Welcome Back, Friends!

-A message from the Dean-

In academia, September marks a fresh start, a new chapter. We are delighted to be saying hello to our new members at the British Chamber Academy, and to be welcoming back some familiar faces, too. The past few months haven’t been easy, so we have put together a selection of initiatives in order to support our community and help you and your business get the best out of these unprecedented times. 

To start, we are now offering online executive education to individuals and organisations who wish to acquire immediately applicable skills, knowledge and enhance their professional network. The upcoming training schedule offers a wide variety of digital workshops, carefully configured to address the challenges associated with remote working environments and encouraging individuals to maximise the benefits of our digitised world. 

In cooperation with Brussels New Generation (BNG), the academy will be offering digital workshops targeted at young professionals, who aim to enrich their employability and thrive within increasingly competitive labour markets. 

Academy ‘credits’ are being introduced as a method of preventing participant  ‘e-learning fatigue’. This development aims to maximise the digital learning experience of our clients and encourages the purchase of ‘credits’ to allow the completion of  a series of shorter, more engaging workshops as opposed to one less productive training session. 

As part of our long term commitment to improving the quality of work within our business community, we will continue to utilise our extensive network of like-minded professionals and offer specialised courses in support of broader social initiatives such as promoting women in enterprise. 

I look forward to virtually meeting with you soon!

Dirk Daenen

Click here to register for our upcoming trainings!

Trade Negotiations: The Role of Private Stakeholders

By César Guerra Guerrero
Partner & Director of Trade Policy at Euraffex

The number of Free Trade Agreements (FTAs) have surged in the last years. It is clear that applied tariff levels and the number of comprehensive trade agreements of a country determine its readiness to constructively engage in ambitious trade treaties. For example, it is relatively easy to strike deals with Singapore or Chile, but it is completely different with Mercosur. In my view, a successful conclusion of a process depends on the political will and the real room for manoeuvre to accommodate each other’s interests.

Most of the time, governments must make important and difficult decisions to bridge gaps, especially in the final stages of negotiations. Trade negotiators have the ability to present results in a way that shows the benefits and minimises concessions to justify their decisions, so that FTAs will always prove positive in countries, or blocks of countries, that are so lined up with the free trade agenda. However, this is not exempted from partisan backfire that would normally use political arguments to prevent moving forward on the trade agenda. As long as negotiators prove that sensitivities were protected by using alternative treatments and specific non-trade concerns were addressed somehow, countries would be inclined to make hard calls to close a deal.

In the meantime, the private sector- whether on the offensive or the defensive side- is faced with uncertainty. It is difficult to know how their products are going to be treated if they are part of the final package that would solve the most difficult issues to clench a deal. The reading and identification of true red lines is crucial for governments. Stakeholders play an important role to influence this vision. Using the example of the EU-UK trade negotiations, is the level playing field a true red line for the European Union or is it just the access to British fishing waters? What are the potential trade-offs all parties can live with? The answer is communication and creativity. The private sector must be part of the solution and governments should be open for feedback as it is in their best interests. The successful outcome for business sectors and individual companies often depends on the engagement with trade negotiators and making the case with sound arguments, whilst providing reasonable alternatives to the ideal outcome.

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Here at the British Chamber of Commerce, we will continue to update you with the necessary information to help all our members to succeed. 
We are all in this together, and with the right plans in place, consumer confidence can be restored. BritCham offers support, guidance and specialised coverage for both Brexit and COVID-19, including webinars, workshops and events that will give your firm the tools it needs to navigate through this challenging period. Click here to register: https://www.britishchamber.be/upcoming-events

New Belgian Furlough Schemes: Which is Best for You?

By Yasmine Lingemann

On Friday 28th August the British Chamber of Commerce EU & Belgium had the pleasure of hosting Sophie Maes and Sieglien Huyghe from Claeys & Engels to discuss the new changes to the Belgium temporary unemployment scheme from today, September 1st. 
The existing scheme will be split up into five new schemes for Belgian businesses to choose from. See below for a full breakdown of each scheme.

1. Corona temporary unemployment scheme valid until 31 December 2020
Conditions-
The firm must either belong to a sector that has been heavily affected by the Coronavirus OR have a minimum of 20% days of unemployment in one quarter compared with the previous quarter.

Application process-
Applicants must complete a C160A- HGO form to send to the National Employment Office (NEO) and receive a confirmation from NEO.

Formalities during use-
Notify & inform employees, the Work Council/ Trade Union.

Advantages & disadvantages-
+Few formalities and applicable to all workers (blue and white collars).
-Expires on the 31st of December.

2. “Normal” economic temporary unemployment scheme for white-collar workers
Conditions-
The firm must prove a loss in turnover, production or orders by at least 10% OR a reduction in employment for blue-collar workers by 10% OR sufficient recognition by the Ministry of Work as a company in difficulty.

Application process-
A new CBA or Business Plan must be drawn. The Business Plan MUST be approved by the Commission for Business Plans which takes roughly two weeks.

Formalities during use-
A C160A form must be completed together with supporting documents. 
If you have a CBA, send this to the NEO.
If you have a Business Plan, send this to the FPS.
Notify the NEO and all employees a minimum of one week before starting date of unemployment.
Communicate the economic reasons to support your application to either the Work Council or Trade Union Delegation.
Keep record in a validation book.
Deliver a C3.2A form to each employee an notify the NEO before the first day of unemployment every month.
A daily supplement of €5 is required.

Advantages & disadvantages-
+Possibility to regulate temporary unemployment for an immediate period of one year
+Maximum of 16 weeks for full-time workers and 26 weeks for part-time workers (of minimum 2 working days per week)
-Approved Business Plan or CBA is required
-Daily supplement paid by the employer

3. New “Transitional” economic temporary unemployment scheme for white-collar worker
Conditions-
The firm must prove a loss in turnover or production by at least 10%
Offer two training days per month to employees.

Application process-
A new CBA or Business Plan must be drawn. Business Plans must be submitted to the FPS but does not need approval.
Submit a C160A form to the NEO.

Formalities during use-
Notify the NEO and all employees a minimum of one week before starting date of unemployment. This can be done electronically via www.socialsecurity.be
Communicate the economic reasons to support your application to either the Work Council or Trade Union Delegation.
Keep record in a validation book.
Deliver a C3.2A form to each employee an notify the NEO before the first day of unemployment every month.
A daily supplement of €5 is required.

Advantages & disadvantages-
+Maximum of 24 calendar weeks for full-time worker and 34 weeks for part-time workers (of minimum 2 working days per week).
+No approved Business Plan required.
-2 training day required per month.
-Only valid until the 31st of December.
-Daily supplement paid by the employer.

4. Economic temporary unemployment scheme for blue-collar workers
Conditions-
The firm must be in economic difficulties due to an external problem e.g. The Coronavirus.

Application process-
Inform the NEO.

Formalities during use-
Notify the NEO and all employees a minimum of one week before starting date of unemployment. This can be done electronically via: www.socialsecurity.be.
Communicate the economic reasons to support your application to either the Work Council or Trade Union Delegation.
Keep record in a validation book.
Deliver a C3.2A form to each employee an notify the NEO before the first day of unemployment every month.
A daily supplement of €2 is required.

Advantages & disadvantages-
+Few formalities.
+Maximum of 4 weeks for full-time workers and 18 weeks for part-time workers (of minimum 3 working days per week).
+Small suspension also available for up to 12 months (of minimum 3 working days per week).
-Only valid until the 31st of December.
-Daily supplement paid by the employer.

5. “Normal” temporary unemployment scheme for force majeure
Conditions-
Unforeseen, unexpected event independent of the will of all parties.

Application process-
Notify the NEO and all employees a minimum of one week before starting date of unemployment. This can be done electronically via: www.socialsecurity.be.

Formalities during use-
Deliver a C3.2.A form to the employee concerned.

Advantages & disadvantages-
+Notice period is suspended.
-Case specific.

We hope that with this information, you will now find the temporary unemployment scheme that suits you and your company best.

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Here at the British Chamber of Commerce, we will continue to update you with the necessary information to help all our members to succeed. 
We are all in this together, and with the right plans in place, consumer confidence can be restored. BritCham offers support, guidance and specialised coverage for both Brexit and COVID-19, including webinars, workshops and events that will give your firm the tools it needs to navigate through this challenging period. Click here to register: https://www.britishchamber.be/upcoming-events

Belgian Savings Reach Record High Amid Coronavirus Confidence Crash

By Yasmine Lingemann

Belgians are big savers. According to recent figures released by the National Bank of Belgium (BNB), Belgians have reached a record high in average household savings, with figures reaching 290 billion euros in aggregate regulated savings accounts. On average, the household savings ratio in Belgium is 12.6%, which by comparison is just over double that of the UK, where households save 6.2% of their disposable income. Belgians have traditionally saved a lot, yet even in an era of zero or negative interest rates on savings, the lack of spending is beginning to become problematic and even a hinderance to the national economy.

Globally, the Coronavirus pandemic has hurt economies everywhere. With firms in the UK and Europe also having to simultaneously adapt and create contingency plans to prepare for the end of the Brexit transition, businesses face the situation where they need to use alternative methods to attract clients and re-establish confidence in their company. In Belgium, that means trying to encourage people to spend more and save less at the same time as rising unemployment, weakening job security, and people generally tightening their belts and restricting spending to the bare necessities.

Despite this, firms must not lose hope: Now is the time to seek new opportunities. Businesses are responding, many are offering their goods and services in a different way. In Belgium, where consumers have traditionally been less open to online commerce, increased time at home in front of a screen enables households to be more susceptible to e-commerce and advertising. Businesses must use this time to improve communication and dialogue with their clients to reestablish trust and retain brand loyalty. Getting active online and keeping your customer base up to date on changes will help businesses in the long run and hasten the adoption of a more digitalised economy.

Belgium government support has not been as forthcoming as in the UK. However there are a variety of loans and tax deferral schemes that have been put in place to weaken the damage felt by Belgian firms.

Click here for Belgium’s government website to see how your business can benefit from the support available: https://www.belgium.be/en

Here at the British Chamber of Commerce, we will continue to update you with the necessary information to help all our members to succeed. We are all in this together, and with the right plans in place, consumer confidence can be restored. BritCham offers support, guidance and specialised coverage for both Brexit and COVID-19, including webinars, workshops and events that will give your firm the tools it needs to navigate through this challenging period.

See our website here for more details on how we can help you: https://www.britishchamber.be/

A Year Working at BritCham

By Tomos Ireland-Life

Not knowing many people in Brussels at first, living in overcrowded house and missing home a bit meant that I was nervous to start my new role one year ago. Now, even though this year has panned out differently than what was expected, I can say that deciding to work for BritCham in Brussels has been one of the best decisions that I’ve made.

I did not know what to expect at first. Whilst I was definitely interested in communications and events, in all honesty when I applied for the job in February 2019 I did so primarily because I wanted to live in Brussels for a year, and because I liked how it sounded to say that I worked at the British Chamber of Commerce | EU & Belgium. But I’ve thoroughly enjoyed the role, and it’s been an incredible time to represent UK-EU as Brexit unfolds.

My responsibilities changed throughout the year as there was a restructuring within the organisation due to the impacts of Covid-19. Generally speaking, my role consisted of three main responsibilities: the organisation of the Brussels New Generation Task Force (the leading network for young professionals in Brussels); content development of all of the Chamber’s social media platforms and regular blog updates; and delivering content and support for the high level events that the British Chamber organises.

Even though we were hosting online webinars, working remotely since March meant that less impetus was placed on the events side of the role and more on the communications, and I enjoyed developing my communication and writing skills further.

I’ve developed skills in the field of communications and public affairs, gained an appreciation of how to organise a committee of highly capable professionals, and have developed the ability to organise multiple assignments whilst meeting tight deadlines. Since early on in the role I’ve learned to use my initiative so that progress with various projects could then be made.

One of the positives of working in a small office was the larger responsibility that was placed on us, and the opportunities that have stemmed from this. Consequently, we were working alongside a number of senior, highly accomplished professionals in Brussels, and being able to learn from how they practice within their businesses was truly a huge pleasure. It’s also been amazing having the opportunity to listen and gain insight from senior representatives in the European Parliament, senior members of the Commission, the previous Deputy Prime Minister of Belgium, the British Ambassador to Belgium, and the Chief Economist of the British Chambers of Commerce as these people have spoken at a number of our events.

It’s been eye opening living in another country which speaks another language. My favorite bar in Place Jourdan was run by a sweet old man called Bernard who could not speak a word of English, so I’d then have the opportunity to practice my French. But other than ‘deux leffe blonde s’il vous plait’ I must concede that the only other term that I can say with great confidence is ‘je voudrez parler français mais c’est difficile’… still, I am determined to learn the language if I am to return to Belgium! 

Another perk of the job was that we were essentially given season tickets to watch Royale Union Saint-Gilloise (better known as UNION!) who played football in the Belgian First Division B. After winning a few matches later on in the season we were hoping to see their charge for promotion but this was disrupted due to the pandemic. Now that the season’s back on they seem to have picked up some form, promotion might still happen… as a self-diagnosed Union ultra-fan I will have to return to watch them play at some point next season.

Whilst going into my final year without having cemented a grad role from my placement (as many of my peers have) is slightly daunting, I’m not in the slightest bit regretful for the time that I’ve spent with the British Chamber. I’ve learned skills that I would not have learned otherwise, and have had the opportunity to achieve things that I wouldn’t have done elsewhere. Three of my biggest achievements was setting up the BNG Mentoring Scheme which is the first of its kind in Brussels, establishing and becoming editor of the BritCham Weekly Newsletter, and organising the Connect with the EP two-day event in the European Parliament last October.

As long as you’re learning, any experience is good experience. I would therefore recommend this internship to any student who’s looking to do a placement in another country. Whilst I may not want to be a communications expert once I’ve graduated, I’ve learned so many other transferable skills that I’ll be able to bring forward to whatever profession I go into when I leave university. With the challenges posed by Brexit and Covid-19 I sincerely hope that the class of 2020 and beyond will benefit from similar opportunities that I have, and will continue to have the option to work in Europe for years to come.

No more Transition at the UK Border

By Liam Smyth, ChamberCustoms

@chambercustoms www.chambercustoms.co.uk

The UK left the European Union on 31^st January 2020, and the transition period comes to an end in December this year. It is vital that businesses take action now to get ready for a new border operating environment from 1^st January 2021.

Until the new border operating model was published on 12^th July, we could only speculate on how goods would be controlled at our borders once we left the EU.  It’s now clear – and the new model brings this into stark reality – that businesses need to prepare for a significantly higher level of customs declarations and associated administration.  It candidly states “customs declarations are complicated”.

Declaration volumes will grow from 55 million now, to almost 300 million next year.  The cost to business is estimated at around £7bn per annum, and the customs intermediary market lacks the necessary capacity to deal with the increase.

The detail

New border procedures for importing and exporting goods to and from the EU will be in place. Traders importing ‘standard goods’ – covering everything from clothes to electronics – will need to prepare for new customs paperwork.  You will need to keep specific records of imported goods and you can opt to take up to six months to submit a full customs declarations for goods arriving from the EU.   

Taxes will need to be paid on all imports, but payments can be deferred for up to six months until July. This will help trader cash flow until the end of 2021, but only if you or your agent have the correct approvals in place to use simplified procedures.  Full customs requirements will apply to controlled goods from 1^st January 2021 whether they arrive from the EU or elsewhere.

Businesses will be able to account for VAT on goods imports using Postponed VAT Accounting from the start of the new year.  This means that once the staged introduction period ends, payment of VAT due on imported goods can be delayed until the next VAT return.  

What does this mean for business?

Despite the much needed clarity on customs procedures, and a welcome delay through staged introduction of full customs controls, big challenges remain for most businesses.  Declarations volumes will increase, costs will rise, traders need to skill up to deal with new procedures and time is incredibly short.

Companies trading across the globe will need to make a choice.  Should they take advantage of the staged introduction of measures for EU imports and gain a cashflow advantage through delayed duty and VAT payments?  Or, stick with the systems and processes they already know, and use the newly introduced postponed VAT accounting and guarantee free deferment accounts to delay border taxes by up to six months?    Whatever you decide, businesses that export and import goods have change coming and it’s inevitable. 

The wise amongst you will wake up to change and plan your level of readiness.  There is much to do and qualified and compliance led customs experts are becoming a rare commodity.

Our expert team at Chamber Customs, our international trade training programmes and our overseas connections make us an ideal customs partner.  

As your business gets ready for the end of the transition period, our customs agents are ready to help you clear your goods at the border.  Give us a call to arrange a chat.

Whether here in Belgium or across the UK, the Chamber network is here to support you and to help you to trade with confidence.

UK-EU Border – The Devil’s in the Detail

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The practical implications of Brexit on everyday UK-EU trade is becoming clearer week by week. This week, Amazon announced changes affecting Amazon sellers, customs briefings and enquiries ramped up, and the impact on product availability and businesses started to become evident. The detail is very welcome, and helps businesses prepare further. For some, the impact will be more difficult to manage and will effect consumer choice, price and availability.

The UK government’s publication of its border operating model provided traders and logistics operators with more detailed information on the requirements for UK exports and imports. While much of the overall approach was predictable, the details of the arrangements make clear the challenges that traders will have to adapt to, and the costs likely to be incurred.

This week, retail giant Amazon announced the end of Fulfilment by Amazon (FBA) for UK sellers delivering to customers in the single market (and vice-versa). Sellers will now have to divide their inventory between UK and EU-Based Fulfilment Centres to avoid losing sales in either market.

This will raise the cost of reaching customers through increased storage and transaction costs of shipping their goods to warehouses in both markets. With Amazon putting in transitional measures before 1st January 2021, sellers Christmas trade may be affected too.

As so often, it’s the detail that counts. The UK’s plan to introduce postponed VAT accounting will be a boon to the cashflow of UK importers. But some businesses are beginning to see additional unwelcome challenges. For example, fresh fruit and vegetables delivered by air from Africa to the UK and its Benelux neighbours are distributed across the region. Since these goods movements will now need phytosanitary checks at the entry point, the opening hours of phyto offices at ports and airports now become a critical factor in avoiding lengthy delays.

With the time for preparation now short, the UK government is stepping up its communications to businesses with webinars for Belgian and Irish firms this week and more to come.

With its network of expert members and the backup of its UK chambers, Britcham is there to help you. If you have questions, contact us at BusinessContinuity@britishchamber.eu

Glenn Vaughan – Senior Adviser

UK Govt – Border Operating Model: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/899991/200713_BPDG_-_Border_Operating_Model_FINAL_1320_edit.pdf

UK-EU Trade – Get Ready For The End Of The Transition Period

The UK Government has published its long awaited border operating model. It makes clear how the border with the EU will work – at least in most cases. But some important questions remain, and the cost to business, in customs administration work alone, will be substantial. The government has responded to some key demands from British Chambers of Commerce for measures to improve cash flow. But if there’s not a deal, the cost will be higher again – and key questions remain unanswered.

While businesses will welcome more detail on processes for trading goods overseas, some questions still remain unanswered, including on trade across the Northern Ireland border and the operation of the Goods Vehicle Management System. We will continue to look at the detail and how it affects businesses over the coming weeks.

The Border Operating Model provides clarity and certainty for the border industry and businesses, including technical detail on how the border with the EU will work after the transition period and the actions that traders, hauliers, ports and carriers need to take. It covers all of the processes and systems, across all government departments, that will be used at the border. It provides clarity on the end to end journey for moving goods across the border – with information about controlled goods and new government systems that will support trade.

To help businesses prepare for these changes and continue to trade, guides on how to import and export goods are available in the form of a ‘journey’ (see below). That’s important since so many UK based companies currently trade only with the EU. They need to clearly see every step they need to take to ensure that their goods are transported successfully.

This will cost businesses money. With full border controls in place at all ports from January 1st next year, regardless of any deal that is agreed with the EU, an estimated 200 million more customs declarations will need to be made by traders annually. At a cost of £20 to £45 per declaration the cost to business could be in the region of £4bn to £9bn.

The UK government has listened to the British Chamber network and reintroduced Postponed VAT Accounting, as well as allowing the deferment of duty and VAT on EU imports for at least 6 months from January 2020.   And many businesses will appreciate the introduction of bond-free duty deferment accounts, which will provide much needed help to cashflow for businesses and reduce import costs.

Along with the European Commission’s Communication last week on preparing for the end of the transition period, it’s clear firms that import and export across the UK-EU border should take action now including the appointment of customs intermediaries and addressing approvals and certifications.

With its network of expert members and the backup of its UK chambers, Britcham is there to help you. If you have questions, contact us at BusinessContinuity@britishchamber.eu

Glenn Vaughan – Senior Adviser

Hyperlinks also below.

UK Govt – Border Operating Model: https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/899991/200713_BPDG_-_Border_Operating_Model_FINAL_1320_edit.pdf

How to import and export goods between Great Britain and the EU from 1 January 2021: https://www.gov.uk/government/publications/how-to-import-and-export-goods-between-great-britain-and-the-eu-from-1-january-2021

European Commission – Getting ready for the end of the transition period: https://ec.europa.eu/info/european-union-and-united-kingdom-forging-new-partnership/future-partnership/getting-ready-end-transition-period_en

Working from home – the new norm

Our pre-COVID-19 photoshoot

The impact of Covid-19 and the subsequent lockdown measures have affected each of us in different ways. It’s caused health issues that have changed the lives of many, whilst others have been left unscathed. It’s also freed the time of thousands of people who’ve been placed under the furlough scheme, whilst the days of others have become substantially busier for a number of different reasons.  
However we’ve all had to learn what it’s like to stay at home, and for most of us, to work from home as well.

March 13th marked the last day that the BritCham team worked in the office. The original plan was to work from home and the situation would be assessed every two weeks – over two months later we are still working from home.

You’d be forgiven if at first you thought that we would not have much to do at the Chamber, as much of our business revolves around hosting events and facilitating networking between companies. But in reality we’ve been far busier than usual! We’ve continued to support our Members through council, by hosting various webinars, by offering opportunities for our Membership to join the webinars hosted by other Members to support businesses throughout these times of crises, whilst continuing to comment on the development of the negotiations about the future relationship between the UK and the EU.

There’s no doubt that the sudden change to the home-office was difficult at first. I struggled to maintain my productivity during the first week with distractions from my Mum wanting to chat, from my dog wanting to play, and from my mind wanting to wonder! But I’ve since found a routine that works for me and the days feel more productive now than they were during the time that I was working in the office.

Outside of work I’ve also found that there are now more hours in the day to do things that I didn’t have the time to do before. The commute would take 45 minutes before and after work, and having after work drinks would often result in doing nothing but cooking food, watching an episode of something on Netflix, and then falling asleep once I got home.

With less time wasted and less distractions, I’ve found myself having the time to read, write, and exercise more regularly and I feel better for it.

Though I hope for the restrictions to be lifted soon, I also hope that some of these good habits will stay!

Whilst gauging the wellbeing of the rest of the team is not as easy as it was in the pre-Covid era as the routine lunch time conversations or the daily catch-ups around the lunch table are not taking place, it seems as though our team all seem to be mastering the working-from-home routine, and all seem to be relatively content with the status quo. Every Thursday we have a quiz on Zoom that I’m yet to win (the questions are rubbish..), but it’s good to have a weekly catch-up outside of work.

It is strange to consider how things will be once all lockdown restrictions are lifted and when that eventually might be. You’d like to think that the quizzes that we’re having at present will take place in person as opposed to on Zoom. However, further questions spring to mind about how different things might be when we finally emerge from this: how will we be expected to greet one another if we’re not supposed to shake hands? Is the elbow tap going to stay?

One thing that’s apparent is that businesses have demonstrated their resilience to survive by adapting to the current circumstances and putting in place certain mechanisms to ensure that they’re able to continue to do their work.

This is illustrated by the fact that thousands of businesses have been able to implement a work from home policy for all staff when this would have been an absurd notion only a few months ago.

Whether you prefer to work from home or at the office the long term-effect is likely to be significant.

Geography may no longer matter when applying for roles. Having demonstrated the ability to work remotely for a company in Brussels from my home in Cardiff, what’s to stop others from applying for similar roles but establishing these living arrangements from the first day?

The technological leaps that have been taken on the masses have indicated to me how interconnected the general population, and the global business community has the potential to be.

The impacts of the lockdown may change the way companies hire people from here onwards, which is exciting! 

Still, the thought of working from home permanently is not necessarily something that’s appealing to me. I do miss the human interactions that working in an office with my colleagues brings.

Who knows what the long term impacts of this pandemic may be? All that I know is that I’m looking forward to returning to the office at some point, and I’m fed up of Zoom!

Tomos Ireland-Life – Communications Officer

Will robots steal your job? A report on the British School of Brussels Expert Panel

Although those headlines that tell you robots are going to steal your job can be disheartening, the overarching message that came from last week’s panel was a positive one. Though the term Artificial Intelligence may seem scary, the panel reminded us that we actually already use A.I everyday – when we search Google, choose from recommendations on Netflix or Spotify or find more similar products on Amazon. Overall, the discussion made it clear that as automation advances, it will be the most human-centric skills that become the most valuable.

On the 12^th February, our Chief Executive Glenn Vaughan chaired an expert panel discussion on automation at The British School of Brussels, in collaboration with AmCham Belgium. Discussing the ‘Jobs Lost, Jobs Gained: workforce transitions in an age of automation’ McKinsey Global Institute report from 2017, the panel provided a great insight for the future workfoce – the students from BSB and other local schools – as well as the current one – parents and corporate representatives from across Brussels.

Key note speaker Jacques Bughin, Director of MGI and co-author of the report, gave the message that instead of fearing this new technology and worrying about what jobs it might take away, it is better to view these new advancements as opportunities and seize each one. Jacques’ confidence that it is not that today’s jobs will all disappear, that instead they will transition as they have done in the past and it is up to us to decide how these transitions unfold, was an aspirational takeaway for the audience.

Catherine Stewart, Senior Advisor at Interel Group, was clear that there are still ways to stay ahead of the automation trend. Though machines and A.I are advancing in cognitive tasks related to memory and learning new information, they lack our people skills and emotional intelligence. Catherine’s advice to the future workforce, and also to the current one, is “learn to be clear, constructive, creative and adaptable, learn to listen and to challenge in a positive way” in order to thrive.

‘The high-skill, high-pay jobs of the future may involve skills better measured by EQs (a measure of emotional intelligence) than IQs’

Andy Haldane, Chief Economist at the Bank of England

Angela Dong, Senior Vice President Human Resources, Research & Innovation, Solvay, is witnessing the A.I transition first hand, and advised the audience that in fact, not everyone needs to master the potentials from A.I and new technology, but to stand out you will need to understand what it is that it can help you achieve.

Melanie Warnes, Principal and CEO of The British School of Brussels, concluded the panel discussion in agreement with the other panellists that the way the future workforce interact with each other, human to human, will be crucial, and that an optimistic view on the topic remains important.

Though automation may be on the rise, the take home message of the night was to take a positive outlook – the robots won’t beat us yet!

‘The future is not predictable, it is to be shaped’

Jacques Bughin