments showed preparedness to make their interventions in business softer and less specific.” 80 When we look at the political interventions during the nineties, we see again a change to making interventions more specific. “Individuals and organizations have always given some

73 Agoria PowerPoint presentation given by Interel. 74 Pedler & Van Schendelen 19994, 3. 75 Ibidem, 3. 76 Pedler & Van Schendelen 1994, 3. 77 See also Grant in Mazey & Richardson 1993, 27-46. Grant discusses the many different pressure groups and their influence on the European community and legislation. 78 PowerPoint presentation given by Interel. 79 Greenwood 1997, 1. 80 Pedler & Van Schendelen 1994, 5.

33 attention to their political environment. But since the growing complexity and dynamics of that environment […]” and since the growing open-heartedness of modern society and the growth of the involved stakeholders, “they [i.e. individuals and companies] learned that old methods of understanding and practices of response were no longer sufficiently effective. A more sophisticated or professional approach was needed.” 81 And so professional lobbying organizations and public affair and public relations agencies grew rapidly.

2.5. Legislation

“Rond lobbyisme hangt vaak een vies geurtje en dat is nergens voor nodig. ”82

Ever since its existence lobbying activities and lobbyists have always been associated with obscure activities, such as bribery. Ornstein and Elder refer to a few corruption methods that were common practice in the USA during the end of the 19th century: “as group involvement and lobbying increased, so did the incidents and volume of corruption. A historian has described the situation: ‘In those wide-open days Washington was filled with a variety of gambling houses whose proprietors worked closely with the lobbyists. When a representative or a senator was unlucky enough to fall into debt, as he frequently did, the managers of the gambling halls had him where he would do them the most good. By threatening exposure, or by demanding payment, they could force the hapless legislator to vote as they wished. [...].” 83 Even at the end of the 19 th century, women were numerous among the lobbyists. And women used a different corruption technique to influence Congressmen: “in any single ‘first-class’ hotel in Washington, at any time during midsession, at least half a dozen of these lobbyesses are thus at work at once, each one roping in her dozen or ten of wild-cat Congressmen. The lever of lust is used to pry up more legislators to the sticking point than money itself avails to seduce ... This lobbying is transacted under the guise of social visits – open sesame to a Congressman any and everywhere in Washington”. 84 However, even decision makers nowadays agree that “lobbying is an essential part of the work that is done by parliamentarians. The policy development would be very poor if it wasn’t for the contributions of lobbyist”. 85 “Rond lobbyisme hangt vaak een vies geurtje en dat is nergens voor nodig. Het is niet meer dan normaal dat je, wanneer je als Europarlementslid een verslag maakt, je oor te luisteren legt bij de verschillende belanghebbende organisaties […] Met lobbyisme is niets mis, zolang de parlementsleden er op een transparante manier mee omgaan en een gebalanceerde opinie distilleren, zegt Ivo Belet”. 86 Notwithstanding their necessity, the lobby scene has been confronted with a number of scandals, such as the Jack Abramoff Indian lobby scandal, and the more recent scandals during the election campaign of McCain. 87

81 Pedler & Van Schendelen 1994, 6. 82 Ivo Belet in DSL 2008. 83 Ornstein & Elder 1978, 97. 84 Ornstein & Elder 1978, 97. 85 http://www.europarl.europa.eu/news/public/focus_page/008-26498-168-06-25-901-20080414FCS26495-16- 06-2008-2008/default_p001c003_nl.htm 86 DSL 2008. I have decided not to translate the original quote since the English translation would imply loss of language nuances and opinions. 87 X, 2008. The Jack Abramoff scandal refers to the project in which Jack Abramoff was a lobbyist representing Indian tribes with gambling interests. Abramoff was accused of corruption, conspiracy and fraud. He also

34 Seeing the numerous scandals that put lobbying activities in an even more obscure daylight, lobbying organizations such as SEAP, AlterEU and EPACA were formed. 88 The different organizations set up a code of conduct, by which they want to apply high ethical standards and change the current image the broad public has of lobbying. 89 Due to the rising number of European lobbyists in Brussels, the European Commission wanted to answer the demand of the public and bring more transparency in lobbying activities. At the moment 4570 accredited lobbyists are registered in the European Parliament, however, many more are unknown and the total number of lobbyists present in Brussels is estimated to be approximately 15 000 to 20 000. 90

In an attempt to bring more transparency into the Brussels lobby scene, the European Parliament voted on 8 May a new report that includes a voluntary register and a code of conduct. 91 Registration will be necessary if lobbyists want to maintain their entrance to the European Institutions. The registration implies that registered lobbyist obey the code of conduct but that they also declare complete financial transparency. The last element has been the subject of a hot debate, since financial transparency implies that “consultants have to reveal the relative weight of their clients and their costs connected to lobbying”. 92 The main problem is that this information will be visible for competitors and everyone who is interested in lobbying activities. Not only lobbyist organizations have to reveal this information, also think tanks, labour unions, employees unions, NGO's and lawyers have to reveal this information if they are considered to be lobbyists. The code of conduct of the European Parliament stipulates among other things for example that lobbyist have to declare clearly whom they are and for whom they work. They are also forbidden to donate gifts to parliamentarians. 93 At the end of June, the first registration system will be put on line. However, for the moment, the registration will only be voluntarily. According to the European Commission the registration will start to function after a while as a mark of quality: “De Commissie gaat er volgens een woordvoerder van uit dat de registratie een professioneel keurmerk wordt. Bovendien speculeert Brussel erop dat er binnen de industrietak zelf voldoende druk ontstaat om niet-geregistreerde concurrenten uit te sluiten. Na een jaar zal het register wel geëvalueerd worden. Een verplichting is dan niet uitgesloten”. 94 Despite these measures of the European Institutions, transparency still isn’t guaranteed in the Brussels lobbying scene: “volgens Paul de Clerck van de lobbyorganisatie ALTER EU zijn de lobbypraktijken in Brussel totaal niet transparant en weet niemand wie lobbyt namens wie en

bribed public officials while representing the Indian tribes. Abramoff was involved in other corruption scandals as well and is now serving jail time. 88 http://www.alter-eu.or , http://www.epaca.org , http://www.seap.be . 89 As it is not my intention to discuss the different codes of conduct, I used these websites and the different codes of conduct as background literature to understand better the difficult process of legislation. 90 http://www.europarl.europa.eu/news/public/focus_page/008-26498-168-06-25-901-20080414FCS26495-16- 06-2008-2008/default_nl.htm 91 See also Schaber in Claeys, Gobin, Smets & Winand 1998, 208-221. Schaber offers his readers an extensive overview of the history towards lobbying regulation in the European Union. 92 DSL 2008. See also Minder 2004, de Marcilly 2008 and X 2008. 93 http://www.europarl.europa.eu/news/public/focus_page/008-26498-168-06-25-901-20080414FCS26495-16- 06-2008-2008/default_p001c002_nl.htm . 94 Bulcke 2008. I have decided not to translate the original quote since an English translation would imply loss of language nuances and meaning.

35 over welke kwestie. Een kwalijke zaak zijn voor de Clerck eveneens mensen die pretenderen burgers te vertegenwoordigen maar in werkelijkheid door de lobbyorganisaties op pad zijn gestuurd”. 95

The European legislation has caused advocates and opponents of the voluntary regulation to debate the measure. Advocates claim that this is the first step towards more transparency in the Brussels lobbying scene. Opponents on the other hand, state that registration is not the issue but the financial disclosure is the element that is causing troubles. “Wij vinden het prima om als lobbyisten financiële informatie vrij te geven. Als brancheorganisatie deponeer ik jaarlijks mijn cijfers bij jullie ministerie van Justitie. We hebben er wel een probleem mee om aan te geven hoeveel een klant ons betaalt. Voor advocaten is dat onmogelijk, want ze zijn beschermd door het beroepsgeheim. Niemand heeft er zaken mee hoeveel een klant een lobbyist betaalt” (Rogier Chorus, experienced lobbyist). 96 When other lobbying systems are analyzed, it is clear that the European legislation has tried to reach a consensus between both parties. By only asking lobbyists to voluntarily register, the European legislation cannot be compared with the American legislation where lobbyists are obliged to register and to justify every penny they spend. By on the other hand also inserting the financial disclosure element, the European legislation tries to distinguish itself from countries that have not implemented any regulation at all.

The European legislation is partly based on the already existing American legislation. The American lobbying scene has known a long process of legislation, beginning even before World War II. 97 The first regulations date back from the early 20 th century. The first federal regulation was achieved in 1946 and followed by supplementations during the fifties, sixties, seventies and eighties until 1995. Since 1995, the federal Lobbying Disclosure Act has been passed. 98 This Act requires that “persons who are paid to make direct ‘lobbying contacts with members of Congress and officials of the federal executive branch have to register and file reports twice a year”. 99 The main elements of the US rules are: • Mandatory registration of lobbyists • Mandatory disclosure of clients, other financial sources and lobbying expenditure • Mandatory disclosure of legislative and regulatory issues lobbied • All the information made available to the public on the Internet 100

The main problem with previous US laws was that they didn’t clearly define who was to be considered as a lobbyist and what one should understand under lobbying activities. The Lobbying Disclosure Act has solved this problem by stating that a lobbyist is someone who “receives more than de minimis financial compensation, makes more than one lobbying contact with Congress or the Executive Branch, and spends at least 20% of work time over a six-month period lobbying on behalf of any particular client […] Further, the LDA also defines what constitutes a ‘lobbying contact’ and

95 http://www.europarl.europa.eu/news/public/focus_page/008-26498-168-06-25-901-20080414FCS26495-16- 06-2008-2008/default_p001c003_nl.htm . 96 Rogier Chorus in Schoofs 2008. I have decided not to translate the original quote since an English translation would imply loss of language nuances and meaning. 97 Ornstein & Elder 1978, 95-115. 98 http://www.senate.gov/legislative/Lobbying/Lobby_Disclosure_Act/TOC.htm . 99 Ibidem. 100 http://ec.europa.eu/commission_barroso/kallas/transparency_nl.htm .

36 ‘lobbying activity’: ‘lobbying contact’ is any direct communication – written or oral – to an official intended to influence legislation or public policy, awarding government contracts or affecting governmental appointments. ‘Lobbying activity’ includes work done specifically intended to facilitate a lobbying contact.” 101 Due to the Abramoff-scandal, the US government has introduced rules with regards to meals, gifts and trips: “there are distinctions made between receptions, dinners, fact-finding trips, plant visits and panel discussions. Sports or entertainment tickets are illegal, as are ‘sit-down’ meals. The only type of gathering with food and drinks not considered a gift would be ‘widely attended’ events, where ‘finger-food’ is served”. 102

A number of differences exist between the American legislation and the European legislation. For example, whereas the American legislation clearly forbids dinners, or the offering of a ‘sit-down’ meal, the European Code of Conduct does not include the European eating habits. Secondly, under the US rules lobbyists are required to state which issues were lobbied on for which clients and how much money was spent on lobbying during the reporting period. The European legislation on the other hand requires only one report per registrant, once a year. Thirdly, US punitive measures are more severe, ranging from high penalties to serving jail time. European legislation does not have these punitive measurements.

2.6. Lobbying activities in Belgium 103 Although lobbying activities don’t exist very long in Belgium, our country has already experienced a lobby scandal: the Agusta-affair. 104 Seeing this scandal, it is remarkable that the Belgian government has not yet voted a law that obliges lobbyists to register.

101 http://ec.europa.eu/commission_barroso/kallas/transparency_nl.htm . 102 Ibidem. 103 Most of this information with regards to Belgium is based on a presentation that was prepared by Interel.

37

Role of the government Free trade Social market economy Political culture Bipolarization Coalition, consensus, conflict (Republicans/Democrats) avoiding policy Loyal ty towards the elector Loyalty towards the political parties Lobbying Top -down bottom -up Names and influences classical lobbying activities very few advisors, personal relations play a huge rule

Finance of parties Permitted Not permitted Regulation Cod e of conduct No regulation Obligation to registration

As the summary shows, there are a number of differences between American lobbyists and Belgian lobbyists. 105 For example, the United States know a free trade economy, whereas Belgium has a social market economy. Also the political system is completely different: in Belgium politicians try to achieve a consensus and they try to avoid conflicts. The Belgian political world knows many different political parties and actors, whereas the American political world is bipolarized and knows only two major parties: the Democrats and the Republicans. Further in America there exists a loyalty towards the elector whereas in Belgium there is a loyalty towards the political party. The lobbying scene is also organized on a different way: in America lobbying activities take place top-down, Congressmen themselves seek contact and exchange information with lobbyists. The names of lobbyists and their influence is widely known due to the obliged registration. In Belgium, lobbying activities take place bottom-up, meaning that lobbyists themselves often seek contact with the decision-makers. The used techniques are the classical techniques and they are not very sophisticated. Since Belgium is more a club than a country, personal relationships still play a huge role in our lobbying culture. Finally, in the United States the financing of political parties is allowed, whereas in Belgium this is forbidden.

The first reason for these numerous differences is the fact that Washington and Capital Hill are the cradle of lobbying activities. Already in 1869 a journalist edited an article in which he described the snake that slid through the corridors of the Capitol: lobbyists. 106 The lobbyist was seen as someone who worked for a good cause but at the same time also for the money: “hij was een welbespraakte huurling met een dik adressenboek, die voor een groter budget met evenveel vuur

104 The Agusta-affair refers to the buying of Italian combat helicopters by the Belgian army and the corruption that went along with it. 105 Summary: see Agoria PowerPoint presentation given by Interel. 106 Hens 2004.

38 het standpunt van de tegenpartij verdedigde”. 107 Lobbying in the nineteenth century in America was described as following: “het lobbyen in het Amerika van de negentiende eeuw ging voornamelijk gepaard met overdadige maaltijden, schaars geklede dames die voor het geld als eens wat meer deden, en gokken. Veel congresleden leefden in Washington op hotel, ver van hun huis en familie en hielden dan ook van de welkome afleiding waarvoor de lobbyisten zorgden. ‘To reach the heart or to get the vote, the surest way is down the throat’, was een populair gezegde onder lobbyisten. Het geld rolde, de drank vloeide en een of andere vorm van corruptie was nooit veraf.” 108 In his speech on the 18th of September 2007, Siim Kallas, Vice-President of the European Commission responsible for Administrative Affairs, Audit and Anti-Fraud, refers to the differences that exist between lobbying in the United States and lobbying in Europe: “Compared to Brussels, there’s a much longer tradition of professional lobbying in Washington. Also, the US federal government is many times larger – in staff and in budgets – than the combined EU institutions. Finally, the relations between politicians on one side, and corporate and civil society on the other, are also different: US lobbying is often focused on the strong link between a Congressman, his/her constituency and the use of Political Action Committees that are instrumental in elections and re- elections. And these features explain the differences in style and scope on either side of the Atlantic.” 109 Kallas mentions the differences between the USA and Europe, but one could just as well state that the same differences exist between the USA and Belgium. The differences become also clear when one looks at the lobbying targets: in the United States lobbying targets are the members of the United States Senate, the United State Houses of Representatives and state legislatures. In Belgium lobbying targets are the members of the Federal Government and the Core Cabinet, the Regional governments, the Communities governments, the Chamber of Representatives, the Senate and often members of the politicians cabinet.

According to Tine Hens, a journalist at De Standaard, it lasted until 1972 before the first official lobbyist announced itself in Europe. 110 She further notices that in Europe, the British are the most active lobbyists. This might be a consequence of the tradition of lobbying activities the United Kingdom knows. Long before any other European country started developing lobbying activities, the United Kingdom started to develop its own lobbying tradition. This rise of strategic political lobbying and public affairs in the UK was due to a number of major themes: “globalization, growth of regulatory activity by legislative bodies nationally and transnationally, privatization policy, importation of lobbying techniques from the US and the decline of corporatism in the UK. […] Andrew Gifford, of the Association of Professional Political Consultants, […] confirmed the importance of these themes and added the increasing complexity and involvement of government in business activity as the prime reason for the growth of the consultancy industry.” 111 In the United Kingdom lobbying is traditionally defined as “an attempt to influence an MP’s voice by either their fellow parliamentary colleagues, by one of their constituents or by any outside organization.” 112 The system of initiating laws in the United Kingdom differs from the Belgian system, which explains the differences in lobbying activities. In the United Kingdom, peers sit in the House of Lords and on that

107 Hens 2004. 108 Ibidem. 109 http://ec.europa.eu/commission_barroso/kallas/transparency_nl.htm . 110 Hens 2004. 111 Harris 1999, 168. 112 http://en.wikipedia.org/wiki/Lobbying .

39 way they are in a position to initiate or amend Bills on their way to becoming Acts of Parliament. The rules of Parliament on their way, require participants in debates to declare their interests.

There are also a number of differences between the Belgian lobbying scene and the European lobbying scene:

Focus point Internal market (macro) Employment (micro) Role of lobbying in the decision Organized Not organized making process Lobbying Real lobbying culture with Very few advisors, mostly sophisticated lobbying influence is based on personal techniques, based on content relations, classical lobbying with a professional market techniques Regulation Voluntarily Non e

This brief overview first of all shows that lobbying activities in Belgian are not yet on the same professional level as they are in the European Union, the United Kingdom or in the United States. 113 Pedler and Van Schendelen give five reasons why lobbying on European level differs from lobbying on a national, Belgian level: 1. EU public affairs has a relatively strong orientation towards regulation, the EU’s major political product. This demands long-term monitoring of the process of decision making, from the first formulation of issue and agenda to the last step of implementation. 2. One has to cope on EU-level with the extremely multicultural or ‘foreign’ context of decision making: public and private interest groups from Oporto to Thessalonika and Aarhus come together in the Brussels arenas. 114 3. Given all their different interests and demands, all these groups together produce a high degree of political competition on EU policy dossiers, which is almost without parallel in most member states. 4. There is the paradox of size. On the one side there is the large area of the Union, on the other there is the small size of the EU machinery of decision making. This implies for both differentiated and concentrated attention to European facts and developments. 5. There is the great complexity of EU decision making: in addition to the many institutions and procedures, there are the manifold committees, informal networks, interest groups, conventions, hidden agendas, coalitions, styles of bargaining, etc. which have to be understood. 115

113 For the overview see Agoria PowerPoint presentation given by Interel. 114 The complexity of different interest groups is also being discussed in Ornstein & Elder 1978. Via case studies and discussing of lobbying techniques the editors show how many interest groups there exist and how they can influence legislation. 115 Pedler & Van Schendelen 1994, 12-13. See also Gardner 1991, who touches upon the differences between European lobbying and national lobbying by discussing the most successful techniques for European lobbying.

40 The Belgian lobbying scene is still developing itself due to the fact that Belgium knows its final state form only recently. Another more important reason why a regulation has not yet been proposed is the complexity of the Belgian decision making process. The many different actors or stakeholder also hamper the Belgian lobbying process. Not only are there commercial interest that need to be defended, non- commercial interest groups and governmental interest also play a part in the decision making process.

Commercial Interests Non -Commercial Interests Governmental Interests Companies (multinationals also Public Intere st Groups : labour Diplomatic missions & trade lobby on a European level) unions, consumer representatives organizations, environmental organizations, … (BEUC, Greenpeace, Amnesty International, …) Professional Federations & Act ivists (Gaia, ..) Regional representatives Employees organizations (VBO, UNICE, FEDICHEM, CEFIC) Single -Issue coalitions Legislative governmental power Consultants Executive governmental power

Besides the complexity of the political structure in Belgium, lobbying activities are further hampered by the lack of a lobbying tradition, the missing of a legislative framework, the little revolving doors that there exist between private and public and finally the mixed perception there exists.

This mixed perception refers to the complexity of information and the different language communities in Belgium. Each community has a different point of view, and on top of that not only language plays a role, but also the different political parties and levels of competences play a role in the decision making process. Legal competences in Belgium are divided over six governments, which render the exchange of information. As a federal state, Belgium has a federal government and a federal parliament. However, Belgium is also divided in three regions (Flemish, Walloon and Brussels Capital) and three communities (Dutch-speaking, French-speaking and German-speaking). Each of these subdivisions has a parliament and a government. Each government is responsible for a number of competences and has the power to vote legislations for the specific community or region. Therefore it is of great importance to talk to the right person!

Secondly, when political decisions have to be made in Belgium on a federal level, there usually is a consensus between the coalition partners, and political parties often apply trade-offs on politically difficult dossiers. Politicians often apply the so-called waffle-iron politic: as long as they have not reached an agreement for every issue, there is no agreement for anything! This complicates the work

Since I wanted to focus upon the differences between European lobbying and national lobbying, I used the described techniques as background literature to defining the differences.

41 of a lobbyist since he/she does not only have to determine on which dossiers they definitely want to influence a decision maker, they also have to try to determine which dossiers will be used to reach a consensus and will therefore be subject to concessions. On top of that, the decision making process is also much more complex since it takes place on different levels: federal, regional, community, local. It is important to notice that there is no hierarchy between the federal government and the regional government. In some cases this leads to conflicts of competences, which again hampers the work of a lobbyist: he has to determine whether the issue will be a federal competence or a regional competence. Only after he has determined that, he can start to make his interests clear to the right people. On a federal level, the Belgian government consists of 15 ministers, who each have their own cabinets, and a core cabinet. All members of the coalition partners are represented in the core cabinet. Recent years have shown that the importance of this core cabinet is growing. The core cabinet often takes decisions that are later ‘formally’ approved by the entire council of ministers. Besides the core cabinet, the federal government fulfils more and more the impulse role for legislative initiatives instead of the Chamber of Representatives and/or the Senate. This means that lobbyists will have to pay more attention to the direct members of the government and to the members of the cabinets.

3. Conclusion After looking at the history of lobby activities and the differences between lobbying in the United States and the United Kingdom, and lobbying on a European Level, it seems inevitable that at some point in the Belgian history, a law will be passed that will also legally regulate Belgian lobbying activities. However, due to its complex federal political structure and the many different opinions, Belgian lobbying activities will always differ from British or American lobbying activities. Since lobbying on a European level and the many stakeholders and different opinions one has to take into account when lobbying in the EU, Belgium might look at their legislation for inspiration. Nonetheless, the Belgian lobbying scene differs from its neighbouring lobbying scenes. There are only a few multinationals present in Belgium, Belgians have a culture in which they often discuss subjects during dinner and the complex political system makes it also more difficult to influence a politician on the basis of money and bribery. Introducing a voluntary registration system is not likely to harm the Belgian lobbying scene, on the contrary, it might give the lobbyists a positive image by bringing transparency in the lobbying scene. It might also be a good idea to introduce an ethical code of conduct. Both these elements might also function as a quality mark. The only element that might become an issue will be the financial disclosure. In the Belgian culture, people don’t like to talk about their wages and financial spending. The same goes for companies. And of course a number of companies won’t like to see their name appear on a list. Therefore it might be a good idea to first introduce a voluntary registration without financial disclosure or without mentioning clients’ names.

42 Chapter three: My internship (21/04/2008 – 17/06/2008)

1. Introduction In this chapter, I will discuss in greater detail the many different tasks I fulfilled during my internship. First, I will explain the main project I worked on during my internship. Next, I will touch upon a number of other tasks I received during the nine weeks I worked for Interel. For each task I will briefly mention what the most important elements were that I learned while I was fulfilling the assignment. Due to the fact that my thesis is confidential and that a number of clients rather stay unknown, I am not able to always identify the client or the name of the project I worked on. Where this is the case, I will try to explain the tasks in a such way that their content is still clear but without mentioning the name or the project. During my internship I noticed that the team gradually gave me tasks with more responsibility. My main task consisted of preparing a presentation that would explain to foreign clients but also to some Belgian clients the complex structure of our country. For this task I prepared a slideshow that can be rearranged, in the light of the client’s needs. Further I also helped with screening sessions, I wrote a press release and some press reports, I also wrote a newsletter and I did some follow-ups. Other tasks consisted of gathering information, writing profiles and composing stakeholder mappings. I also had the opportunity to attend a number of lectures during my internship. The last day, I even got the chance of attending a Parliamentary Commissions hearings.

2. Belgium for dummies 116 Belgium is a complicated country, consisting of three language communities, two regions, and a federal government. Besides this political wilderness, the Belgian society is divided with at least two different public opinions and points of view. Also the economical field is an important stakeholder, with many organizations that cannot be forgotten (for example, employers’ organizations, labour unions, consumers’ organizations …). Since many clients are not familiar with the structure of Belgium, but since it is of great importance for them to understand the many issues that characterize our country, Joris asked me to prepare a presentation that would briefly introduce Belgium. The project was titled “Belgium for dummies” and is situated in the first stages of lobbying activities.

During the first briefing, Joris explained to me why Interel wanted me to prepare this presentation. Many clients are either international clients, or clients who don’t really understand the difficulty Belgium’s political structure imposes on companies. In order to explain to them everything they need to know about Belgium, about the Belgian politics, Belgian’s economy and society, they wanted me to prepare a presentation. On this way they could easily explain to new clients how our country functions.

After the briefing, Inge gave me a number of presentations the team had already prepared. On this way I could rework those presentations into one large presentation and enlarge the presentation with my own contributions. Inge and I went through the presentations together to see where

116 See appendix one for the PowerPoint Presentation.

43 information was missing. We agreed to preserve the structure of the presentation but to elaborate the entire presentation a bit more.

Since the structure of the presentation was quite obvious I started to rework the introduction first, then the political field, the economic field, Belgian society and finally the media and their importance. For example, I explained more in detail that Belgium is not a country but rather a club. 117 While I was explaining that fact, it became clear that in Belgium everything is still interconnected due to the ‘compartmentalization’. In order to make the different points of view clear, I looked at the newspapers regularly and found it striking to notice that often two Belgian newspapers like for example De Standaard and Le Soir often don’t even have the same subjects on their front page. Since my economic knowledge isn’t very detailed, Leen gave me her courses that dealt with social consultation. I also found it important to explain in the presentation the importance of the law Renault in cases of a collective dismissal. The way wages are paid in Belgium was also something I inserted, since this is relevant information for foreign clients. While I was working on the presentation, Ernst & Young announced the results of a study they had executed. In the study they looked at the number of foreign direct investments (FDI) in Belgium, the reasons for FDI and in which sectors most FDI take place. I used a few of their graphics to indicate the Belgian economic climate. When I was working on the aspect ‘society’, I thought it might be a good idea to insert a few clichés about Belgians such as ‘Belgians have a brick in their stomach’ and ‘Belgians are flamboyant personalities’. Anne Laure told me she had recently received the results of a study that sounded out the most pleasant regions to live. I asked her whether she would sent the information to me, since this might be handy to explain our society as well. Joris also suggested I might insert a number of graphics and slides that dealt with the spending of Belgians and our standard of living. As for the final chapter of my presentation, the Belgian media, Inge had already prepared most of the slides. After looking at them, I changed a few details and added a few new names.

During my internship, Joris, Inge and I regularly discussed new points of views and ideas for the presentation during the weekly team meetings. At the end of my internship, Joris and I went through the entire presentation together, so that I could explain to him the different slides and I still had time to incorporate his remarks in the presentation.

After working on this presentation, my knowledge of the Belgian political and economical field had been refreshed and elaborated. I also learned to find the necessary information and graphics more easily that would support my statements. I enjoyed working on this presentation since it was funny to see how opinions can differ in such a small country. I already knew that Belgium was a complicated country, but I never imagined that it would be so complicated. Preparing such a presentation and trying to make everything clear for foreigners also helped me to work with PowerPoint. I learned to use more visuals but also how to develop a clear slide that says everything I want to say but without having too much words and information on the slide.

117 See the PowerPoint presentation for more explanation on this statement.

44 3. Other tasks 3.1. Weekly Press Report T-Power 118 T-Power is a client of Interel for whom they write weekly press reports. Every Monday a consultant summarizes the most important articles from the Belgian quality papers of the past week. The relevant articles are copied and pasted on press clippings and finally everything is sent to the client by mail. By writing press reports, T-Power knows every week the most important news of the Belgian energy market and the consultant spots issues more quickly.

The first day of my internship was a Monday, so Anne Laure immediately showed me the website where I could find all the articles of the past week and told me what I was supposed to do with them. She also gave me a number of previous press reports, so that I would get a better idea of what was expected from me.

Firstly, I read the previous press reports so I would get an idea of what the content was supposed to look like. I also looked up some background information on the client on the internet. Then I started printing and summarizing the articles that seemed relevant to me. After I had finished my first press report, I send it to Kristina, who corrected it and mailed it to the client. She told me that I had done a good job summarizing, but that I only needed to make sure that I explained all the relevant persons, organizations and abbreviations. She also told me that newspapers like Metro, Gazet van Antwerpen, Vers l’Avenir, … were not considered to be quality newspapers and that for the next press reports I could leave those articles out. After that first week, I was responsible for the weekly press reports during my internship.

At first I found it difficult to summarize the many articles on a clear structured way. Often it is not easy for foreigners to understand our process of decision making, but still I had to search for a way to communicate that process. After writing a few press reports my knowledge of the Belgian energy market also increased which made it easier to summarize the articles. I also started to notice that a number of important quality papers seem to simply copy the press release from companies, which made it easier for me after a while to decide which articles I would insert in the press report and which articles I would leave out.

3.2. Profiles 119 Very often, clients have to deal with issues. At such moments, Interel presents them with a facility called Issue Management. More concretely, this facility means that a number of solutions are presented to the clients. These solutions range from preparing a press release and a Q&A, to media training and identifying key messages and relevant persons they can contact.

When the client decides to contact a few stakeholders, the personal background and interests of these stakeholders are important. To ensure that the client can choose the right person to contact, Interel selects the most relevant persons and writes a profile about them.

118 See appendix two for an example of a weekly press report. 119 See appendix three for the profile of Vincent Van Quickenborne.

45 When I had to write my first profile, Leen told me which elements I definitely needed to include in the profile: professional experience, contact addresses, education, personal background such as interests, hobbies, organizations, relevant quotes on the issue, …. She also showed me where I would be able to find most of the information I needed.

After the briefing, I started collecting the necessary information and wrote the profile of Vincent van Quickenborne. Leen checked the final profile and made some corrections, such as mentioning sources and placing the most relevant information at front and not at the end of the profile. She also told me not to forget to look for remarkable quotes of the stakeholder in newspapers, television shows, …. She further told me that it is important to include photographs, as they show the stakeholder often from a different point of view. After that first profile, a large number of other profiles were made by me.

By writing these profiles, I learned to find quickly the necessary information on the internet. Often the stakeholders have a personal website, but by also scanning newspapers, magazines, short video movies, opinion pieces in the media, I learned that the personal website doesn’t always present an objective image of the stakeholder.

3.3. Screening Every day newspapers write articles that might concern the clients of Interel. Most of the clients don’t have time to check all the Belgian newspapers themselves every day. To make sure that they still know the content of the relevant articles, Interel performs a screening every morning.

The first week, Anne Laure and Leen asked me whether I could help with the screening. They explained to me the process and showed me how everything works. Every morning, three consultants read all the Belgian newspapers. When they see an article that might be relevant for a client, or when there is an article about one of Interel clients, they write in an Excel sheet the newspaper, the page, the headline of the article and the initials of the team for which the article is meant. When all newspapers are screened, the excel sheet is sent to the entire crew of Interel. The first times I helped with the screening, I didn’t find it easy since I only knew the clients of the Belgian Public Affairs team and not the clients of the other teams. After a while, however, I also became familiar with the clients of other teams.

By helping with the screening, I learned that often Dutch and French newspapers don’t write about the same topics. It was strange at the beginning to see that even the front page of for example De Standaard and Le Soir were completely different and dealt with entirely different issues. I also learned to decipher the headlines and to determine whether the article would be relevant for one of the clients. By not only screening the Dutch newspapers, but also the French newspapers my knowledge of the French language improved.

46 3.4. Briefing 120 When a new client comes to Interel, a preliminary meeting takes place. However, it might also happen that an already existing client asks for such a preliminary meeting to see whether Interel can help them to deal with a number of issues. In both cases, the consultants need to prepare the meeting so that they can better determine how they might help the prospect or the client. This was the case with Intrum Justitia (who was already an existing client) and with SCA (who was a prospect). For both clients I prepared the meeting. Since I prepared both meetings on the same way, I will only discuss the meeting I prepared for SCA.

Joris asked me to prepare the meeting for SCA. He explained to me that I needed to briefly inform him about who SCA was, which services they delivered, what their possible stakeholders might be and how they had appeared in the press during the last years. I started to look for information online: first I searched and read the company’s website to have more background information on the company. Secondly, I looked through all the quality media in Belgium (both French and Dutch media) to see how and on what items the company had appeared in the media. I also looked for additional information on possible issues online. Finally, I searched the websites of the Chambers of Representatives, the Senate and the Belgian law gazette to determine which new regulations had appeared that might be relevant for the company. On this way, I was able to determine what these new issues might be. I then prepared a PowerPoint presentation for Joris, explaining the new issues and the political regulations that had been made on that level the past few years.

After I had prepared the meeting, Joris told me that stakeholders in their business didn’t just included possible clients, but also possible partners on political field. He also told me not to forget to look at the parliamentary decisions and questions that were asked on topics that might apply to the client. Afterwards, I adapted the presentation so that Joris and Kristina would be fully prepared for their meeting with SCA.

Since I had to determine the new issues, I had to look for more political and legislative information. By doing this, I learned to find information on websites such as the website of the Senate, the Chamber of Representatives and the Belgian Staatsblad. The task also taught me what the term stakeholder meant and how one should try to determine them.

3.5. Press Release 121 From time to time the Belgian Public Affairs department writes press releases for their clients. During a meeting with Intrum Justitia it was decided that Interel would write a press release for Intrum Justitia. Since I had already worked for this client, Joris and Inge put me in charge of the press release. Intrum Justitia sent me all the necessary documents regarding their research and the results of it. They also sent me an international press release I could use as a basis for the Belgian press release and some earlier press releases to give me some inspiration.

120 See appendix four for PowerPoint presentation of the briefing. 121 See appendix five for the draft version of the press release and appendix six and seven for the final Dutch and French version of the press release. Appendix eight shows the press clipping of the press release.

47 After I had drafted a Dutch press release, Joris corrected it, and told me that my structure and content were good but that I needed to make the entire press release a bit more dramatic. After these corrections, Joris reread it again and sent it to the client who made their final changes. Intrum Justitia had already contacted three journalists, but Interel had to send the press release to them. After Joris had sent the press release, I did a follow-up, which means that I called the journalists during the morning to see whether they had received the press release and whether they had any questions.

While I was writing the press release, I initially wanted to insert good news. Apparently, journalists are not waiting for good news, and so I had to dramatize the entire text a bit more. At first I didn’t find it easy to write a press release that dealt with more financial information and was therefore a bit more ‘dry’. However, while I was writing the press release, I learned that I like to write that type of press releases, since all the factual information is already present.

3.6. Monitoring Report 122 InBev is a client of Interel who appears often directly or indirectly in the newspapers. The corporate image and the way they appear in the newspapers are of great importance for InBev. In order to keep them updated on how they appear in the papers and to determine new issues, Interel writes every week a monitoring report.

Inge told me what exactly the content of a monitoring report should be. Every Friday she and a French-speaking college collect the relevant articles of that week. Then, they read the articles and briefly summarize them. At the top of the document, they write the relevant topic, which becomes then a summary of the summarized articles. I helped to prepare a few monitoring reports, which where then first read by Inge and later on send to the client. Inge told me my language and summarizing techniques were good, but that I should make the entire report slightly shorter by not separately discussing all the newspapers if the articles were by and large the same. If this was the case, it was better to group the newspapers together.

After InBev announced the news of its take-over bid on Anheuser-Busch, Inge and I scanned the papers daily and wrote daily monitoring reports in English on the whole take-over debate. It was also helpful for us to scan the articles thoroughly, since on this way we were able to help InBev determine a better strategy.

At first I had never imagined that a client like InBev would part with the screening of newspapers. However, while I was preparing the monitoring reports, I noticed that not only InBev’s corporate image was being discussed but also new possible issues were being debated on. By also monitoring the political agenda’s the consultants were able to spot new issues quickly. The writing style of the monitoring report was at first sight a bit strange to me. Apparently InBev wants everything to be very business like and factual and everything has to be translated to English. This was a good opportunity for me to practice my writing skills and my English.

122 See appendix nine for a draft version of a weekly monitoring report and appendix ten for a daily monitoring report on the Anheuser-Busch take-over.

48 3.7. Newsletter 123 InBev finds it important to send regularly an information update to its different stakeholders. In order to inform their stakeholders, they do not only organize events, but they also send newsletters. Since I had already written a newsletter during the course Meertalige Bedrijfscommunicatie in het Engels and since the newsletter had to be written in English, Inge asked me whether I would like to help her with writing the newsletter. During the briefing she handed me the articles and press releases that dealt with the topics I had to write about. She also showed me a few examples of previous newsletters and told me that I had to read those first since the InBev newsletter is a much more factual and businesslike newsletter.

After I had read the previous newsletters, Inge told me that when I was writing the articles I should try to make them sound not too commercial. She didn’t want an article in which InBev would be promoting itself. Before the newsletter was sent to the stakeholders, it had to be corrected by a number of people. Firstly, Inge read my articles and made some changes. Next the newsletter was sent to Joris, who also corrected a few word choices and sentence structures. Finally, the newsletter was sent to InBev and after they had approved it, the newsletter was sent to the list of stakeholders I had prepared.

After writing a commercial newsletter during the courses, I was surprised to see that companies like InBev want a much more factual newsletter that doesn’t promote the company at all. This task mostly taught me to write short factual articles that on the hand confirm the companies efforts and its image and on the other hand don’t sound too commercial.

3.8. Stakeholder mapping If clients have to deal with an issue, it is often necessary that they meet the right persons to make their interest and goals clear. In order to make sure that the clients indeed meet the right persons, Interel does not only write profiles, but they also prepare stakeholder mappings. These mappings can then be used for a large number of activities, for example, when a client wants to organize an event, when they want to execute a zero-measurement, when they are in a crisis situation and they need to communicate, when they want to discuss a number of relevant issues with the obvious person, ….

Leen showed me the template Interel uses for the stakeholder mappings and told me the use and goal of such a mapping. For each client a different mapping has to be made, since each client has different objectives and goals.

During my internship I prepared a number of mappings. Often Anne Laure, Inge or Leen briefed me and told me which organizations, commissions, political cabinets, … needed to be included in the mapping. I developed a certain pattern for preparing a mapping: first, I looked on the Internet to find all the necessary members and names. Then, I looked to see whether I could find already online their

123 See appendix eleven for a draft version of the newsletter and appendix twelve for a final version of the newsletter.

49 contact addresses. If this wasn’t the case, I called the organization and asked whether they could tell me all the contact addresses or either if they could mail them to me. When I had prepared such a mapping for an event, I was also in charge of the follow-up of the event. This means that I had to check regularly whether invitees had already answered. If they would be attending the event, I confirmed their presence in a new sheet. If invitees hadn’t answered before a certain date, I called them to see whether they had received the invitation and/or whether they would be attending the event.

Since a mapping consists of the professional function, professional address and private address, political party where needed, email address, telephone number, … of the different stakeholders, the easiest way to create such a stakeholder mapping is by using excel sheets. While preparing the many mappings, I learned to read a website and where I should look for information or whom I should contact when I didn’t find the needed information online.

3.9. Zero-measurement If a client wants to change or improve its (corporate) communication, it is often necessary to first determine the current image of the company and its communication. This makes it easier afterwards to determine exactly the weak points.

Anne Laure, Laurence and Joris told me in a meeting that they were working on a zero measurement for Securex. The idea was to interview a number of relevant stakeholders, to find out on this way what the current image of Securex is and what the stakeholders think of their communication. Anne Laure and Laurence had already prepared the questions and determined the stakeholders. They asked me whether I could translate the questions in Dutch, prepare a document for the interviews and interview the Dutch stakeholders. Anne Laure first send an email to the stakeholders, in which she explained the project and asked for their participation. Afterwards, I called the secretariat of the invitees to fix an appointment for the interview. On the fixed date I called the participant and interviewed him. After the interview, I wrote down all the answers on the answer sheets, so that Anne Laure could summarize them and present the results together with the possible solutions to the client.

It was interesting for me to try to persuade people to first participate at the interview and afterwards to interview them. I never really minded calling people, but still interviewing someone via the telephone did scare me a little. In order to make sure I was fully prepared, I looked at the questions beforehand thoroughly and I also looked up some additional information. When I telephoned the interviewee I always asked whether it was still possible for them to continue with the interview. Afterwards I also asked them whether they had any questions left. Interviewing someone via the telephone is more difficult than interviewing someone in real life, since facial expressions cannot be used. During the interviews, I learned to develop other ways to express the facial communication.

3.10. Crisis manual Companies need to be prepared for a crisis. This means that when a crisis arrives, they should know already whom they should contact, and what their key messages will be. Interel prepares these

50 key messages and a Q&A, but they also list the persons and organizations that need to be contacted in times of a crisis.

Steven had to prepare a crisis manual for one of his clients and asked me whether I would like to help him with that. First, he scheduled a meeting together with Karolien, who would also help to prepare the crisis manual. Steven explained to us what the necessary elements were, and then divided the work.

Since I did my internship on the BPA department, I was in charge of looking up all the relevant ministers, both on federal level as on local level. Next, I also had to look up the names and contact addresses of local journalists and newspapers, nearby hotels, organizations, companies, … After the deadline; a next meeting was scheduled to see whether any information was still missing.

The first part of this task, looking up the relevant ministers wasn’t so difficult for me since I had already looked up their contact addresses a few times for other clients and tasks. Finding the names and contact addresses of journalists was new for me. At first I called the redaction of the newspaper, but they were often not so keen on passing this information since I couldn’t tell them who I was working for. Still most of them gave me the necessary information and even referred me to a useful website that listed all the information I needed. Most interesting for me was to see what sort of information was needed in a crisis manual.

3.11. In-between tasks Working on the Belgian Public Affairs department means that you can’t be sure what to expect every day. Sometimes, an article appears and the client wants more information on the article, or sometimes the client asks you to gather more information on an organization. Since the consultants didn’t always have time to gather this information themselves, I often looked up this information between the other major tasks I did.

51 Chapter four: Conclusion

1. Introduction In this final chapter, I will discuss what I have learned during my internship both on a professional and on a personal level. Since I applied a number of things I have learned during the different courses I followed in Multilingual Business Communication, I will also refer to how and where the courses came in handy.

2. Professional experience When I look back on the previous year, the first conclusion I can draw is that at the moment I feel ready to enter the labour market. Before studying Multilingual Business Communications and before my internship I definitely didn’t think I had enough knowledge and luggage to enter the labour market.

Before I started my internship, I hadn’t the faintest idea of how hectic a day in a communication agency can be and how flexible consultants have to be. During my internship, it often happened that at the beginning of the week, a consultant presented me with a number of tasks that needed to be finished by the end of the week. At first I thought that a week would be more than enough time to fulfil these tasks. However, very often, a client called and other more urgent tasks had to be fulfilled first.

Clients are often very demanding, and they seem to think from time to time that consultants can perform miracles. I found it very enriching to see how my colleagues tried to find a compromise. Although it must have been hard at times, they never stopped being diplomatic, and taught me at the same time the many different ways of handling a difficult client.

When looking back at the different tasks I fulfilled during my internship, I can say that I have learned how Public Affairs works and what the content of lobbying activities is. I never imagined that consultants would screen newspapers, execute stakeholder mappings, write press releases, organize events, contact the right persons, and so on. Often clients call and demand more information as soon as possible on a certain subject. During my internship, I learned to find quickly the needed information online, but also how to persuade people to give the needed information.

While I was fulfilling my internship, I had the chance of seeing how Interel had to make a few strategic choices and how a team deals with the departure of one of their colleagues. I understand that for the team it wasn’t easy but for me it was a great opportunity to learn how people deal with these announcements on professional level. It further also gave me the opportunity to learn a number of things that otherwise I would never have had the opportunity to learn, such as for example the more administrative aspects of public affairs.

52 3. Personal experience During my internship I learned that I am quite easy to work with and that I enjoy working in a team. Working in a team in a communications agency means that each consultant has a number of clients, and that for certain clients you work together with another consultant. On this way, I was able to work independently but at the same time ask for help when needed.

The different meetings and parties were a great opportunity to see whether I was shy when meeting new people or not. I already knew that at first glance I am not extremely spontaneous, and that I will first wait and see a bit. At the beginning of my internship, I was indeed at first glance a bit shy and quiet. I was sort of observing the team to see how I would fit in. During the garden parties and lunches I learned to meet other consultants, and I learned to be more spontaneous from the first moment. At the birthday party of Interel I was able to meet lots of new people and clients. I experienced that I didn’t find it that difficult to talk in a foreign language. I learned the meaning of networking during these parties and enjoyed it greatly.

Before my internship and before MTB, I hardly dared to speak French since my knowledge of the French language was not good. Since I would like to become more fluently in French, I definitely wanted to do an internship in Brussels. At the beginning of my internship, I was afraid to make phone calls in French. However, it helped when I looked up some difficult words and when I wrote down a few key words. During lunches I often spoke with French-speaking consultants and they all told me I didn’t need to be afraid to make mistakes while speaking French. After a while, whenever I was able, I tried to speak French with Anne Laure and the other consultants. They corrected me when necessary. I still make many mistakes in French, but I am definitely not that afraid any more to speak French.

The many group projects during Multilingual Business Communications taught me that apparently I often volunteer for a task, knowing that I already have a number of tasks to perform. I have a great sense of responsibility, which means that I dare to forget myself and the personal tasks on my to-do list. The group projects also taught me that I won’t easily criticize people and that I love to work in teams. I had never expected that I would also be creative enough to come up with new communications strategies and to receive good comments on them from communication experts and business people.

If there is one lesson my internship and Multilingual Business Communications have taught me it is that I love to work in the fascinating world of corporate communications and more specifically in the field of public affairs, crisis communication and corporate communication. Although it is a tough and very demanding world to work in, the interaction between politics and companies and the interaction between companies and stakeholders captivates me.

53 4. MTB and my internship 4.1. Program Since the program of Multilingual Business Communications hadn’t touched upon the aspect of public affairs, I wasn’t sure what to expect or what sort of things I would be able to use. I sort of dived into the unknown.

After Anne Laure and Leen had explained to me what sort of things they all did for their clients, a number of elements I had learned during MTB came in handy. For example, when Joris, Laurence and Anne Laure asked me whether I would like to help them with the zero-measurement for Securex, I was glad I had already participated in the Sidmar-project. Although the project for Sidmar focused more on their image as an employer, I already knew the background of such a project and it was easier for me to interview the stakeholders.

When I had to write the press release for Intrum Justitia, I used the structure I had learned during the course Bedrijfscommunicatie in het Engels. Although the press release had to focus more on the information without a sensational element, the presented structure during classes was helpful. I knew, for example, already that I had to write a boilerplate, a lead and an interesting headline. Apparently, more recent press releases also summarize the press release in three to four bullet points.

Inge had also studied Multilingual Business Communications and knew therefore that during one of the courses I had already written a newsletter. When she had to write the newsletter for InBev, she asked whether I would like to write some articles since this was an opportunity to put the theory I had learned into practice. During the course Engelse Bedrijfscommunicatie in de praktijk, I had written a commercial newsletter, with lots of colours and pictures. Strangely enough, the newsletter for InBev had to be more businesslike and definitely not commercial. Still, my commercial newsletter was useful: it helped me to write short articles, that told all the necessary information but nothing more. It also helped to write articles that didn’t sound too commercial but still were attractive to read. Just like during the courses, the importance of attractive and seductive headlines became obvious again.

My knowledge of Excel had been updated during the many projects. This was helpful for when I was preparing the stakeholder mappings. During different courses, the use of PowerPoint presentation was also touched upon and definitely helped me during my internship when I had to prepare some presentations. The different creative solutions me and my group members came up with for solving certain problems, stimulated my creative thinking and also helped me at Interel to come up with solutions for problems that arose.

Finally, the different French courses were very useful for me: not only did they improve my French, they also optimized my knowledge of business French such as making phone calls, writing emails, newsletters and internal memo’s.

54 4.2. Insight on MTB One of the main reasons why I choose to study Multilingual Business Communications, was that I definitely wanted to start my professional career in the trade industry, but I hadn’t enough luggage to enter this industry. While I was looking for a postgraduate education, it was important for me that one of the courses would be French.

The program of Multilingual Business Communications offered most of the things I was looking for in an ideal combination: theoretical courses alternated with guest lectures and projects for companies. The many guest lectures taught me that the field of Communications has many different subdivisions such as advertising, internal communication, public relations, public affairs, ... It was refreshing to hear a professional talk about his profession, besides the many different theoretical classes we followed. The many visits to different companies gave me an insight on how enterprises from different economic sectors try to communicate both to their employers and to their stakeholders. I greatly enjoyed the different projects I helped to realise for different companies. By discussing the project with the company itself, I did not only received an insight on how companies work but also how sometimes due to personal reasons, budgetary reasons or the company’s policy a number of solutions cannot be executed.

Although Multilingual Business Communications isn’t an easy year, it gave me an insight on the business world but also taught me a few things about myself. I learned my weaknesses and how to work in a group, but I also learned what my strengths are and how solutions can appear sometimes at the least expected moment.

4.3. Improvement Multilingual Business Communications was for me the ideal completion of my career at the university. After studying Germanic Languages, I felt I was missing sufficient background on business life and Multilingual Business Communications offers this. However, I did find it a bit disappointing that the program doesn’t focus on all aspects of business communications.

I came in touch with Public Affairs and lobbying via Inge Staelens on the panel evening. It is a bit a pity that there is for example no guest lecture on lobbying activities or public affairs activities. I sometimes had the feeling that certain branches of communication, such as advertising, were more focused upon than others, such as for example crisis communication or public affairs.

A final point of critic is the main project the students had to execute. It was informative to start the entire project from nothing and in the end to receive good critics to the proposed solutions. However, the groups were a bit too large to work efficiently and to divide the work equally. It was also a bit difficult for our group to find enough participants for our enquiry: first of all because we needed the cooperation from other universities and academies, but also because another group had the exact same target group as our group.

55 Bibliography

1. Articles • Bulcke, “Europa wil meer inzicht bieden in financiers van lobbyindustrie”, in De Standaard (8 mei 2008). • DSL, “Europees Parlement wil verplicht register voor lobbyisten”, in De Standaard (8 mei 2008). • Hens, Tine, “Relaties. Maatschappij. Jongleren met macht en geld” in De Standaard (28 juli 2004).(http://www.standaard.be/Artikel/Detail.aspx?artikelId=GJU7LKIU&word=jongleren+ met+macht+en+geld) (28 juni 2008). • Marcilly, Charles de, “L’eurovillage va enfin avoir sa table des lois pour les lobbyistes”, in La Libre Belgique (26 mei 2008). • Michiels, Filip, “’Je vertelt beter meteen voor wie je lobbyt”, in Vacature (dossier De 15.000 souffleurs van Europa. Lobbyisten in Brussel: charlatans of tovenaars. (17 mei 2008). • Minder, Raphael, “Nieuwe regels voor het machtspel” in De Standaard (20 september 2004). (http://www.standaard.be/Artikel/Detail.aspx?artikelId=GKO8SR0U&word=nieuwe+regels+v oor+het+machtsspel) (28 juni 2008). • Schoofs, Nico, “De mist rond de Europese Lobbyist”, in Vacature (dossier De 15.000 souffleurs van Europa. Lobbyisten in Brussel: charlatans of tovenaars. 17 mei 2008). • X, “Europees Parlement wil verplicht register voor lobbyisten”, in De Morgen (27 mei 2008). • X, “Commissie Europees Parlement wil strengere regels voor lobbyisten”, in De Standaard (2 april 2008). • X, “Lobbyschandalen treffen McCain”, in De Standaard (27 mei 2008).

2. Books • Claeys, Paul; Gobin, Corinne; Smets, Isabelle & Pascaline Winand (eds.), Lobbyisme, pluralisme et intégration européenne . Bruxelles, 1998. • Farnel, Frank J., Le Lobbying: stratégies et techniques d’intervention . Paris, 1994. • Gardner, James N., Effective lobbying in the European Community. Deventer, 1991. • Greenwood, Justin, Representing interests in the European Union . New York, 1997. • Grant, Wyn, Pressure Groups and the European Community: an overview , in Mazey, Sonia & Richardson, Jeremy (ed.), Lobbying in the European Community. Oxford, 1993, 27-46. • Harris, Charles Phillip, Lobbying and Public Affairs in the UK: the relationship to political marketing. Manchester, 1999. (http://eprints.otago.ac.nz/378/1/HarrisCPmin.pdf) • Hull, Robert, Lobbying Brussels: a view from within , in Mazey, Sonia & Richardson, Jeremy (ed.), Lobbying in the European Community. Oxford, 1993, 82-92. • Lane, Edgar, Lobbying and the law . Berkeley, 1964. • Ornstein, Norman J. & Shirley Elder, Interest Group, lobbying and policymaking . Washington, 1978. • Pedler, Robin & Rinus Van Schendelen (eds.), Lobbying the European Union. Unions, companies, trade associations and issue groups . Aldershot, 1994. • Pedler, Robin (ed.), European Union Lobbying. Changes in the arena . Palgrave, 2002. • Randall, Heather, Business Guide to lobbying in the EU. London, 1996. • Sluiter, Peter, Dwars door het doolhof. Lobbyen in Brussel. Amsterdam, 1996.

56 • X, Lobbying in the European Union. London, 2005. • Van Schendelen, Rinus, Machiavelli in Brussels . Amsterdam, 2002.

3. Presentations • Agoria, PowerPoint presentation given by Interel. • Offered services of Public Affairs, presentation given by Joris Bulteel. • The EU in Brussels, presentation given by Lucyana Gutman-Grauer.

4. websites • Akkanto: http://www.akkanto.com (visited on 25/06/2008). • Alter-eu: http://www.alter-eu.org (visited on 28/06/2008). • Delhaize: http://www.delhaize.be (visited on 02/07/2008). • Epaca: http://www.epaca.org (visited on 28/06/2008). • Eureporter: http://www.eureporter.co.uk (visited on 27/06/2008). • European Parliament: http://www.europarliament.net (visited on 28/06/2008). • Dossier Europarl: http://www.europarl.europa.eu/news/public/focus_page/008-26498-168- 06-25-901-20080414FCS26495-16-06-2008-2008/default_nl.htm (visited on 28/06/2008). • Dossier Europarl: http://www.europarl.europa.eu/news/public/focus_page/008-26498-168- 06-25-901-20080414FCS26495-16-06-2008-2008/default_p001c001_nl.htm (visited on 28/06/2008). • Dossier Europarl: http://www.europarl.europa.eu/news/public/focus_page/008-26498-168- 06-25-901-20080414FCS26495-16-06-2008-2008/default_p001c002_nl.htm (visited on 28/06/2008). • Dossier Europarl: http://www.europarl.europa.eu/news/public/focus_page/008-26498-168- 06-25-901-20080414FCS26495-16-06-2008-2008/default_p001c003_nl.htm (visited on 28/06/2008). • Dossier Europarl: http://www.europarl.europa.eu/news/public/focus_page/008-26498-168- 06-25-901-20080414FCS26495-16-06-2008-2008/default_p001c004_nl.htm (visited on 28/06/2008). • Dossier Europarl: http://www.europarl.europa.eu/news/public/focus_page/008-26498-168- 06-25-901-20080414FCS26495-16-06-2008-2008/default_p001c005_nl.htm (visited on 28/06/2008). • Hill & Knowlton: http://www.hillandknowlton.be (visited on 25/06/2008). • InBev: http://www.inbev.be (visited on 02/07/2008). • Interel: http://www.interel.eu (visited on 25/06/2008). • Intrum Justitia: http://www.intrum.be (visited on 02/07/2008). • Kallas, Siim, Lobbying: What Europe can learn from the US , speech given on 18 September 2007 ( http://ec.europa.eu/commission_barroso/kallas/transparency_nl.htm ) (visited on 28/06/2008). • Nike: http://www.nike.com (visited on 02/07/2008). • Pleon: http://www.pleon.be (visited on 25/06/2008). • PorterNovelli: http://www.porternovelli.com (visited on 25/06/2008). • ProgressiveMedia: http://www.progressivemedia.be (visited on 25/06/2008).

57 • Seap: http://www.seap.be (visited on 28/06/2008). • American Senate: http://www.senate.gov/legislative/Lobbying/Lobby_Disclosure_Act/TOC.htm (visited on 28/06/2008). • T-Power: http://www.tessenderlogroup.com (visited on 02/07/2008). • Wikipedia: http://en.wikipedia.org/wiki/Lobbying (visited on 28/06/2008).

58

Appendixes

59 Table of contents Appendix one: PowerPoint Presentation Belgium for dummies Appendix two: Weekly Press Report T-Power Appendix three: Profile Vincent van Quickenborne Appendix four: PowerPoint Presentation Briefing SCA Appendix five: Press Release Intrum Justitia – draft version Appendix six: Press Release Intrum Justitia – final version NL Appendix seven: Press Release Intrum Justitia – final version FR Appendix eight: Press Clipping Intrum Justitia Appendix nine: Monitoring Report InBev- draft version Appendix ten: Monitoring Report InBev – Takeover Anheuser Busch Appendix eleven: Newsletter InBev – draft version Appendix twelve: Newsletter InBev – definite version

60 8/2/2008

Belgium for dummies Table of content

Introduction

State Structure Prepared for Interel Politics Society

Economy/Marketing 28 mei 2008

Media

2.08.08 Page 1 2.08.08 Page 2

FACTSHEET BELGIUM Short State History

• Belgium is a Constitutional Monarchy • 1830: Belgian Revolution • Head of State : King Albert II • 1898: French and Dutch are both official languages • Inhabitants : 10 548 534 • 1918: Universal suffrage for men • 1948: Universal suffrage also for women • Capital : Brussels • 1962: Linguistic border is fixed • National Day : 21 July • 1980: Creation of regions & communities (except. Brussels) • Official languages : Dutch, French, German • 1993: Constitution states: Belgium is federal state • GDP : 288.09 billion € • National Product : • Host of European Parliament, European Commission, Committee of Regions, NATO

Belgium is a young (federal) state

2.08.08 Page 3 2.08.08 Page 4

Belgium: geographically Belgium: Complex Society

Advantages :

•Heart of Europe •“miniEurope” : test – market •At the boarders of different cultures

Disadvantages :

•Internal frictions •Misunderstandings

Translation: Ilegal! All right, we assumed shey said “a Walloon”

2.08.08 Page 5 2.08.08 Page 6

1 8/2/2008

Belgium: Complex Society Belgium: Complex Society

Translation: We are sorry but the Flemish are not in the intellectuel state to allow a frenchspeaking Prime Minister

2.08.08 Page 7 2.08.08 Page 8

Belgium: Complex Society Complex Society:

• Limited Belgium identity: common mistakes – Certain sports figures – Events (e.g. death of King Boudewijn) – Buildings • Difference between Fleming, Walloon, Frenchspeaking Belgian and people from Brussels • A Fleming is NOT a Dutchman • A Frenchspeaking Belgian is NOT a Frenchman • A Frenchspeaking inhabitant of Brussels is NOT a Walloon • People of Brussels are nor Fleming, nor Walloon

2.08.08 Page 9 2.08.08 Page 10

Different Public Opinions Different Public Opinions

Greatest Belgian top ten French- Greatest Belgian top ten Flemish speaking community community • Jacques Brel • Pater Damiaan • Koning Boudewijn • Paul Janssen • Pater Damiaan • Eddy Merckx • Eddy Merckx • Ambiorix • Zuster Emanuelle • Adolf Daens • José Van Dam • Andreas Vesalius • Benoît Poelvoorde • Jacques Brel • Hergé • Gerardus Mercator • René Magritte • Peter Paul Rubens • Georges Simenon • Hendrik Conscience

we have to convince a Flemish-speaker but we have to seduce a French-speaker

2.08.08 Page 11 2.08.08 Page 12

2 8/2/2008

Table of content Federal State Structure

Introduction • Belgian is a Federal State: power is divided among – 1 Federal State State Structure – 3 Region s • Flanders Politics • Wallonia • Brussels – 3 Communities Society • Flemishspeaking community • Frenchspeaking community Economy/Marketing • Germanspeaking community – Voting : compulsory at the age of 18

Media

2.08.08 Page 13 2.08.08 Page 14

Federal Government Structure Regions

• Coalition – double balance • parties + linguistic groups • 3 Regions based on geography • One Prime Minister Flemish Region (capital Brussels) • 6 million inhabitants • Deputy Prime Ministers Walloon Region (capital Namur) • one per party in the coalition (in prinicpal) • 3,4 million inhabitants Brussels Region (capital Brussels) • Ministers and State Secretaries • 1 million inhabitants • Competences of the Federal State • Exclusive : Finance, Justice, Currency, Police, Foreign Affairs, Defence, Social Security • Competences of the Regions : related to territory • Shared (with Regions/communities): Economy, Foreign Trade, Home Affairs, – Space planning, urbanism, environment, financing of cities, infrastructure, transport, Transport agriculture, …

• Decision-making bodies – Parliament (elected every 5 years – last election in 2004) – Government (usually a coalition) 2.08.08 Page 15 2.08.08 Page 16

Structure Communities Geographical Structure

• 10 Provinces • 3 Communities based on language – Gouvernor (nominated) Flemishspeaking community • Communities: • From Flanders – Mayor = Bourgmestre • From Brussels (elected) – Alderman = Echevin Frenchspeaking community (elected) • From Wallonia • Main cities: • From Brussels – Brussel/Bruxelles – Brugge Germanspeaking community – Gent • From Wallonia – Antwerpen – Hasselt – Leuven • Competences of the Communities : related to persons – Liège – Culture, language, education, media, youth, tourism, professional – Wavre education, health, … – Mons • Decision-making bodies – Namur – Parliament (elected every 5 years – last election in 2004) – Arlon – Government (usually a coalition)

2.08.08 Page 17 2.08.08 Page 18

3 8/2/2008

State Structure State Structure

• Legislative power of Federal Parliament dimishes: • Main Federal Decision-making bodies – More and more drafts of law are submitted by the government – Legislative power: Parliament (Chamber + Senate) • Representatives elected for 4 years (last election in 2007) • Belgian phenomenon: cabinets • The Chamber concentrates most of the legislative power – Each Prime Minister, ViceMinister, Minister and Secretary of • The Senate’s mission is currently ‘under review’
US model? State has a cabinet – Each cabinet consists of a large number of experts and co – Executive power : Federal government workers • Coalition – double balance : parties + linguistic groups • One Prime Minister • Deputy Prime Ministers : one per party in the coalition • Ministers (max. 15 and equally divided) and State Secretaries

2.08.08 Page 19 2.08.08 Page 20

State Structure State Structure

• Competences of the Federal State • The federal state, the regions and the communities are democratic organisations. All policy levels have: – Exclusive competences : Finance, Justice, Currency, Police, – A parliament Foreign Affairs, Defence, Social Security • Sovereign decision making power • Legislative power – Shared competences (with Regions/Communities): Economy, – A government Foreign Trade, Home Affairs, Transport, Public Health, • Ministers and State secretaries Employment • Executive power • Is answerable to the parliament • Is responsible for the organisation and the working of public offices

2.08.08 Page 21 2.08.08 Page 22

Political Parties State Structure

Left wing Right wing – Each region or community is largely independent and autonomous from the federal State and other regions/communities – Geographical overlap between communities and regions Flemish parties – The Flemish Region & Community have merged and only have one Parliament and one government => Consequence: Belgium has 6 parliaments and 6 governments, each with important decision-making French parties powers and autonomy

CD&V: Flemish christian democrats Groen!: Flemish greens NVA: Flemish nationalists Ecolo: Frenchspeaking greens OpenVLD: Flemish liberals Important remark: there is no hierarchy among federal state institutions Sp.a: Flemish socialists MR: Frenchspeaking socialists liberals and state institutions. They function as pilars next to each other ! PS: Frenchspeaking socialists Vlaams Belang : Flemish extreme right cdH: Frenchspeaking christian democrats FN : Frenchspeaking extreme right 2.08.08 Page 23 2.08.08 Page 24

4 8/2/2008

Political Parties: presidents Political Parties: presidents

Elio Di Rupo Mieke Vogels Bart Somers

Isabelle Durant + JeanMichel Javaux

JeanMarie Caroline Gennez Dedecker Joëlle Milquet

Marianne Thyssen Bart De Wever Didier Reynders

Bruno Valkeniers Daniel Féret

2.08.08 Page 25 2.08.08 Page 26

Political Parties Current Situation on Federal Level • Coalition between 5 parties • Importance of political parties: (nonsymmetric) Together, these five parties – Particratie have a majority in the – Flemish liberals, christian democrats Parliament and within each – Legislative power is in the hands of political parties linguistic group of MP’s – Presidents of political parties have tremendous influence and power – Frenchspeaking liberals, socialists, – Most of them have a study service christian democrats – Political parties are financed by the State: funding is not allowed!

• Federal government – Prime Minister: Yves Leterme (CD&V) – 5 Deputy Prime Ministers (one per party in the coalition) – 15 Ministers 2.08.08 Page 27 2.08.08– 7 State Secretaries (deputies to Ministers) Page 28

FEDERAL CORE CABINET Federal Core Cabinet

• Importance of the ‘Core cabinet’ – Prime Minister + Deputy PMs – Double balance (language/party)

Yves Leterme – Deciding by consensus CD&V – Continuous tradeoff between parties – Decisions are then formally backed by the Council of Ministers

Laurette Jo Vandeurzen Patrick Dewael Didier Reynders Joëlle Milquet Onkelinx CD&V OpenVld MR cdH • Extremely strong role of the Government PS – Important initiatives come from the government – Parliament usually support the government’s initiatives and decisions

2.08.08 Page 29 2.08.08 Page 30

5 8/2/2008

FEDERAL MINISTERS FEDERAL MINISTERS

Patrick Dewael - OpenVld Minister of Justice and Institutional Reform Inge Vervotte – CD&V Minister of Public Affairs and Public Enterprises Jo Vandeurzen – CD&V Minister of Interior Pieter De Crem – CD&V Minister of Defense Didier Reynders - MR Minister of Finance and Institutional Reform Karel De Gucht - OpenVld Minister Foreign Affairs

2.08.08 Page 31 2.08.08 Page 32

FEDERAL MINISTERS FEDERAL MINISTERS

Annemie Turtelboom - OpenVld Sabine Laruelle - MR Minister of Asulym and Migration Minister of SME’s, Self-Employed, Science Policy and Agriculture

Vincent Van Quickenborne - OpenVld Marie Arena - PS Minister of Entrepreneurship and Simplification Minister of Pension, Social Integration and Big Cities

Charles Michel - MR Paul Magnette - PS Minister of Development cooperation Minister of Climate and Energy

2.08.08 Page 33 2.08.08 Page 34

Federal Ministers SECRETARIES OF STATE

Laurette Onkelinx - PS Etienne Schouppe Minister of Social Affairs and Public Health Secretary of State - Mobility

Carl Devlies Joëlle Milquet - cdH Secretary of State – Anti-fraud Coordination Minister of Work and Equal Opportunities Olivier Chastel Secretary of State – Preperation of Belgian EU Presidency in 2010

2.08.08 Page 35 2.08.08 Page 36

6 8/2/2008

SECRETARIES OF STATE SECRETARIES OF STATE

Jean-Marc Delizée Bernard Clerfayt Secretary of State – Combating poverty State Secretary to the Minister of Finance

Melchior Wathelet Julie Fernandez-Fernandez Secretary of State – Budget and family policy Secretary of State – People with a handicap

2.08.08 Page 37 2.08.08 Page 38

Cordon Sanitaire Cordon Sanitaire What? • • Short history – Unwritten agreement : no political party will close political – 10 May 1989: current political Flemish parties (CVP, sp, PVV, agreements or policy agreements with Vlaams Belang VU, Agalev) agree on cordon sanitaire against Vlaams Belang – Applicable on – 26 June 1989: VUpresident Jaak Gabriëls violates cordon • national/federal level sanitaire • local level – 19 November 1992: new cordon sanitaire is signed • Elections – October 2006: Cordon Sanitaire is for the first time broken on local level • Why? – 2008: Cordon Sanitaire still exists on national/federal level – Other parties do not want to be associated with the ideology of the Vlaams Belang – Enormous pressure from Frenchspeaking parties

2.08.08 Page 39 2.08.08 Page 40

Belgian Governments Belgian Prime Ministers

Source: Wikipedia Source: Wikipedia

2.08.08 Page 41 2.08.08 Page 42

7 8/2/2008

Important political Important political concepts concepts • Package deals: • Waffle iron politics – Method of reaching political consensus – Method of budgeting in Belgium (before 1993) – Number of dossiers are grouped together • Money of public works – Indulgences are made in a number of dossiers and demands are • Disappeared around 1988 (after third state reform) fulfilled in others • For each project in Wallonia, Flanders has to spent as much money on a comparable project and vice versa ⇒ Important to always look at the entire dossiers and not to • On this way money was equally divided among Flemish and issues separately Walloon party • Famous examples: rail investments, order of 100 trams where actually 50 for Flanders and 30 for Wallonia would have been sufficient

2.08.08 Page 43 2.08.08 Page 44

Flemish Government CORE CABINET FLEMISH GOVERNMENT • Coalition between 3 parties – Christiandemocrats (CD&V) + Nationalists (NVA) – Liberals (OpenVLD) – Socialists (Sp.a) • Opposition : ecologists, extremeright (strong) Kris Peeters – CD&V

• Flemish government – MinisterPresident: Kris Peeters (CD&V) – 9 Ministers – Very strong Flemish government dealing at the same time with communautary and Dirk Van Mechelen - OpenVld Frank Vandenbroucke – Sp.a. regional competences (vast array)

2.08.08 Page 45 2.08.08 Page 46

FLEMISH MINISTERS Flemish Ministers

Kris Peeters – CD&V Bert Anciaux – Vl. Pro. Minister-President and Minister of Institutional Reforms, Harbors, Agriculture, Fishing and Countryside Minister of Culture, Youth, Sport and Brussels policy

Dirk van Mechelen - OpenVld Kathleen van Brempt – Sp.a. Vice-Minister President and Minister of Finance and Minister of Mobility, Social Economy and Equal Chances Budget, Environmental spacing

Steven Vanackere – CD&V Frank VandenBroucke – Sp.a. Minister of Welfare, National Health and Family Vice-Minister President and Minister of Work, Education and Formation

2.08.08 Page 47 2.08.08 Page 48

8 8/2/2008

Flemish Ministers Flemish Ministers

Geert Bourgeois – NVA Minister of Policy affairs, Foreign Policy, Media and Tourism Patricia Ceysens - OpenVld Minister of Economy, Entrepreneurship, Science and Innovation

Hilde Crevits – CD&V Minister of Public Works, Energy, Environment and Nature Marino Keulen - OpenVld Minister of Internal Affairs, Cities Policy, Living and Integration

2.08.08 Page 49 2.08.08 Page 50

Flemish Parliament WALLOON GOVERNMENT

– 124 members of parliament • Coalition between • 118 via direct vote (every 5 years) + 6 members of the parliament of the Brussels Capital Region – Socialists (PS) – Seat repartition – Christiandemocrats (cdH) • ChristianDemocrats (29) • Extreme right (32) Opposition : liberals, ecologists and extremeright • Flemish nationalists (6) • • Greens (6) • Liberals (24) • Socialists (25) Walloon government • Independent (1) • • Frenchspeaking (1) – MinisterPresident: Rudy Demotte (PS) – 8 Ministers of which 3 are members of the government of the Frenchspeaking community

2.08.08 Page 51 2.08.08 Page 52

CORE CABINET WALLOON WALLOON MINISTERS GOVERNMENT André Antoine - cdH Vice-President and Minister of Lodgings, Transport, Territorial Development

Michel Daerden - PS Rudy Demotte - PS Vice-President and Minister of Budget, Finances and Equipement

Marc Tarabella - PS Minister of Education

André Antoine - cdH Michel Daerden - PS

2.08.08 Page 53 2.08.08 Page 54

9 8/2/2008

WALLOON MINISTERS WALLOON MINISTERS

Philippe Courard - PS Minister of Internal Affairs, Public Function Benoit Lutgen - cdH Minister of Health, Social Action, Equal Chances Marie Dominique Simonet - cdH Minister of Research, Technology development, relations Didier Donfut - PS Minister of Agriculture, Countryside, Environment and Jean-Claude Marcourt - PS tourism Minister of Economy, Work, External Trade, Patrimonium

2.08.08 Page 55 2.08.08 Page 56

Walloon Parliament BRUSSELS GOVERNMENT • Coalition between – Socialists (PS + Sp.a) – 75 members of parliament – Christiandemocrats (cdH + CD&V) • elected via direct vote (every 5 years) – Frenchspeaking Ecologists (Ecolo) – Seat repartition – Dutchspeaking liberals (OpenVLD) • Socialists (34) • Liberals (20) • ChristianDemocrats (14) • Opposition : Frenchspeaking liberals and extremeright • Extreme right (4) • Green party (3) • Brussels government – MinisterPresident: Charles Picqué (PS) – 4 Ministers + 3 State Secretaries – The Brussels Region suffers from a lack of financial resources and struggles at imposing its existence to the other regions

2.08.08 Page 57 2.08.08 Page 58

BRUSSELS MINISTERS BRUSSELS MINISTERS

Charles Picqué - PS Minister-President Pascal Smet – Sp.a. Minister of Mobility and Public Works Guy Vanhengel - OpenVld Minister of Finance, Budget, External Relations, Regional Informatics Evelyne Huytebroeck - Ecolo Benoit Cerexhe - cdH Minister of Environment, Energy and Water Policy Minister of Work, Economy, Scientific Research, Firefighting and Urgent Medical Help

2.08.08 Page 59 2.08.08 Page 60

10 8/2/2008

Brussels Parliament FRENCH COMMUNITY GOVERNMENT • Brussels Parliament – 89 members • Coalition between • Elected via direct vote every 5 years – Socialists (PS) – Seat repartition: – Christiandemocrats (cdH) FR (72) NL (17) Socialists (25) Extreme-right (6) • Opposition : liberals and ecologists Liberals (24) Liberals (4) Christian-democrats (10) Socialists (3) Green party (7) Christian-democrats (3) • French community’s government Extreme-right (4) Green party (1) – MinisterPresident: Rudy Demotte (PS) Independent (2) – 6 Ministers – 3 ministers of the Frenchspeaking community are also ministers of the Walloon Region

2.08.08 Page 61 2.08.08 Page 62

CORE CABINET FRENCH COMMUNITY MINISTERS Marie Dominique Simonet - cdH Vice-Minister and Minister of Higher Education, Scientific research, International Relations Rudy Demotte - PS Michel Daerden - PS Vice-President and Minister of Budget, Finances, Public Functions and Sport

Christian Dupont - PS Dominique Simonet - cdH Michel Daerden - PS Minister of Education

2.08.08 Page 63 2.08.08 Page 64

FRENCH COMMUNITY GERMAN COMMUNITY MINISTERS GOVERNMENT • Coalition between Fadila Laanan - PS – Socialists (PS) Minister of Culture and Audivosial aspects – Liberals (PFF) – Regionalist party (PJU PDB)

Catherine Fonck - cdH • Opposition : Christiandemocrats (CSP) and ecologists Minister of Youth and Health

• German community’s government Marc Tarabella - PS – MinisterPresident: KarlHeinz Lambertz Minister of Youth and Social Education – 4 Ministers

2.08.08 Page 65 2.08.08 Page 66

11 8/2/2008

German Community German Community Government Govermnent

Olivier Paasch – PJU-PDB Karl-Heinz Lambertz - PS Minister of Education and scientific research Minister-President, Minister of local affairs

Isabelle Weykmans - PFF Bernd Gentges - PFF Minister of Culture, Media, preservations of Vice-Minister-President for Education, Social Affairs monuments, Youth and Sport and Tourism

2.08.08 Page 67 2.08.08 Page 68

German Parliament Table of content

Introduction – 25 seats • Elected via vote every 5 years (last elections 2004) State Structure – Seat repartition • 8 CSP Politics • 5 PFF • 2 Ecolo • 5 SP Society • 3 PJUPDB • 2 Vivant Economy/Marketing

Media

2.08.08 Page 69 2.08.08 Page 70

Composition Society Families in Belgium • Belgian population: 10.296.350 – 2.775.667 families, • Belgian society – Average 2,35 persons – Importance of the Babyboom generation – Most frequent households: married couples with kids: 36,8% (18% • Mushroom structure with 2 children, 8,8% with 3 children), married couples without – Largest group: 20 – 64 years children: 35,1% – Most foreigners (932.161 ) are from • The Netherlands • Evolution family structure: • Italy – Less marriages (4%) more divorces (+4,5%) • Morocco • More fathers with children: +7,6% (5,1% in total) • Turkey • Spain • More mothers with children: +2,7% (14,5% in total) • Living alone : 32%

• More & more residences in Belgium (+7,5%)

Source: FOD Economy

2.08.08 Page 71 2.08.08 Page 72

12 8/2/2008

Housing in Belgium Standard of living

• “Belgians have a brick in their stomach” • 96.3% of the families own a television – About 90% of all Belgian families live in a house • 20,1% of the families own two cars in 2001 – 84% own their own house – Flemish families have bigger houses than Frenchspeaking • 85.7% of the families own a mobile phone families: • 79.3% of the families have a microwave, video recorder • General surface of a Dutch home: 206 m² or dvdplayer, cable television, … • General surface of a Frenchspeaking home: 153 m² • More and more Belgians own a second home in Belgium => high standard of living in Belgium and / or abroad

Source: FOD Economy

2.08.08 Page 73 2.08.08 Page 74

Average Belgian Quality of Life in Belgium •Belgians are stereotyped as being: •Moderate •modest •Hard workers •Bourgondiers • Abroad they are best known for: •Beer •French fries •Chocolate

http://www.berlinpartner.de/fileadmin/chefredaktion/documents/pdf_Presse/ECRF_official_magazine_results.pdf

2.08.08 Page 75 2.08.08 Page 76

Belgium is not a country, it is a club! • Nobility – Order of Malta, Order of the Holly Grave, Order of the Golden Fleece • Lodge • Businessclubs – Vlerick Boys, VMA, Club de Warande, Cercle Lorraine/Club van Lotharingen, Club Gauloise, Solvay Alumni

⇒ Everything is interconnected! ⇒ Informal contacts and interpersonal relationships are important!

http://www.berlinpartner.de/fileadmin/chefredaktion/documents/pdf_Presse/ECRF_official_magazine_results.pdf

2.08.08 Page 77 2.08.08 Page 78

13 8/2/2008

Verzuiling Verzuiling

Christian Socialist Liberal Greens Democrat Flemish •Christelijke mutualiteit •Sp.a. • VLD Catholic • What? •KUL •ABVV •ACLVB •Gasthuisberg Leuven •Socialist •Liberale – The phenomenon that a society is divided into strictly separated •AVC mutualiteiten Mutualiteit •De Standaard •De Morgen •Het Laatste life and world views classifications. This separation is visible in •Davidsfonds •Vermeylenfonds Nieuws every aspect of the social life. •Ugent •Het Willemfonds • Importance? Lay – Political parties dominated every aspect of social life in Belgium French - Catholic (education, economy, organisations, …) speaking • Decline? •Secure Lay – Other political parties are also starting to dominate the field •ULB • Hôpital Saint – Power of pilars is no longer dominant on middle field, education Luc •CGSLB and public opinion •Le Soir

2.08.08 Page 79 2.08.08 Page 80

Verzuiling Verzuiling

• Catholic wing • Liberal Wing – Political party: Cd&V, cdH – Political party: OpenVld, MR

– Middle field: ACV – Middle field: ACLVB, Liberale Mutualiteit, CGSLB

– Education: Christian schools, KUL – Education: Ugent, ULB, state education

– Public Opinion: Davidsfonds, De Standaard, Gasthuisberg – Public Opinion: Het Willemfonds, Het Laatste Nieuws, Le Soir Leuven

2.08.08 Page 81 2.08.08 Page 82

Verzuiling Social Consultation: Definition • Social Wing • The result of consultation systems between employers, employees and (in some cases) the government – Political party: Sp.a.

– Middle field: ABVV

Employers – Public Opinion: De Morgen, Vermeylenfonds Employees

Governme nt

Social Consultation

2.08.08 Page 83 2.08.08 Page 84

14 8/2/2008

Social Consultation: The employers Definition organisations • Social Partners: employers organisations and labour • Goal: to look after the economic and social interests of unions the employers • Collective industrial relation: the sum of relations • Most important organisations: between social partners • Equal Management: the social partners are involved in the management of institutions (RSZ, RIZIV, RVA, Fonds voor Beroepsziekten, …)

2.08.08 Page 85 2.08.08 Page 86

Syndicalism in Belgium Belgian consensus model

Parity committees per sector • High degree of syndicalism = = amount of unionists/ amount of employers Christian union employers + employees • Pluralistic syndicalism • Umbrella organisation • Industrial type of organisations Collective Labour Agreement (CCT/CAO) • No formal juridical statute Socialist union • Level of membership is 60 % • Key role in social dialogue • Payment of unemployment Liberal union compensation • Hot topic : purchasing power

2.08.08 Page 87 2.08.08Source: http://www.diplomatie.be/en/belgium/belgiumdetail.asp?TEXTID=49019 Page 88

Employers organisations Consumer organisations

• FEB-VBO • OIVO-CRIOC – Federation of Enterprises in Belgium – Research and information centre of consumer organisations – National organisation – Unions, family/women’s organisations

• VOKA – Flemish Chambers of Commerce

• UWE – Union of Walloon Enterprises • Test-Aankoop/Test-Achats – Independent consumer organisation • BECI – Major opinion leader – Brussels Enterprises Commerce and Industry

• FEDIS – Federation of retailers (IKEA is a member) – National organisation 2.08.08 Page 89 2.08.08 Page 90

15 8/2/2008

Paying of wages Table of content

Introduction • How are wages paid in Belgium?

State Structure Gross income (agreement between employer and employee) − Social security contributions: 13.07% (pensions contributions, family allowance, obliged medical insurance, unemployment benefit) Politics ______Taxable gross income Society − Advance tax payment ______Economy/Marketing Nett salary

Employees also pay social security contributions for their Media employers (24.79%)

2.08.08 Page 91 2.08.08 Page 92

Economy Economics

• Most important trade partners – Germany – France – The Netherlands – United Kingdom •Employment : – United States •75% in services sector •25 % in industry • Most important export products •1 % in agriculture – Machinery and equipment •SME-country : – Chemical products •83% of Belgian companies have less than 10 employees – Diamants • 97% of Belgian companies employ less than – Metal products 50 people – Foods

Source: http://www.diplomatie.be/en/belgium/belgiumdetail.asp?TEXTID=49019 2.08.08 Page 93 2.08.08 Page 94

Economics: Export Economics Import

2.08.08 Page 95 2.08.08 Page 96

16 8/2/2008

Most important investment partners

http://www.ey.com/Global/assets.nsf/Belgium_D/Barometer_Belgische_Attractiviteit_2008/$file/BarometerBelgischeAttractiviteit200 http://www.ey.com/Global/assets.nsf/Belgium_D/Barometer_Belgische_Attractiviteit_2008/$file/BarometerBelgischeAttractivi 8.pdf teit2008.pdf2.08.08 Page 97 2.08.08 Page 98

Promotion Campaign

• Campaign to promote Belgium abroad (www.invest.belgium.be )

http://www.ey.com/Global/assets.nsf/Belgium_D/Barometer_Belgische_Attractiviteit_2008/$file/BarometerBelgischeAttractiviteit20 08.pdf2.08.08 Page 99 2.08.08 Page 100

http://www.ey.com/Global/assets.nsf/Belgium_D/Barometer_Belgische_Attractiviteit_2008/$file/BarometerBelgischeAttractiviteit200 http://www.ey.com/Global/assets.nsf/Belgium_D/Barometer_Belgische_Attractiviteit_2008/$file/BarometerBelgischeAttractiviteit20 8.pdf 08.pdf 2.08.08 Page 101 2.08.08 Page 102

17 8/2/2008

Economy – Bel 20 companies Economy - regions

Evolution of unemployment in Belgium 600000

500000

400000

300000 Brussels Region Walloon Region Flemish Region 200000

100000

0 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 ------jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan jan

2.08.08 Page 103 2.08.08 Source: http://www.statbel.fgov.be/port/lab_nl.asp#A06 Page 104

Economy: Unemployment Collective Dismissal

• Law Renault in case of collective dismissal – February 1998 – Subject: guidance of employees in times of collective dismissal 1. Employer has to inform the employees council / trade unions delegate / all employees about the intention to carry out a collective dismissal (written document) 2. The employees need to have te opportunity to ask questions 3. Until after this step, the employer has to speak of an intention of a collective dismissal, he may also not yet inform the press! 4. Only after step 3, the employer may officialy decide to carry out the collective dismissal 5. The employer has to inform the official appointed by the King about the collective dismissal

2.08.08 Page 105 2.08.08 Page 106

Economy: Spendings Marketing trends: Green

• Spendings of Belgians • !! Federal Minister of Climate & Energy 25,00% • Environment is a regional competence

20,00%

15,00% Paul Magnette 10,00% • More and more subventions for ‘green’ initiatives (energy

5,00% efficiency, alternative energy, etc.)

0,00% • “Green” has become a criterion

Source: FOD Economie 2.08.08 Page 107 2.08.08 Page 108

18 8/2/2008

Marketing trends: Grey Marketing trends: Interactivity

• Elderly: growing population • Twinsumerism: – Everybody becomes a journalist • Becomes a specific target audience (they have the – Power to the clients means)

• Importance of using interactive media & social networking – Everybody talks about it (web 2.0, SEM…) – Not many brands / companies do it • Shift in budget to online, but still a lot of margin

2.08.08 Page 109 2.08.08 Page 110

Marketing Trends: Belgium: Capital of Europe interactivity • Difference north / south • Belgium and Europe – Flemish have their own celebrities – Brussels is the heart of Europe – Walloons use French celebrities • Capital of Europe • Headquarters of NATO • European Parliament • Some examples • Board of the European Union – Tia Hellebaut / Pizza Hut • European Comission • Economical and social committee – Tom Boonen / Quickstep • Comittee of the Regions – Justine Henin / SN Brussels • Belgium: Test country – Marlène de Wauters / L’oreal – Small country so easier to reach a consensus – … Eg. CocaCola, Fanta, Iphone, Chiquita, …

2.08.08 Page 111 2.08.08 Page 112

Table of content Media Landscape

Introduction

State Structure Different channels:

Politics

Society

Economy/Marketing

Media

... 2.08.08 Page 113 2.08.08 Page 114

19 8/2/2008

Media Landscape: Media Landscape: TELEVISION TELEVISION

• Television, North • Television, North • Television, South • Television, South – Private – Public – Private – Public

Private Public Private Public VMMtv VRT RTL-Group RTBF

Private Private Public Belgium SBS Belgium France Television Télévisions S.A. Private S.A. Media ad Private Infinitum Groupe TF1 Private Roularta Local TV: ACTV, Canal C, Canal ZOOM, MA télé, Notélé, RTC, Télé Bruxelles, Télé Local TV: ATV, AVS, Focus, RTV, TVL Tv Limburg,TV OOST, WTV, TV M/B, Télé Sambre, TV COM, Télé Vesdre, TV LUX 2.08.08 Brussel, ROBTV, RINGtv Page 115 2.08.08 Page 116

Media Landscape: Media Landscape: TELEVISION TELEVISION • Audience shares (CIM 2005) • Particularities 1. VRT 3.078.000 2. VTM 2.463.000 3. RTLTVI 2.247.000 – 94% of the Belgian population have cable 4. LA UNE 2.153.000 – On an average day +/ 90% of the Belgian population watches TV 5. TF1 1.506.000 – Competition between private and public channels in the North and 6. KANAAL 2 1.149.000 in the South 7. KETNET/CANVAS 1.337.000 – Significant overlap of French Channels in the South(>< North) 8. VT4 1.072.000 (source Aegis Media Belgium) 9. FRANCE 2 979.000 10. FRANCE 3 839.000 11. CANAL Z/KANAAL Z 770.000 12. CLUB RTL 691.000 13. AB3 507.600 14. LA DEUX 305.000 15. Plug 247.600 16.2.08.08AB4 132.300Page 117 2.08.08 Page 118

Media Landscape: Media Landscape : RADIO TELEVISION

Radio, North • Digital TV, numeric television (Source Aegis Media Belgium) • • Radio, North – Private: – Public: – End 2006, emergence of digital television and new channels – Providers: Private • Belgacom TV, through ADSL, available North and Q-Group Public South VRT • Telenet Digital TV, through cable distribution, only 2/3 rd of Flanders • iNDi, through cable distribution, only 1/3 rd of Flanders • VOO, southern cable distributors Local Radio: Antwerpen 1, GO FM, Hit Fm Limburg, Mango • TV Vlaanderen, provides Flemish channels 2.08.08 through satellite Page 119 2.08.08 Page 120

20 8/2/2008

Media Landscape : RADIO Media Landscape: RADIO

• Radio, South • Radio, South • Particularities – Private: – Public:

Private – On an average day 70% of the Belgian population listens to the radio INADI S.A. Public – Fragmentation for the South (7 radios for 75,3%) and not in the North RTBF (only 5 radios for 79,3%) Private – In the North, people listen more and longer than in the South (4 hours COBELFRA against 3.1 hours) – The time slot between 07.00 and 12.00 can be considered as peak time Private (variations between channels) SOFER – 50% of radio listening is done at home, 29% in the car, 10% at work (Source Aegis Media Belgium) Private NRJ

Local Radio: Antipode, Ciel, FooRire FM, Must FM

2.08.08 Page 121 2.08.08 Page 122

Media Landscape: RADIO Media Landscape: Daily Press

• Audience shares (CIM 2007) • Daily Press North

MEDIAFIN 1. Radio 2 (nl) 1.489.730 PERSGROEP 2. Qmusic (nl) 1.022.211 3. Donna (nl) 899.072 4. BELRTL (fr) 753.300 CONCENTRA 5. Radio 1 (nl) 641.662 6. Radio Contact (fr) 555.300 7. Studio Brussel (nl) 511.387 CORELIO 8. Vivacité (fr) 454.300

9.2.08.08Nostalgie (fr) Page 123 2.08.08 Page 124 396.200

Media Landscape: Daily Press Media Landscape: Daily Press

• Daily Press South • Audience, Daily Press North (CIM 2007)

ROSSEL GRENZ-ECHO 1. Het Laatste Nieuws/De Nieuwe Gazet 1.096.000 2. Het Nieuwsblad/Gentenaar 782.000 3. Het Belang van Limburg 429.000 IPM 4. Gazet van Antwerpen 427.000 LES 5. Metro Nl 318.000 EDITIONS DE L’AVENIR 6. De Standaard 312.000 MEDIAFIN 7. Het Volk 254.000

2.08.08 Page 125 8.2.08.08De Morgen Page 231.000126 9. De Tijd 101.000

21 8/2/2008

Media Landscape: Daily Press Media Landscape: Daily • Audience, Dailies South (CIM 2007) Press 1. Sud Presse/ Nord Eclair 624.000 • La Meuse • Particularities • La Capitale • La Nouvelle Gazette • Le Quotidien de Namur – In Belgium, newspapers reach 1 person out of 2 each day. In the North • La Province newspaper are more read than in the South 2. Metro Fr 516.000 – 3 types of dailies: 3. La Dernière Heure 510.000 4. Le Soir 445.000 • Financial Press 5. Vers l’Avenir 401.000 • Quality Press • L’Avenir du Luxembourg • Le Courrier/Le Jour • Popular Press • Le Courrier de l’Escaut – Most read: popular dialy like “Het Laatste Nieuws” • Le Rappel – Free newspapers are more and more influent (For example: Metro) 6. La Libre Belgique 169.000 (Source Aegis Media Belgium) 7. L’Echo 67.000 8. Grenz Echo 45.800 9. La Gazette de Liège 44.800 2.08.08 Page 127 2.08.08 Page 128

Media Landscape: Media Landscape: Magazine Magazine

• Magazines North • Magazines South

MAGNET EDITIONS MAGAZINES/ SANOMA VENTURES SANOMA PERSGROEP

ROULARTA EDITIONS ROULARTA CINE REVUE

2.08.08 Page 129 2.08.08 Page 130

Media Landscape: Media Landscape: Magazine Magazine

• Audience, Magazines North (CIM 2007), Weeklies • Audience, Magazines North (CIM 2007), Monthlies

1. Dag Allemaal/ Zondag Nieuws 1.790.000 1. Goed Gevoel 588.000 2. Humo 1.205.000 2. Feeling 528.000 3. Libelle 1.057.000 3. Touring Explorer 451.000 4. Kerk en Leven 899.000 4. Uit Magazine 442.000 5. Story 824.000 5. Eos 277.000 6. Knack 665.000 6. Brieven aan Jonge Ouders 264.000 7. Flair NL 799.000 7. Ché 223.000 8. TVFamilie/Blik 518.000 8. Vrouw and Wereld 214.000 9. Het Belang van Limburg Magazine 303.000 9. Evita 212.000 10. Trends/TrendsTendances 247.000 10. Elle België 208.000

2.08.08 Page 131 2.08.08 Page 132

22 8/2/2008

Media Landscape: Media Landscape: Magazine Magazine

• Audience, Magazines South (CIM 2007), Weeklies • Audience, Magazines South (CIM 2007), Monthlies

1. CinéTéléRevue 1.783.000 1. Top Santé 622.000 2. Télémoustique 671.000 2. Touring Exlporer 522.000 3. Femmes d’Aujourd’hui 513.000 3. Gael 471.000 4. Télépro 499.000 4. Be TV Magazine 374.000 5. Téléstar 482.000 5. Art & Décoration 366.000 6. Le Vif/L’Express 470.000 6. Ma Santé 282.000 7. Le Soir Magazine 350.000 7. Elle Belgique 259.000 8. Flair New Generation 279.000 8. MarieClaire Belgique 239.000 9. Point de Vue 254.000 9. Sélection 211.000 10. Trends/TrendsTendances 247.000 10. Déco Idées 141.000

2.08.08 Page 133 2.08.08 Page 134

Media Landscape: Media Landscape: Magazine Conclusion • Particularities • CONCLUSION:

– In Belgium almost everyone has read a magazine over the last 12 – No national media (except Belga) months (95%), most people read different titles and they read – For the Press (dailies, weeklies,...), most reading: popular paper frequently – For the Television, most viewing channel: – Three categories of magazines: weekly, bimonthly and monthly • Een and VTM for North editions • RTLTVI and La Une for South – TV magazines are the most popular, followed by family and women – For frenchspeaking people, communication is an magazines entertainment, emotional, less commercial=>indirect – Launches in the segment of the glossy women magazines communication, fanciful, dreamy – The trend of passing magazines from one individual to an other – For flemishspeaking people, communication has a message increases (official and nonofficial circuit): reading for free rational, more commercial=>direct communication, real, factual – Highly fragmented and dynamic media (Source Aegis Media Belgium)

2.08.08 Page 135 2.08.08 Page 136

Thank you

www.interel.eu

2.08.08 Page 137

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COMMUNIQUE DE PRESSE

Le risque de paiement se stabilise en Belgique mais à un niveau inquiétant Les mauvais payeurs sont majoritairement des entreprises publiques ou des consommateurs

• Le risque de paiement est élevé en Belgique : 2,4% de toutes les factures émises ne sont jamais payées • 42,6 % des factures ne sont pas payées à échéance • Le monde économique doit se préoccuper des mauvais payeurs de toute urgence • Les entreprises européennes perdent 300 milliards d’euros en 2007 ; rien qu’en Belgique, il est question de 7,7 milliards d’euros

Gand, 21 mai 2008 – 42,6% de toutes les créances ne sont pas payées selon les délais convenus. 2,4% de toutes les factures ne seront même jamais payées. Les pertes financières et les risques de paiement se sont stabilisés par rapport à l’année passée mais à un niveau élevé, ce qui est inquiétant. La Belgique occupe la 17 ème place sur 27 pays dans le « European Payment Index ». Le Portugal, la Grèce et Chypre connaissent le plus fort risque de paiement. Les pays scandinaves réalisent les meilleurs résultats. Au total, le monde économique européen perd 300 milliards d’euros à causes des impayés– ce qui équivaut pratiquement au PIB de la Belgique ! Il s’agit d’un montant record. Ce sont les principaux résultats du « European Payment Index », une étude annuelle d’Intrum Justitia, leader dans le domaine dans la gestion de crédits. L’étude a été menée auprès de milliers d’entreprises dans 27 pays européens (enquête téléphonique et écrite).

Stabilisation du risque de paiement en Belgique à un niveau dramatiquement haut Comme ce fut le cas en 2007, la Belgique obtient un mauvais score au « European Payment Index » : notre pays se trouve à la 17ème place (sur un total de 27 pays) avec un indice de risque de paiement de 154. Ce résultat indique que des mesures doivent être prises urgemment. Idéalement, un pays devrait avoir un indice 100, ce qui correspond à un risque de paiement nul. En moyenne, au début 2008, les clients ont payé leurs factures après 52 jours. Selon l’étude d’Intrum Justitia, les transactions interentreprises sont celles qui sont réglées le plus rapidement. Les consommateurs et entreprises publiques constituent, dans notre pays, les plus mauvais payeurs. Les consommateurs payent en moyenne avec 6 jours de retard alors que les entreprises publiques ont 26 jours de retard. En Belgique, 2,4% des factures ne sont jamais payées, ce qui bien plus élevé que la moyenne européenne (2%). La perte sur les transactions avec des consommateurs est la plus élevée (3,1%) alors que la perte pour les transactions interentreprises ne s’élève qu’à 1,9%. En 2007, les entreprises belges ont perdu un total de 7,7 milliards d’euros à cause des mauvais payeurs.

L’attitude laxiste des entreprises est un risque Intrum Justitia craint que les pertes puissent encore augmenter avec la crise du crédit et l’inflation du prix des produits alimentaires et pétroliers. Michael Wolf, Président Directeur général d’Intrum Justitia AB, estime que cette tendance est pour le moins inquiétante : « Le comportement des mauvais payeurs retarde le développement de l’économie européenne. Le laxisme des entreprises quant au recouvrement des factures ouvertes est à la base de cette situation. Beaucoup d’entreprises sont actuellement aveuglées par les bons résultats qu’elles enregistrent et ne réalisent pas que ces bons résultats dissimulent la perte causée par les impayés. Les conséquences de la crise du crédit, des prix élevés des produits alimentaires et pétroliers, du vieillissement et du chômage se manifesteront encore plus fortement à l’avenir et le montant des impayés n’en sera que plus élevé. »

Une tendance européenne inquiétante Les résultat globaux de l’enquête indique une évolution inquiétante. Ainsi, les retards de paiement sont passés de 16 jours en 2007 à 17 jours au début 2008, un chiffre jusqu’ici jamais atteint. En moyenne, la durée de paiement atteint les 55 jours et le pourcentage de factures impayées s’élève à 2% (contre 1,9% en 2007). Les plus mauvais payeurs sont les entreprises publiques (65 jours), suivi par les transactions B-to-B (55 jours) et les consommateurs (40 jours). C’est dans le sud de l’Europe que le risque de paiement est le plus élevé. Les pays limitrophes de la Belgique se situent dans la moyenne. En Allemagne, le risque a légèrement diminué, alors qu’en France, aux Pays-Bas et au Royaume-Uni, on observe une hausse sensible. Dans les pays scandinaves, seul 1% des factures sont impayées et trois créances sur quatre sont payées à temps.

Des mesures plus que nécessaires Malgré ces tendances négatives, la plupart des entreprises ne considèrent pas les mauvais payeurs comme un problème : seuls 10% des entreprises belges voient leur existence menacée par les impayés et 48% craignent pour leur perte de revenu. 51% ne constatent aucun effet des paiements tardifs ou non-paiement sur leur liquidité. Intrum Justitia demande d’urgence que des mesures soient prises telles que : la mise en œuvre cohérente d’une politique claire de crédit, un contrôle constant de l’adresse de facturation, une analyse en profondeur des risques possibles, des vérifications cohérentes et régulières de la solvabilité, des rappels et contacts rapides avec les débiteurs. De plus, une clarification de la réglementation concernant les mauvais payeurs est indispensable. Guy Colpaert, Administrateur délégué, souligne également le rôle que doivent jouer les entreprises publiques à titre d’exemple : « Un comportement de mauvais payeur n’est absolument pas en adéquation avec une bonne gestion. Les grandes entreprises et les entreprises publiques doivent donner l’exemple aux plus petites entreprises et aux consommateurs. S’ils ne remplissent pas ce rôle, les particuliers ne se sentiront pas non plus obligés de payer leurs factures à temps. Nous entrons rapidement dans un cercle vicieux qui a des conséquences néfastes sur l’économie belge et européenne. »

À propos d’Intrum Justitia Intrum Justitia est la seule entreprise européenne spécialisée dans la gestion de crédits. Intrum Justitia a réalisé un chiffre d’affaires de 348,8 millions d’euros en 2007 et emploie 3100 personnes sur 24 marchés. Intrum Justitia cherchent à améliorer le cashflow et la rentabilité à long terme de ses donneurs d’ordre en leur offrant une haute qualité dans la relation tant avec les clients que les débiteurs dans chaque marché local. Le groupe propose une large gamme de services de gestion des créances de particuliers ou d’entreprises. Intrum Justitia AB est cotée à la Bourse de Stockholm OMX, Mid Cap list. Pour de plus amples informations: www.intrum.com

Informations pour la presse Pour plus d’informations ou pour recevoir l’enquête complète, vous pouvez contacter Veerle Van Mierlo/ Guy Colpaert – Intrum Justitia – Tél. 09/218 90 94 – 0472/92 02 29 ou [email protected]

T- Power Weekly Press Report: 06/05/2008-13/05/2008

GENERAL COVERAGE

⇒ CBFA puts a hold to the rise of the share of Distrigas on the stock exchange. ⇒ According to Prime Minister Leterme EDF would not be an ideal partner for the take- over of Distrigas. Leterme further announces three conditions on the basis of which the merger should take place. ⇒ Suez announces that it will decide which company will take over Distrigas by the end of June. ⇒ 20.2% of the shares of C-power will be sold. ⇒ Essent has become a new producer of energy. Their heat power station produces steam, energy and water. ⇒ New investments in green energy: LRM builds a solar park in Heusden-Zolder. Also WDP and Nuon installed solar panels. ⇒ Flemish Minister of Economy, Patricia Ceysens, proposes to reorient the growth premium to the ecological premium to ensure that Belgium will produce 20% green energy in 2020.

Subject: Distrigas De Morgen De Tijd De Standaard La Libre Belgique Le Soir L’Echo Trends

06/05/2008 – 07/05/2008 – 08/05/2008

- CBFA (Banking, Finance and Insurance Commission) has put a stop to the rise of the share of Distrigas on the stock exchange. CBFA has taken this measure because there were indications that the share would rise with more than 10%. The measure is a precautionary measure to calm down the market. - Prime-Minister Yves Leterme has visited Premier Sarkozy. According to Leterme, EDF would not be the ideal candidate in the take-over of Distrigas. Sarkozy however asked Leterme to treat EDF in the same way as the other two candidates. Leterme also formulated three necessary conditions for the take- over: a) more competition on the Belgian market, b) an important role for Zeebrugge on the energy market and c) ensured safety of the gas supply. For the moment the Italian Energy concern Eni seems to be the favorite in the take-over story. Both Leterme and Sarkozy further confirmed that the golden share for the Belgium in the fusion group Suez-GDF will become reality.

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- Suez has confirmed that its ‘marriage’ with GFD will take place mid 2008, more than two years after its announcement. Due to this merger Suez has to sell its shares in Distrigas. - Suez announced that it will take a decision by the end of June on the take-over of Distrigas. At the moment, three possible candidates are considered, the Italian Energy Concern Eni, the German energy concern E.ON. and the French energy concern EDF.

Subject: C-power De Tijd

08/05/2008 – 09/05/2008 - The Walloon holdings Socofe and Ecotec Finance are selling almost half of their shares in C-power. Together, both holdings own 42% of C-power. A number of energy enterprises have already shown their interest in buying the 20.2% of C- power. The final buyer will be announced later this year. The buyer will have to take into account the prestigious project to install 54 windmills. C-Power already started building the first six windmills. Specialists estimate that about 900 million euro’s are needed to complete the project. - Nuhma (which resembles municipalities of Limburg) owns 23% of C-power. EDF Energies Nouvelles owns 20.8% of C-Power. It’s not clear whether they will buy the 20.2%. - Electrabel; SPE, Essent, Aspiravi, Eneco and Electrawinds have shown their interest in buying shares of C-power.

Subject: Essent Le Soir De Morgen De Tijd De Standaard

08/05/2008 - Essent becomes a producer of energy. After a delay of more than three years the heat power station which works on natural gasses is functional. The power station will produce steam, electricity and water. The power station is located on the site of Ineos (Zwijndrecht), which will use most of the produced steam. Most of the produced electricity on the other hand, will be sold to the Belgian energy network. - The power station has a capacity of 135 MW. The installation works almost entirely automatically and will provide 29 employees. - Essent also agreed with Electrawinds to buy green energy power from the biomass central in Oostende.

Subject: Green Energy De Standaard De Morgen De Tijd

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Le Soir Vers L’Avenir

06/05/2008 – 07/05/2008 – 08/05/2008 – 13/05/2008 - More farmers invest in solar panels. Since farms consume lots of energy, farmers are looking for ways to produce their own energy with the view to reducing their energy bill. By installing solar panels they manage to produce their own green energy. - LRM, a reconversion company in Limburg, is building a solar park on the mine site of Heusden-Zolder. The park will count 22.500 solar panels, will cost around 19 million euro’s and will supply 1.200 families with energy. Motivations behind the project are the green power certificates. Owners receive for each 1000kwh green energy that they produce 450 euro’s during the next 20 years. - WDP (real estate company) and Nuon started a lucrative solar energy project. The company installed 3000 solar panels on the roof of one of its new warehouses. The produced green power that hasn’t been used by WDP will be bought by Nuon. - According to the “federation for a better environment” (BBL) and “Netwerk Flanders” climate funds aren’t always “green”. Climate funds that are introduced to the market as durable investments invest sometimes in nuclear energy or in biogas. - Flemish minister of Economy Patricia Ceysens has proposed to reorient the 45 million euro’s of growth premium, which is the classical investment support for Belgian companies, to the ecological premium. In this way, 120 million euro’s will be available for the ecological premium in 2009. Minister Ceysens declares that these measures are necessary if Belgium wants to obtain the obliged 20% green energy in 2020. - Air Energy states that most of the workplaces created by the installment of windmill parks are “local”. Air Energy also wants to increase its capacity of 4 windmills to 15 windmills.

***

- 3 - 8/2/2008

Interel Overzicht

• Bedrijf • Incontinentie SCA • Press coverage Terugbetalingsproblematiek • Terugbetalingsproblematiek incontinentiemateriaal • Stakeholders

15 May 2008

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Bedrijf: factsheet Bedrijf: voorstelling

• Svenska Cellulosa Aktiebolaget (SCA) – Zweeds bedrijf, afdelingen in België • Opgericht op in Zweden in 1929 – Hygiënische producten, verpakkingsmateriaal, hout • Belgische filialen: en afgeleide producten hiervan – Stembert 1966 (Hygiënische producten) – Gent 1988 – Verkopen in meer dan 90 landen – Diegem (Hygiënische producten) – Afdelingen in meer dan 50 landen – Buggenhout – Belangrijkste afzetmarkten: – Brussel (Innovation centre) – Kortrijk • Europa (UK, Duitsland, USA, Frankrijk, Zweden, Italië, – Waterloo Nederland, Spanje, Denemarken en Australië) • Plaats in sector volgens Trends: 6 • Noord-Amerika

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Bedrijf: geschiedenis Bedrijf: productie

– Opgericht in 1929 in Zweden (ontstaan uit • Sectoren? samenvloeien van 10 verschillende bedrijven) – Hygiënische verzorging – Oprichter Ivar Kreuger – Tissue – 1975: overname van Mölnlycke (vormt basis voor – Verpakkingsmateriaal ontwikkelen personal care afdeling) – Papier – hout en afgeleide producten – 1976-2004: neemt verschillende bedrijven over (onder andere Reedpack, PWA, Carter Holt Harvey) • Verkopen zowel eigen merken als retailer brand’s (Tena, en vestigt zich wereldwijd Tork, Tempo, Edet, Zewa, Libero en Libresse) – 1966: oprichting Belgisch filiaal

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Bedrijf: concurrenten Incontinentie: Wat?

– Hartmann – Trizz (online) – Ontex (Helen Harper) • Het niet kunnen ophouden van urine of ontlasting – Euron (Van Dale) – Attends – Safe Comfort – Depend • Het onvrijwillig verliezen van urine in een mate dat het – Conveen onaangenaam wordt (Tena) – Klinion

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Incontinentie: Vormen Incontinentie: behandeling

• Stressincontinentie • Urge - incontinentie • Kinesitherapie • Overloopincontinentie • Geneesmiddelen • Reflexincontinentie • Chirurgie • Volledige incontinentie • Hulpmiddelen • Psychogene incontinentie – Urine opvangen • Neurogene blaas – Urine absorberen • Overactieve blaas • Door een te groot aanbod • Incontinentie van ontlasting

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Incontinentie: SCA Terugbetalingsproblematiek

• SCA en incontinentie? • Wat wordt terugebetaald? – Wereldmarktleider met merk Tena – Chirurgische ingreep – Bezitten 26% van de globale markt, 40% van de – Bepaalde geneesmiddelen Europese markt, 19% van de Noord-Amerikaanse • Wat wordt niet terugbetaald? markt – Hulpmiddelen incontinentie – Merken? • Probleem? • Tena – Overheid kent jaarlijks forfaitaire vergoeding toe MAAR strenge voorwaarden • Serenity – Aantal instellingen betalen deels hulpmiddelen terug

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2 8/2/2008

Wetgeving terugbetaling? Terugbetalingsproblematiek – Forfaitaire vergoeding overheid • Wordt jaarlijks herberekend (€430.46 voor 2008) • KB 2 juni 1998: voorwaarden voor tegemoetkoming en basisbedrag tegemoetkoming voor • Voorwaarden? incontinentiemateriaal worden vastgelegd – Gedurende minstens 4 van de laatste 12 maanden recht hebben op forfait B of C in de thuisverpleging, met score 3 of 4 voor het criterium incontinentie • KB 5 december 2000: basisbedrag tegemoetkoming – Laatste dag van de 4 maanden niet in verblijven in een wordt opgetrokken verzorgingsinrichting waarvoor ziekteverzekering tegemoetkoming voorziet – Op de laatste dag van de referteperiode van 12 maanden in leven zijn – Aanvraag moet gebeuren door thuisverpleegkundige – Aanvraag moet jaarlijks herhaald worden

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Terugbetalingsproblematiek Terugbetalingsproblematiek

• Christelijke Mutualiteit • Wie betaald wel terug? – Verkopen merk Tena • Sociaal Ziekenfonds – Elk lid krijgt 10% korting – Tussen 10% en 40% korting op incontinentiemateriaal (merk Tena) – Leden die thuis verzorgd worden krijgen 40% korting, – Moet gekocht worden in Medishop Bond Moyson of via kantoren Bond met een maximum van € 744 per jaar Moyson – Voorwaarden? » Lid zijn van CM en ouder zijn dan 4 jaar • Liberale Mutualiteit » Voor het materiaal geen recht hebben op andere – Incontinentiemateriaal kan verkregen worden aan fabrieksprijzen tegemoetkoming – Helft van de factuur wordt vergoed, met een maximum van € 200 per » Niet in een instelling verblijven jaar » Materiaal aankopen in een thuiszorgwinkel waarmee CM een overeenkomst heeft » Beschikken over een medisch attest

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Terugbetalingsproblematiek Terugbetalingsproblematiek

• VAPH (Vlaams Agentschap voor Personen met een Handicap) • Landsbond onafhankelijke ziekenfondsen: – Komt twee maal per jaar tussen – Provinciale afdeling op de hoogte brengen via formulier verzamelstaat – Enkel forfaitaire vergoeding overheid incontinentiemateriaal. – Aankoopbewijzen binnen zes maanden na aankoop indienen • Neutraal ziekenfonds? – Korting van 20% bij aankoop materiaal in eigen winkels • Verzekeringen? – Hangt af van type verzekering en of opname medisch verantwoord is – Als opname medisch verantwoord is, wordt materiaal in preperiode en/of in postperiode vergoed

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Press coverage Press coverage • 08/05/2004: Urobel richt Pirus op, een nieuwe patiëntenvereniging (De Tijd). • 12/12/2007: nieuw eiwit ontdekt dat rol kan spelen bij • 10/02/2005: incontinentie nog steeds taboe (De incontinentie (Knack) Standaard, De Tijd) • 17/04/2008: incontinentie vormt nog steeds taboe (De • 12/04/2006: Magda de Meyer, Maya Detiège en Karin Huisarts) Jiroflée stellen wetsvoorstel op m.b.t. snellere en hogere • 18/04/2008: nieuw ondergoed zuivert ongewenste terugbetaling urinesondes (De Standaard) geuren (Het Laatste Nieuws) • 12/07/2007: CD&V wil financiele tegemoetkoming voor • 23/04/2008: gratis vuilniszakken voor incontinentiepatiënten vanuit stad en/of gemeente (De incontinentiepatiënten (De Standaard) Standaard) • 16/08/2007: Botox wordt ingezet als geneesmiddel tegen incontinentie

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Eigen persberichten SCA Eigen persberichten SCA

• 11/06/2007: Tena Lady Mini Magic wint Nederlandse • 29/09/2006: SCA brengt nieuw magazine Shape uit award Wheels of Retail • 18/01/2007: vrouwen die lijden aan incontinentie zoeken • 29/02/2008: SCA investeert in Europa door vestigingen geen hulp te bouwen in Nederland • 18/01/2007: steeds meer oudere personen lijden aan • 28/03/2008: SCA doorbreekt mannelijk incontinentie incontinentietaboe 16/02/2007: nieuw Tena-product wordt gelanceerd, Tena • • 08/04/2008: SCA zal hygiënische verzorging promoten Lady Mini Magic tijdens Year of Sanitation • 27/09/2007: SCA wijzigt naam incontinentielijn van T naar Tena

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Parlementaire vragen Parlementaire vragen

• Senaat: • Kamer van volksvertegenwoordigers – Annemie van de Casteele (OpenVld): vraag over waarom – Hilde Vautmans (OpenVld): vraag over sondages en urinezakjes bejaarden die opgenomen zijn in ROB of RVT forfaitaire en terugbetaling ervan tegemoetkoming niet kunnen krijgen – Wetsvoorstel door Magda de Meyer, Maya Detiège en Karin – Magdeleine Willame-Boonen (cdH): vraag over ongelijke Jiroflée (Sp.a.). Wijziging terugbetaling autosondages behandeling tussen Nederlandstalige en Franstalige vrouwen – Hilde Vautmans (OpenVld): vraag over beschikbaarheid mbt terugbetaling chirurgische ingreep statistisch materiaal ouderenbeleid – Staf Nimmegeers (SP.A Spirit): vraag over verruiming voorwaarden forfaitaire vergoeding

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Hangende zaken Stakeholders • Politiek • Senaat: – Steven Vanackere (CD&V) – Magda de Meyer (Sp.a.) – Dossier rond verplichte verzekering geneeskundige verzorging – Maya Detiège (Sp.a.) – Dossier rond versterking van de positie van chronische zieken op de arbeidsmarkt – Karin Jiroflée (Sp.a.) – Commissie voor de Volksgezondheid, het Leefmilieu en de Maatschappelijke Hernieuwing (Kamer) – Commissie voor de Sociale Zaken (Kamer) – Commissie voor de Sociale Aangelegenheden (Senaat) – Kabinet minister Joëlle Milquet

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Stakeholders Stakeholders

• Middenveld • Academische wereld – Ziekenfondsen – Centrum voor Biomedische ethiek (KUL) – Pirus – Dirk de Ridder (UZLeuven) – VAPH – Bernd Nilius (KUL) – Riziv – Sofie Tollet (huisarts die studie maakte over incontinentie) – Verbond Verzorgingsinstellingen – Annemie Devreese (KUL) – KVLV (Landelijke thuiszorg) – John Watson (UCB)

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5 PERSBERICHT

Betalingsrisico in België stabiliseert op een verontrustend niveau Overheidsinstanties en consumenten vormen grootste groep wanbetalers

• Betalingsrisico in België hoog: 2.4% van alle rekeningen wordt niet betaald • 42.6% van alle rekeningen wordt niet binnen de betalingstermijn betaald • Bedrijfsleven dient zich dringend zorgen te maken rond wanbetalers • Europese bedrijven lopen eind 2007 300 miljard euro mis; België 7.7 miljard euro

Gent, 21 mei 2008 – 42.6% van alle uitstaande vorderingen wordt in België niet volgens de overeengekomen termijnen betaald. 2.4% van alle rekeningen wordt zelfs niet betaald. Het betalingsverlies en de betalingsrisico’s zijn ten opzichte van vorig jaar gestabiliseerd maar op een verontrustend hoog niveau. België staat in de European Payment Index op een 17 de plaats (op 27 landen). Portugal, Griekenland en Cyprus scoren het slechtst wat wanbetalers betreft. Scandinavische landen scoren het best. In totaal verliest het Europese bedrijfsleven 300 miljard euro door niet betaalde rekeningen – dit is bijna evenveel als het bruto binnenlands product van België! Het gaat hier om een recordbedrag. Dit zijn de belangrijkste resultaten van de European Payment Index, een jaarlijkse studie uitgevoerd door Intrum Justitia, marktleider op het gebied van debiteurenbeheer. De studie bestaat uit een enquête die afgenomen wordt bij duizenden bedrijven in 27 Europese landen (schriftelijk en telefonisch) .

België: stabilisatie van betalingsrisico op verontrustend hoog niveau Net zoals in 2007 blijft België slecht scoren in de European Payment Index: ons land bevindt zich op de 17 de plaats met een score van 154 voor het betalingsrisico (op een totaal van 27 landen). Deze score houdt in dat er dringend maatregelen genomen dienen te worden. Idealiter haalt een land een score van 100, wat betekent dat het geen enkel betalingsrisico kent. Gemiddeld betalen klanten begin 2008 hun rekening pas na 52 dagen. Uit het onderzoek van Intrum Justitia blijkt dat zakelijke transacties het snelst betaald worden. Consumenten en overheidsinstanties vormen in ons land de grootste wanbetalers. Consumenten betalen gemiddeld 6 dagen te laat, overheidsinstanties gemiddeld 26 dagen. In België worden 2.4% van alle openstaande rekeningen niet betaald, wat ver boven het Europese gemiddelde betalingsverlies ligt (2%). Het verlies op consumententransacties is het hoogst (3.1%), terwijl het verlies op zakelijke transacties 1.9% bedraagt. In 2007 verloor het Belgische bedrijfsleven door wanbetalers in totaal 7.7 miljard euro.

Lakse houding bedrijven vormt een risico Intrum Justitia vreest dat het debiteurenverlies nog zal stijgen door de kredietcrisis en de hoge voedsel- en olieprijzen. Michael Wolf, voorzitter en CEO van Intrum Justitia AB, noemt deze tendens verontrustend: “Het slechte betaalgedrag heeft een sterk vertragend effect op de ontwikkeling van de Europese economie. De laksheid van de bedrijven zelf, als het gaat over het betaald krijgen van openstaande facturen, ligt aan de basis van deze ontwikkeling. Veel bedrijven zijn op dit ogenblik verblind door de goede economische resultaten die ze halen. Wat bedrijven zich niet realiseren is dat deze positieve economische resultaten het verlies dat men kent door wanbetalers verdoezelen. De gevolgen van de kredietcrisis, de hoge voedsel- en olieprijzen, de vergrijzing en de werkloosheid zullen zich pas later sterker manifesteren en het bedrag aan openstaande rekeningen verder doen stijgen.”

Europese trend verontrustend De globale resultaten van het onderzoek wijzen op een verontrustende evolutie. Zo steeg het Europese uitstel van betaling van 16 dagen in 2007 naar 17 dagen begin 2008, het hoogste cijfer ooit. Gemiddeld worden rekeningen 55 dagen te laat betaald en bedraagt het betalingsverlies 2% (ten opzichte van 1.9% in 2007). De slechtste betalers zijn overheidsinstanties (65 dagen), gevolgd door B-2-B-betalingen (55 dagen) en consumenten (40 dagen). Vooral Zuid-Europese landen kampen met een hoog betalingsrisico. De Belgische buurlanden kennen een gemiddelde score. In Duitsland daalt het betalingsrisico lichtjes, terwijl Nederland, Frankrijk en het Verenigd Koninkrijk een lichte stijging waarnemen. In Scandinavische landen blijft slechts 1% van alle rekeningen onbetaald en worden drie op vier rekeningen binnen de betalingstermijn ingelost.

Maatregelen meer dan noodzakelijk Ondanks deze negatieve tendenzen, zien de meeste bedrijven wanbetalers niet als een probleem: maar liefst 10% van alle Belgische bedrijven ziet zijn voortbestaan bedreigd door wanbetalers, 48% vreest voor inkomensverlies. 51% geeft aan geen enkel liquiditeitsprobleem te zien door te late of niet-betalingen. Intrum Justitia pleit echter voor dringende maatregelen, zoals een consequent, strak en helder kredietbeleid; voortdurende controle van het factureringsadres; grondige analyse van mogelijke risico’s; consistente en routineuze credit checks; snelle herinneringen en een snel contact met schuldenaars. Daarbij aansluitend is er grote nood aan een duidelijke regelgeving betreffende wanbetalers. Guy Colpaert, Gedelegeerd Bestuurder, benadrukt ook de voorbeeldrol die overheidsinstanties op zich zouden moeten nemen: “Slecht betaalbedrag strookt absoluut niet met goed beheer. Grote bedrijven en overheidsinstanties vormen een voorbeeld voor kleinere bedrijven en consumenten. Als zij hun voorbeeldrol niet vervullen, dan zal de individuele consument niet geneigd zijn om zijn rekeningen binnen de betalingstermijn in te lossen. Hierdoor komt men al snel in een vicieuze cirkel terecht en dit heeft nefaste gevolgen voor de Europese en Belgische economie”.

Over Intrum Justitia Intrum Justitia is Europa’s toonaangevende Credit Management Services (CMS) groep. Intrum Justitia realiseerde in 2007 een omzet van 348.8 miljoen euro en stelt 3.100 mensen tewerk in 24 markten. Intrum Justitia streeft er naar om de cashflow en de langetermijn rentabiliteit van haar opdrachtgevers meetbaar te verbeteren door het aanbieden van hoge kwaliteit in de relatie met zowel klanten als debiteuren in elke lokale markt. De groep biedt een breed gamma van diensten aan voor het beheer van particuliere en commerciële vorderingen. Intrum Justitia AB staat genoteerd op de OMX Nordic Exchange in Stockholm, Mid Cap list. Voor alle bijkomende informatie: www.intrum.com

Voor alle bijkomende informatie Voor meer informatie of het volledige onderzoek kunt u contact opnemen met Veerle Van Mierlo / Guy Colpaert – Intrum Justitia – Tel. 09/218 90 94 – 0472/92 02 29 of [email protected]

Brouwerijplein 1 3000 Leuven Belgium

Tel +32 16 27 61 11 Fax +32 16 50 61 11 www.inbev.com

Leuven , XX juni 2008

Geachte Mevrouw, Geachte Heer,

De eerste helft van 2008 was in verschillende opzichten boeiend en succesvol voor InBev België. Het afgelopen half jaar namen we opnieuw allerhande initiatieven voor onze Belgische thuismarkt. Zoals u weet hecht InBev veel belang aan het onderhouden van goede relaties en daarom houden we u via deze brief graag op de hoogte van onze recente initiatieven en activiteiten.

ERFGOED STAAT CENTRAAL IN 2008

Belgen zijn verzot op bier. Ons land is meer dan 400 biersoorten rijk en bier vormt één van de belangrijkste exportproducten. Het is dan ook niet verwonderlijk dat Be lgië in het buitenland gekend is als hét bierland bij uitstek. InBev wil mee waken over de tradities en de internationale reputatie van België als bierland. 2008 is niet enkel de verjaardag van Expo ’58, het is ook het jaar waarin InBev België “heritage” als centraal thema heeft gekozen voor verschillende initiatieven.

Open Brouwerijendag . Op 20 april 2008 organiseerden de Belgische Brouwers voor het eerst een Open Brouwerijendag. ‘ Belgisch bier, proef de passie van het brouwen’ vormde de centrale slogan van het evenement. In totaal stelden 28 brouwerijen hun deuren gratis open voor het grote publiek. Ook InBev toonde in Hoegaarden die dag haar brouwactiviteiten aan het grote publiek en vierde meteen ook de nieuwe start van De Kl uis, de brouwerij in Hoegaarden. Het initiatief werd enthousiast onth aald, getuige de meer dan 8000 bezoekers.

Een paleis van gele bierkratten . België herdenkt dit jaar Expo ’58. Naar aanleiding daarvan werd tegenover het Atomium het ‘Paviljoen van het Tijdelijke Geluk’ opgetrokken. InBev leverde voor de bouw van het paviljoen 33000 Jupiler-bierkratten. Jörn Bihain van het architectenbureau “Vers plus de bien -être” ontwierp het paleis. I n het paviljoen ze lf kan u tentoonstellingen en filmprojecties over Expo ’58 en andere Wereldtentoonstellingen bewonderen . Verder worden op alle wanden en het plafond beelden geprojecteerd zodat de

bezoekers volledig ondergedompeld worden in een bad van geluk.

België, bakermat van de biercultuur . Onder het motto “a taste of Belgium” viert InBev op 30 juni 2008 de Belgische biertraditie . Welk decor is daar beter voor geschikt dan het “Bierkrattenpaleis” opgetrokken aan de voet van het Atomium? Belangrijke vertegenwoordigers uit de politieke wereld, het middenveld en het bedrijfsleven worden uitgenodigd om samen met Karel De Gucht, Minister van Buitenlandse Zaken, en Carlos Brito,

CEO van InBev, het glas te heffen op het Belgisch gerstenat. Voor meer informatie of om uw aanwezigheid te bevestigen kan u mailen naar [email protected].

HORECA BLIJFT IN HET MIDDELPUNT VAN DE BELANGSTELLING

Als marktleider en belangrijke partner van de horeca is het InBev’s plicht om de horeca te blijven dynamiseren. Vorig jaar deed InBev in samenwerking met de V lerick Leuven Gent Management School uitgebreid onderzoek naar de vrijetijdsbesteding van Belgen. Om het cafébezoek te stimuleren en het sociale aspect ervan te promoten, organiseerde InBev in 2007 al rondetafelgesprekken met de horeca. Daarnaast zette InBev ook ludieke acties op poten. In 2008 worden deze acties herhaald en uitgebreid. Met deze initiatieven wil InBev de horeca een duwtje in de rug geven.

Nationale Mannendag en Jupiler horeca -actie 2008. Q-Music, BelRTL en Jupiler organiseerden op 29 februari de allereerste Nationale Mannendag , een dag die de man in de schijnwerpers plaatst. Om deze dag te vieren konden vrienden in alle Jupiler -cafés terecht met een 3+1 coupon. Verder werden er ook gratis pinten getrakteerd en werd er live uitgezonden vanuit een aantal geselecteerde cafés. De Nationale Mannendag vormde ook het startschot van de Jupiler horeca -actie. Wegens een overdonderen d succes van de actie ‘ Ge maakt wat mee in een Jupiler -café’ , besloot InBev om de actie dit jaar te herhalen en uit te breiden. Consumenten en café -uitbaters kunnen hun ideeën voor Straffe Avonden lanceren via een website en maken kans om één van die Straffe Avonden te winnen.

Leffe anders bekeken . Belgen en aperitieven, het is een ideale combinatie. Aangezien bij aperitieven niet enkel een drankje hoort, maar ook een hapje, contacteerde InBev twee jonge getalenteerde chefs met de vraag hapjes te ontwerpen op basis van Leffe. Jeroen De Pauw en Anthony Delhasse creëerden elk vijf aperitiefhapjes van pure Belgische makelij met Leffe. Vanaf mei serveren ook de eigenaars van Leffe -cafés en een aantal geselecteerde horecazaken hun eigen creatieve aperitiefhapjes met Leffe.

VERANTWOORD ONDERNEMEN

Respect 16. Drinken onder de 16 kan schadelijk zijn en het schenken van bier aan min 16 jarigen is verboden. In de praktijk blijkt het niet altijd even eenvoudig te zijn te weerstaan aan de vraag van min-16 jarigen . Daarom lance erde InBev met de steun van de Belgische Brouwers een campagne om informatie en praktische tips te geven aan volwassenen die geconfronteerd worden met de vraag van min 16 -jarigen om alcohol. De campagne “Respect 16” heeft als doel om op een kordate maar positieve manier neen te zeggen tegen jongeren onder de 16 die alcohol willen kopen – uit “respect” voor die jongeren . De campagne werd gelanceerd in mei 2008. Meer informatie over deze campagne vindt u op www.respect16.be .

INBEV IN BELGIE

Toekomstgerichte strategie vraagt om verandering . InBev houdt consistent vast aan haar ‘cost-connect-win’ strategie . Deze strategie is erop gericht om , door middel van kostenbesparingen, middelen vrij te maken die worden geherinvesteerd. De ze toekomstgerichte strategie brengt veranderingen met zich mee. Dit leidt soms tot een sociaal

klimaat dat niet altijd gemakkelijk is, maar InBev blijft actief werk maken van een constructieve relatie met haar sociale partners.

Stijgend marktaandeel . In 2007 behaalde InBev België een marktaandeel van 57,5%, wat een groei inhoudt van 0.6% in een markt die als geheel daalt. Dat InBev in België een stijgend marktaandeel kent, komt onder meer door een succesvolle implementatie van de ‘cost- connect-win’ strategie, die leidde tot verhoogde investeringen in de marketing- en verkoopactiviteiten, extra investeringen in de activatie van distributiekanalen en goede verkoopsprestaties. Deze strategie werpt dus haar vruchten af!

Productinnovaties. Vorig jaar lanceerde InBev Hoegaarden Rosée. Deze innovatie bleek meteen een schot in de roos en overtrof in haar lanceringjaar alle verwachtingen. Hoegaarden Rosée is vanaf dit jaar ook beschikbaar in handige 25cl blikjes en voor de horeca verkrijgbaar in een 20 liter vat. Met de recente lancering van Hoegaarden Citron bouwt InBev verder op dit succes. Hoegaarden Citron verenigt de unieke smaak van het beroemde witbier met een vleugje citroen en limoen. Uit de eerste peilingen blijkt dat dit bier dankzij zijn verfrissende karakter en de sterke doordrinkbaarheid zowel mannen, vrouwen als zeer occasionele bierdrinkers aanspreekt. Met deze vernieuwende initiatieven wil InBev de biermarkt blijven dynamiseren.

Belgen in topfuncties . De Belg Stéfan Descheemaeker werd benoemd tot lid van de Raad van Bestuur van InBev. Hij werd in zijn hoedanigheid als Zone President West-Europa opgevolgd door de Belg Alain Beyens. Alain is al sinds 1987 actief bij InBev en beschikt over een ruime operationele en commerciële ervaring.

Ook in de toekomst houden wij u graag verder op de hoogte van de ontwikkelingen in onze onderneming en sector. We verwelkomen uw vragen of suggesties, met het oog op een heldere communicatie en nauwe dialoog.

Hoogachtend,

Sabine Sagaert Alain Beyens BU President BeLux Zone President Western Europe

Contactpersoon: XYZ (tel: 016 XXXXXXX)

TABEL MET BESCHRIJVING VAN DE STAGE :

VOORAAN IN TE VOEGEN BIJ DE SCRIPTIE bedrijf stagebegeleider afdeling taken talen tijdens de Stage stage periode Naam : Interel Pr&PA Joris Bulteel Belgian Public Persberichten schrijven Nederlands 21/04/2008 Straat : Tervurenlaan 402 Affairs Interviews afnemen Frans – Postnummer + Gemeente : Profielen schrijven Engels 17/06/2008 1150 Brussel Stakeholdermapping voorbereiden Telefoon :02/761.66.11 Briefing opstellen Voorstelling België Persclippings maken …

MEMO

To MARIANNE AMSSOMS Company InBev From Interel PR & PA Subject Belgian press overview take-over bid InBev - Anheuser Busch Date 12/6/2008

BELGIAN PRESS OVERVIEW TAKE-OVER BID ANHEUSER-BUSCH

MAIN FOCUS IN BELGIAN PRESS

• Factual information: The exact amount of money InBev offers to Anheuser-Busch. • Financial information: impact on global beer market. • Anheuser-Busch considers the take-over bid to be hostile. • InBev can pay the entire bid in cash. • For the moment, few speculations and analysis of what will happen if the take-over takes place. • Today newspapers started to react online on what will happen to the Global Headquarters in Leuven after an acquisition.

A. Printed press

1. De Tijd Title: InBev lanceert vijandig bod op Anheuser-Busch (InBev launches hostile bid on Anheuser-Busch) (p.1) Title: “Van beste naar grootste” (From best to biggest) (p.3) Title: “Budweiser moet Amerikaans blijven” (Budweiser should remain American) (p.3) Title: “Een paringsdans van vijftien maanden” (A courtship display of nearly 15 months) (p.3)

• Analysts claim that the take-over is advisable and even necessary • InBev’s corporate mentality of cost-cutting frightens Anheuser Busch, which has the opposite mentality. AB doesn’t mind spending lots of money to keep the personnel happy • If the take-over becomes a reality, InBev will have more power to put pressure on its suppliers and customers. It will also be able to react more quickly to the changing American market

• Website savebudweiser.com collects more than 30 000 signatures against the take-over. On the website focus lies on the many jobs AB created, their support to soldiers and their families, and their donations to many institutions. • Matt Blunt, governor of Missouri, wouldn’t mind a state intervention but admits that there is no ready-made mechanism available for this sort of actions • For the past 15 months the share price of InBev and Anheuser-Busch has risen and fallen due to merge rumors.

2. La Libre Belgique Title: InBev vers le rachat d’Anheuser-Busch (InBev towards acquisition of Anheuser- Busch) (p.17)

• Directors of Anheuser-Busch stand hostile towards the offer • If the take-over becomes a reality the new beer group will become the market leader in China

3. Le Soir Title: “InBev veut se payer la Budweiser” (InBev wants to buy itself a Budweiser) (p.1) Title: “InBev veut avaler la «Bud»”(InBev wants to swallow « Bud ») (p.22)

• Anheuser-Busch will review the offer in detail • According to American newspapers the Busch family who owns 4% of the shares stands quite hostile to the offer, especially PDG August Busch. • Easton Vance, who owns 0.77% of the shares, is in favor of the offer.

4. Het Laatste Nieuws Title: “Amerikanen starten verweer tegen InBev-plannen (Americans are planning a defense policy against the plans of InBev) (p.40)

• In the US more and more people feel that Anheuser-Busch should refuse the take-over bid of InBev. • The website savebudweiser.com already collected more than 30 000 signatures. • Matt Blunt, governor of Missouri, admits that the idea of a government intervention to stop the take-over from becoming a reality isn’t a bad idea.

5. Gazet van Antwerpen Title: “Stella doet bod op Budweiser” (Stella makes an offer on Budweiser) (p.55)

• According to Gazet van Antwerpen, the offer of InBev isn’t unexpected • The rumors of a fusion between InBev and the South-African brewer SABMiller only served to increase the pressure on Anheuser-Busch

B. Online press – websites Belgian dailies

6. De Standaard Title: “InBev doet overnamebod op Anheuser-Busch (InBev announces its take-over bid on Anheuser-Busch)

• The fusion between the beer brewers would lead to the formation of the largest brewer in the world. • The necessary financial means are provided by Banco, Santandar, Barclays Capital, BNP Paribas, … • Financial advisors are Lazard and JP Morgan. • Legal advisors are Sullivan&Cromwell. • After the merger, InBev would like to install its headquarters for the North- American market in St. Louis. • The new name of the brewery will definitely refer to Anheuser-Busch. • Carlos Brito, CEO of InBev, pleads in a letter to August Busch, CEO of AB, for a quick consultation since the take-over is a top priority for InBev at the moment. • InBev wants to position Budweiser as the global flagship brand.

7. De Morgen • Same report and article as De Standaard

MEMO

Company From Interel Subject Vincent Van Quickenborne Date 16/06/2008

Profiel Vincent Van Quickenborne (Open VLD)

Contactgegevens

Wetstraat 18 1000 Brussel Tel: +32 (0)2-501.02.11 Fax: +32 (0)2-502.34.30 [email protected]

Politiek

Huidig mandaat: Staatssecretaris Staatssecretaris voor administratieve vereenvoudiging, toegevoegd aan de Eerste Minister (2003-…)

Andere mandaten - Senator (1999-2003) - Gemeenteraadslid te Kortrijk (2001-…) - Lid van nationaal partijbestuur van de VLD (2002-…)

Programmapunten - Hij is voorstander van een slanke en klantvriendelijke overheid, minder belastingen, migranten die welkom zijn als ze veel willen werken en ondernemers die niet pleiten voor protectionisme - Hij heeft een progressieve houding in het drugsdebat 1

Andere - Hij was spitsbroeder van Jean-Marie Dedecker - Hij zette zijn eerste stapjes in de politiek wanneer Bert Anciaux in 1998 de links-liberale denktank ID21 oprichtte - “Vincent van Quickenborne is baby Verhofstadt” - “Als ik word verkozen, ga ik een jointje blowen in de Senaat” - Hij bracht tijdens de verkiezingen in 2007 een West-Vlaamse kaart uit die volledig in het West-Vlaams geschreven was, en deelde die rond op markten - Hij omschrijft sommige ambtenaren als “ambetantenaren” op de nieuwjaarsreceptie van Open VLD - Hij murwde zich op de handelsmissie naar Zuid-Afrika op bijna alle foto’s achter prins Filip en prinses Mathilde.

Publicaties - “Pleidooi voor een warme fusie. Vlaanderen moet een netwerk van 25 grote steden worden” in Stadslucht maakt vrij van S. GATZ S. Van Rouveroij, C. Leysen, P. Stouthuysen, J. Basiliades, VUBPress, Brussel, 2005 - "Vestigingswetgeving: verleden, heden en (mogelijke) toekomst - Administratieve rompslomp of zinvolle reglementering?" in Liber Alumnorum KULAK, Die Keure, Brugge, 2005 - “Links-liberalisme in een kwalitatieve samenleving” in Een Vierde Weg? Een links- liberalisme als Traditie en als Oriëntatiepunt van S.Gatz en P.Stouthuysen, VUB press, Brussel, 2001 - “De Kruispuntbank Ondernemingen instrument voor administratieve vereenvoudiging” in Liber Amicorum, Jean-Pierre de Bandt, Bruylandt, Brussel, 2003

Privé

Personalia Geboorteplaats: gent Geboortedatum: 01/08/1973 Afkomstig van Kortrijk

Studies Humaniora: Latijn-Wiskunde Sint-Barbaracollege Gent Univesiteit: Licentiaat in de Rechten Katholieke Universiteit Leuven (haalde ieder jaar grootste onderscheiding)

Werkervaring - Voormalig advocaat aan de Balie van Kortrijk

Persoonlijkheid - Hij is zogezegd Republikein, maar gaat wel thee drinken op het paleis

Andere

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- Lid van TriAngel (…-1998), een links unitaire groepering - Gelieerd aan de Coudenberggroep, een denktank voor federalisme in België - Hij was de eerste Belgische politicus met een weblog - Hij stichtte het Liberaal Vlaams Studentenverbond Kortrijk op

Foto’s

Video bestanden

- Heeft de economie nog een extra stimulans nodig? http://www.garagetv.be/video-galerij/verkiezingen-2007- openvld/Vincent_Van_Quickenborne____Heeft_de_economie_nog_een_extra_stimulans _nodig.aspx

- Meest sexy politicus http://www.garagetv.be/video-galerij/actuatv/Meest_Sexy_Politicus__Q.aspx

- Vraag en Antwoord http://www.garagetv.be/video-galerij/verkiezingen-2007- openvld/Vincent_Van_Quickenborne___ale_filmpjes.aspx

- Op campagne met Vincent Van Quickenborne http://www.garagetv.be/video- galerij/actuatv/Op_campagne_met_Vincent_van_Quickenborne.aspx

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