IMPORTANT LEGAL NOTICE
 

 K+50 ascii version

Belgium (nl)

 
DP Managing organisation : SYNTRA West
Other national partners : Cleaningboy BVBA
Cobot vzw
Fabrics international
Jean Alan NV
Katholieke hogeschool St-Lieven
Kunstateliers Slabbinck NV
Latexco
Latexco Handling
NV Michel Van de Wiele
Randstad
Thermote & Vanhalst Forklift parts
Unie van Zelfstandige Ondernemers
VOKA-Kamer van koophandel West-Vlaanderen
Vlaams Instituut voor Zelfstandig Ondernemen
EQUAL theme :Adaptability - Life long learning 
Type of DP :Sectoral - Specific discrimination and inequality problems 
DP Legal status :Association without legal form 
DP identification :BEnl-17 
Application phase :Approved for action 2 
Selection date :21-06-2005 
Last update :21-08-2006 
Monitoring:  

Rationale

Text available in

Because of the increasing amount of information and the economic growth, a strong need for well structured information has risen.Especially in companies and SME's which nowadays are composed more complicatedly than before and where it is often not clear where to find which informatioin within the company. The departments, processes within the company are often not alligned, and this at the expense of the functioning ability of the collaborators and the company in general.
Employees are expected to adapt, evolve alongside, acquire knowlegde on a permament basis. In many cases, this knowledge is acquired externally, although the company itself contains a fair bit of knowlegde, experience and compentences. However, the knowlegde which is present in the SME is not registered, not secured and as a result it is insufficiently available for other employees. In other words, "opening up" the knowledge of colleagues can be used far better and it is considerably cheaper and more efficient than consulting external sources.
Many organisations need a proper way of structuring information to retain the available knowledge for later. Employees and especially older employees within a company often have expert knowledge. The problem is however that these employees do not always want to share this knowledge. They are afraid that this might jeopardise their position in the company. If someone else would know the same, the risk exists that this person will assume the task. In an organisation where knowledge management is applied, all knowledge is stored as information in an system. The information is then accessible to all employees within this company. As such, employees can learn form one another. As a result, employees obtain deeper knowledge on what happens within the company and that can be a good impulse for the work quality.
For instance, many people have to come up with solutions repeatedly, whereas everything would have been a lot easier if all knowledge, experiences and skills would have been registered somewhere. Besides, a company regularly welcomes new staff and hence also new knowlegde.
In order to share this knowledge with everybody in the entire company, a good system is required to convert the knowlegde into information and to make the information accessible to all.

Maund states it as follows: ”If an organisation wants to reach its objectives and remain competitive, the members of the organisation will have to share their knowledge. This can be accomplished by means of knowledge transfer systems.”
(Source: Maund (L), Introduction to Humans Resource Management, p.343, 2002)

Therefore, knowledge management becomes more and more of a key concept. Knowledge organisations require another organisation than the traditional enterprises and knowledge management is there to handle the organisation of knowledge, hence ensuring that knowledge is no longer lost.

In short: the reason for introducing knowledge management is that information was very sloppy or difficult to access in the past. By applying knowledge management, this can become structured and all knowledge within an organistation can be combined. This offers employees more chances of personal development, of evolving alongside, of securing their position in the company. And this can result in a stronger competitive position for the company.

Chris Frowein, Henk Verbooy and J.S. Mackenzie Owen agree on the fact that knowledge management means “the organisation depends on knowledge in the heads of collaborators, on the gathered experience and on knowledge availlable in documents and information systems. In addition, it also concerns knowledge in actual company processes (internal) and knowledge on what is happening in the outside world (external).”

Two components need to be taken into account in this context:
1. Strategic component

The strategic component of knowledge management concerns the management of the knowledge portfolio of the organisation. This requires a proper reflection of the existing knowledge portfolio (what does the organisation know about what). The goal is to translate this into knowledge fields (this covers both profession-intrinsic fields, and the so-called competences of people and groups and the entire organisation). It also requires a vision on the knowledge portfolio needed in the future. Ideally, this vision corresponds with the strategy of the organisation in general. Finally, it also requires proper vision on the learning ability of the organisation. This learning ability is one of the factors to increase the level of the knowledge portfolio.

2. Operational component
In our view, the operational component of knowledge management is mainly related to the knowledge needed in the daily work of collaborators, implicit knowledge locked in the heads of people and the way of handling this knowledge. In addition to information in files and in documented databases, it mainly concerns so-called "who knows what about what"information. This aspect of operational operational knowledge management is mainly a continuation of proper information management. The learning processes in daily work are also of tremendous importance. Especially these processes lift the level of an organisation.
These two components are fairly specific for knowledge management. They need to be in line with and they need to be applied in congruence with the other organisational management fields. In particular with structure, culture, human resources management and communication.

With this project, we focus on the group of +50.
It is a fact that in Belgium and in extension also in Europe, more attention needs to be paid to the increasing interest of older employees in SME's. Various sources confirm the propositiojn that employees on the labour market become increasingly older, but that these older employees also have an (early) retirement increasingly sooner in Belgium and Flanders. A report from the European Commission indicates that the Belgians are even the quickest to retire within the EU. For instance, in 2002 the average age of a Belgian to retire was 58,5 years old. The average retirement age in the EU was 60,8 in that year. The report of the EU commission also confirms that Belgium comes last in the EU as far as employment of over -55's is concerned. In 2002, a mere 26,6% of the older employees were professionally active. The EU average amounted to 40,1% in that year. In 2001, the European Member States promised that by 2010, half of the older employees would still be professionally active, a percentage which, especially in Belgium, still lies far ahead of us. (Source:Belgian retires 2 years earlier that average European, De Tijd, 04/03/2004).
A study conducted by the Equal "Age management" working group indicated that Europe is facing a double problem. Empoyees become increasingly older and the older employees retire increasingly sooner: “Increases in life expectancy have been positive for development for Europe. Yet it brings major economic and social challenges. First, the workforce itself is “ageing” which means that the economy is more dependent on older workers. Second, some older workers are exiting early from the labour market which is further contributing to the reduction of the workforce.
The challenge is to ensure that companies, learning providers and social partners take more account of older workers’ employment and training needs. Essentially, it is necessary to focus on lifelong learning as a way of ensuring that all workers - including older workers - have the necessary skills to meet the changing needs of the economy and also to support older workers who want to remain in work.” (Source: EQUAL, Draft Age Management good practice publication, 26/05/2004).
Knowlegde management can not only ensure that the knowlegde and experience of the growing group of older people who retire will not be lost ( in key positions this could even undermine the proper functioning of the organisation), but it also offers the older employees better, and for them, more efficient possibilities for extra training. In addition it also offers them a new challenge and the motivation to pass on their knowledge.

This project wants to develop a SME tailor-made instrument, assisting them in their knowledge management.


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Objective

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With this project we want to ensure that the present knowledge and experience within the SME's is mapped, anchored and passed on in the most efficient manner possible, to offer employees the most optimal chances of lifelong extra training and to adapt themselves to the constantly altering requirements concerning knowledge and competence.
1. The manegement has to be convinced of the use of knowledge management for his/her company. It is important in this context that it can be clearly indicated where the key processes of the company are situated and that the continuity of the organisation can be secured when the required knowledge about those processes is mapped. Management has to be convinced because it has to support the implementation and follow-up of the different aspects of knowledge management from the very beginning.
2. The present knowledge of the employees in the above-cited key processes needs to be mapped. Unlike the approach of a great deal of consultants, we want to teach the employees how they can map their knowledge themselves. The purpose is to make them self-sufficient, whilst being supported by a internal or external monitor. As such, they feel the least threatened and they will be the most willing to share their knowledge.
3. The kowledge of the employees that was recorded, needs to be stored somewhere and it needs to be easily consultable and adaptable for the other employees. An ICT-instrument has to offer the required support fot this aspect.
4. To increase the involvement of the older employees and to make the transfer of knowledge as succesful as possible, we will have the over 50's transfer their knowledge to their youger colleagues themselves (intergenerational learning). Our goal is to list the various possibilities of transfer of knowledge and to elaborate when which method would offer the best result."The gain for over -45's is a new, final career challenge and a new perspective i.e. that the transfer of knowledge is important and it does nor entail a threat but rather an opportunity." In other words: the employees will be motivated for a longer time, they will adapt themselves to altering situations and they will be employable for a longer time.
5. We also want to be able to follow-up the implementation of the knowledge management with a web-based tool. Purpose is that the tool is linked with or integrated in the intranet application combining the knowledge. The implementation needs to be supported by management, therefore a person should be appointed as monitor to keep track of and coordinate the entire route of knowledge management. The mentors however coach the employees and motivate them to share kowledge in order to reach kowledge productivity. Their task also consists of assisting the new/young colleagues with absorbing and processing their knowledge which is relevant for them

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Innovation


Nature of the experimental activities to be implemented Rating
Guidance, counselling ****
Training ****
Employment aids (+ for self-employment) ***
Integrated measures (pathway to integration) ****
Employment creation and support *
Training of teachers, trainers and staff ***
Conception for training programs, certification ***
Anticipation of technical changes ****
Work organisation, improvement of access to work places ***
Guidance and social services ****
Awareness raising, information, publicity ***

Type of innovation Rating
Process-oriented **
Goal-oriented **
Context oriented ***

Text available in

De ontwikkelde instrumenten en producten zullen de KMO’s toelaten om kennismanagement in hun bedrijf te implementeren en een lerende organisatie te worden. Er zijn geen dergelijke instrumenten op de markt die bruikbaar zijn voor de KMO (te duur, niet gebruiksvriendelijk, houdt geen rekening met de noden van een KMO,…) waardoor de opmaak zeker al innovatief is voor de doelgroep KMO’s. De echte meerwaarde ligt bovendien in het feit dat we vertrekken vanuit de strategie van het bedrijf en de sleutelprocessen. Ook de begeleiding die we de KMO’s kunnen aanbieden bij de uitvoering en implementatie van kennismanagement in hun bedrijf is een nieuw element.
Innovatief is tevens de koppeling van het instrument met de verschillende vormen en mogelijkheden van formeel en informeel leren, waarbij zelfs rekening gehouden zal worden met de gedragscompetenties die bepalend zijn voor het leren en de overdracht van kennis. De implementatie zal ook opgevolgd, gestuurd en aangemoedigd worden door mentoren en monitoren, waardoor er korter op de bal wordt gespeeld en waardoor de medewerkers zich nauwer betrokken voelen bij het geheel.
Het instrument zal een flexibel product zijn dat permanent kan worden aangepast en dat permanente evaluatie en opvolging toelaat. Men kan immers gemakkelijker de effectiviteit gaan meten van de ondernomen activiteiten om de kennis te verhogen.
De stuurgroep, waarin alle partners vertegenwoordigd zijn, zal het ontwikkelingsproces sturen en de innovatieve aanpak opvolgen. Zij moet erop toezien dat de innovatieve producten niet alleen de oplossing bieden voor de geschetste problematiek en aan de gestelde doelstellingen beantwoorden maar dienen er tevens op toe te zien dat de specifieke meerwaarde niet uit het oog wordt verloren nl. directe toepasbaarheid en resultaatgerichtheid, flexibiliteit met aandacht voor het individu. Het partnerschap is zo samengesteld dat alle relevante partners (opleidingsinstellingen, sectorele opleidingscentra, bedrijven, een interimkantoor) erin opgenomen zijn. Vanuit de verschillende achtergronden zullen instrumenten en methodieken ontwikkeld worden die innovatief zijn voor alle partijen. De bruikbaarheid en overdraagbaarheid van de resultaten zouden moeten zijn gegarandeerd.

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Budget Action 2

250 000 – 500 000 €

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Beneficiaries


Assistance to persons 
Unemployed  20.0%  20.0% 
Employed  20.0%  20.0% 
Others (without status, social beneficiaries...)  10.0%  10.0% 
  100.0% 
 
Migrants, ethnic minorities, …  0.0%  0.0% 
Asylum seekers  0.0%  0.0% 
Population not migrant and not asylum seeker  50.0%  50.0% 
  100.0%
 
Physical Impairment  0.0%  0.0% 
Mental Impairment  0.0%  0.0% 
Mental Illness  0.0%  0.0% 
Population not suffering from a disability  50.0%  50.0% 
  100.0% 
 
Substance abusers 0.0%  0.0% 
Homeless  0.0%  0.0% 
(Ex-)prisoners  0.0%  0.0% 
Other discriminated (religion, sexual orientation)  0.0%  0.0% 
Without such specific discriminations  50.0%  50.0% 
  100.0% 
 
< 25 year  0.0%  0.0% 
25 - 50 year  0.0%  0.0% 
> 50 year  50.0%  50.0% 
   100.0% 

Assistance to structures and systems and accompanying measures Rating
Age ****

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Empowerment

 

 With beneficiaries

Participation
Promoting individual empowerment
Participation in the project design
Changing attitudes and behavior of key actors

Text available in

De aanwezigheid van de sectorale opleidingsinstellingen en enkele bedrijven in het partnerschap verzekeren een vertegenwoordiging van zowel de finale (werknemers binnen de KMO’s) als de intermediaire doelgroepen (managers van KMO’s en monitoren/mentoren). Deze partners zullen vanaf het begin het product mee helpen opbouwen. Het partnerschap beslist samen welke zaken opgenomen worden in het instrument en welke niet bruikbaar zijn voor de KMO. Eens er een ruwe versie van het product ontwikkeld is, zullen zij ook de eersten zijn om het te testen binnen hun organisatie. Daarnaast zullen we ook een aantal bedrijven aanspreken die het product onbevooroordeeld zullen evalueren.
De sleutelactoren die we willen bewerken in dit project zijn de werknemers die hun kennis moeten delen en doorgeven aan collega’s. We zullen sommigen van de 50-plussers (de grootste doelgroep) ervan moeten overtuigen dat kennis delen voor hen een nieuwe uitdaging is en geen bedreiging. Deze mentaliteitswijziging is noodzakelijk is voor het slagen van kennismanagement binnen een organisatie. Daarom worden ze vanaf de eerste stappen (sleutelprocessen) tot het einde (testing) actief betrokken in de opbouw van de instrumenten en methodieken.

 

 Between national partners

Text available in

Alle organisaties zijn vertegenwoordigd in de algemene stuurgroep die als taak heeft het algemeen projectverloop en de financiële en administratieve verplichtingen op te volgen en de planning op te maken. Halfjaarlijks komt zij samen. De praktische stuurgroep zal bestaan uit alle partners, maar zonder de testbedrijven Van de Wiele en Thermote & Van Halst. Deze stuurgroep neemt het dagelijks beheer van het project waar met evaluatie van reeds uitgevoerde activiteiten en acties. De stuurgroep vergadert een zestal keer per jaar om de kwaliteit van de uitvoering van het projectplan te bewaken en eventueel bij te sturen. Zo worden alle partners op een democratische manier bij de besluitvorming van het project betrokken. Bovendien stellen de organisaties voor de werkgroepen waarin zij actief zijn een vertegenwoordiger aan die zal instaan voor de inhoudelijke uitwerking van het project. Volgende werkgroepen zullen opgericht worden:
- Werkgroep “Sleutelprocessen” (Syntra West, Randstad, Latexco, Latexco Handling, Cobot, KaHo Sint-Lieven)
- Werkgroep “Assessement tool + platform” (Syntra West, Randstad, Latexco, Latexco Handling, Cobot, KaHo Sint-Lieven)
- Werkgroep “Draaiboek met scenario’s” (Syntra West, Randstad, Latexco, Latexco Handling, Cobot)
- Werkgroep “Opvolgingsinstrument” (Syntra West, Cobot)
- Werkgroep “Disseminatie” (Alle partners)
- Werkgroep “Evaluatie” (Syntra West, KaHo Sint-Lieven)
Binnen deze werkgroepen zullen de verschillende partners ook verschillende taken vervullen, maar dat staat uitgebreider beschreven in het Nationaal Tijdpad.

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Transnationality

 

 Percentage of the budget for transnational activities

  • 10.0%

 Transnational Co-operation Partnerships

Transnational Co-operation Agreement DPs involved
3940 North Devon College CZ 43
PL 80
UKgb 90

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Background

 

 Involvment in previous EU programmes

  • Two and more partners involved in A&E

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National Partners


Partner To be contacted for
SYNTRA West Co-ordination of experimental activities
Design of the project
DP managing organisation
Evaluation
Monitoring, data collection
Transnational partnership
Cleaningboy BVBA
Cobot vzw
Fabrics international
Jean Alan NV
Katholieke hogeschool St-Lieven
Kunstateliers Slabbinck NV
Latexco
Latexco Handling
NV Michel Van de Wiele
Randstad
Thermote & Vanhalst Forklift parts
Unie van Zelfstandige Ondernemers
VOKA-Kamer van koophandel West-Vlaanderen
Vlaams Instituut voor Zelfstandig Ondernemen

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Agreement Summary

Text available in

De Vlaamse samenwerkingsovereenkomst samen met de Raamovereenkomst afgesloten tussen het Agentschap en de coordinator het het equal project is beschikbaar op het ESF-Agentschap.

Development Partnership Agreement summarywww.vlaanderen.be/equal

Last update: 21-08-2006 dot Top


SYNTRA West


Spoorwegstraat 14
8200 Brugge

Tel:+32050403080
Fax:
Email:joeri.vanbiervliet@syntrawest.be

 
Responsibility in the DP: Co-ordination of experimental activities
Design of the project
DP managing organisation
Evaluation
Monitoring, data collection
Transnational partnership
Type of organisation:Education / training organisation
Legal status:Without legal status
Size:Staff 50-250
NUTS code:BRUGGE
Date of joining / leaving:30-06-2004 /

Contact person(s)

Name First name Phone E-mail Responsibility
De Neve Johan +32050403080 johan.deneve@syntrawest.be project manager

Last update: 21-08-2006 dot Top


Cleaningboy BVBA


Torkonjestraat 21
8510 Marke
www.cleaningboy.be

Tel:+32056255252
Fax:
Email:info@cleaningboy.be

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:Staff < 10
NUTS code:KORTRIJK
Date of joining / leaving:01-05-2006 /

Contact person(s)

Name First name Phone E-mail Responsibility
Dejonckheere Hans +32056255251 info@cleaningboy.be bedrijfsleider

Last update: 21-08-2006 dot Top


Cobot vzw


Poortakkerstraat 92
9051 St- Denijs Westrem

Tel:+32092222614
Fax:
Email:cobot@skynet.be

 
Responsibility in the DP:
Type of organisation:Education / training organisation
Legal status:Non-profit private organisation (including NGO...)
Size:Staff 10-50
NUTS code:GENT(ARRONDISSEMENT)
Date of joining / leaving:30-06-2004 /

Contact person(s)

Name First name Phone E-mail Responsibility
Gryson Nancy +32092222614 cobot.ng@skynet.be directeur

Last update: 21-08-2006 dot Top


Fabrics international


Lange Meire 56
9270 Laarne
www.microfibres.com

Tel:+32093689711
Fax:
Email:ddeloof@microfibres.com

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:Staff 50-250
NUTS code:GENT(ARRONDISSEMENT)
Date of joining / leaving:01-05-2006 /

Contact person(s)

Name First name Phone E-mail Responsibility
Deloof Dirk +32093689710 ddeloof@microfibres.com quality manager

Last update: 21-08-2006 dot Top


Jean Alan NV


Nijverheidslaan 4
9308 Gijzegem
www.jeanalan.be

Tel:+32053789177
Fax:
Email:de.laet@jean-alan.be

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:Staff 50-250
NUTS code:OUDENAARDE
Date of joining / leaving:01-05-2006 /

Contact person(s)

Name First name Phone E-mail Responsibility
De Laet Hilde +30053788896 hildedelaet@club.innet.be bestuurder

Last update: 21-08-2006 dot Top


Katholieke hogeschool St-Lieven


Gebroeders Desmetstraat
9000 Gent

Tel:+32092868610
Fax:
Email:euro@kahosl.be

 
Responsibility in the DP:
Type of organisation:Education / training organisation
Legal status:Private
Size:>250
NUTS code:GENT(ARRONDISSEMENT)
Date of joining / leaving:30-06-2004 /

Contact person(s)

Name First name Phone E-mail Responsibility
Haerens Luc +32092658610 luc.haerens@kahosl.be algemeen directeur

Last update: 21-08-2006 dot Top


Kunstateliers Slabbinck NV


Lieven Bauwenstraat 18
8200 Sint-Andries
www.slabbinck.be

Tel:+32050312557
Fax:
Email:info@slabbinck.be

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:Staff 50-250
NUTS code:BRUGGE
Date of joining / leaving:01-05-2006 /

Contact person(s)

Name First name Phone E-mail Responsibility
Slabbinck Mirabel +32050318358 mirabel@slabbinck.be productiemanager

Last update: 21-08-2006 dot Top


Latexco


St-Amandsstraat 8
8700 Tielt

Tel:+32051401431
Fax:
Email:filip.david@latexco.be

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:>250
NUTS code:TIELT
Date of joining / leaving:30-06-2004 /

Contact person(s)

Name First name Phone E-mail Responsibility
David Filip +32051401431 filip.david@latexco.com productiedirecteur

Last update: 21-08-2006 dot Top


Latexco Handling


Ten Hovestraat 32
8700 Tielt

Tel:+32051423890
Fax:
Email:philippe.dejonckheere@latexco.com

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:Staff 50-250
NUTS code:TIELT
Date of joining / leaving:30-06-2004 /

Contact person(s)

Name First name Phone E-mail Responsibility
De Jonckheere Philippe +32051202205 philippe.dejonckheere@latexco.com plant manager

Last update: 21-08-2006 dot Top


NV Michel Van de Wiele


Michel Vandewielestraat 7
8510 Marke

Tel:+32056243211
Fax:
Email:betrand.vandaele@vandewiele.be

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:>250
NUTS code:KORTRIJK
Date of joining / leaving:30-06-2004 /

Contact person(s)

Name First name Phone E-mail Responsibility
Vandaele Bertrand +32056243211 bertrand.vandaele@vandewiele.com personeelschef

Last update: 21-08-2006 dot Top


Randstad


Heizel Esplanade 71
1200 Brussel

Tel:+32092659440
Fax:
Email:bie_de_backer@randstad.be

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Private
Size:>250
NUTS code:REG.BRUXELLES-CAP./BRUSSELS HFDST.GEW.
Date of joining / leaving:30-06-2004 /

Contact person(s)

Name First name Phone E-mail Responsibility
De Backer Bie +320494561803 bie_de_backer@randstad.be Talent & Knowledge Manager HR Projects

Last update: 21-08-2006 dot Top


Thermote & Vanhalst Forklift parts


Brabantstraat 15
8790 Waregem

Tel:+32056434284
Fax:
Email:gerd.bellemans@tvh.be

 
Responsibility in the DP:
Type of organisation:Enterprise
Legal status:Public organisation
Size:>250
NUTS code:KORTRIJK
Date of joining / leaving:30-06-2004 /

Contact person(s)

Name First name Phone E-mail Responsibility
Bellemans Gerd +32056434752 gerd.bellemans@tvh.be HR-manager

Last update: 21-08-2006 dot Top


Unie van Zelfstandige Ondernemers

(UNIZO)
spastraat 8
1000 Brussel
www.unizo.be

Tel:+32022307803
Fax:
Email:geert.eggermont@unizo.be

 
Responsibility in the DP:
Type of organisation:Employers' organisation
Legal status:Private
Size:Staff 50-250
NUTS code:REG.BRUXELLES-CAP./BRUSSELS HFDST.GEW.
Date of joining / leaving:01-05-2006 /

Contact person(s)

Name First name Phone E-mail Responsibility
Eysenbrandts Danny +32022380566 danny.eysenbrandts@unizo.be directeur boekhouding en administratie

Last update: 21-08-2006 dot Top


VOKA-Kamer van koophandel West-Vlaanderen


Casinoplein 10
8500 Kortrijk
www.kvkwvl.voka.be

Tel:+32056235051
Fax:
Email:info@kvkwvl.voka.be

 
Responsibility in the DP:
Type of organisation:Chamber of commerce/industry/crafts
Legal status:Non-profit private organisation (including NGO...)
Size:Staff 10-50
NUTS code:KORTRIJK
Date of joining / leaving:01-05-2006 /

Contact person(s)

Name First name Phone E-mail Responsibility
Kenis Eric +32056235051 ek@kvkwvl.voka.be directeur menselijk kapitaal

Last update: 21-08-2006 dot Top


Vlaams Instituut voor Zelfstandig Ondernemen

(VIZO)
Kanselarijstraat 19
1000 Brussel

Tel:+32022276393
Fax:
Email:hilde.deleye@vizo.be

 
Responsibility in the DP:
Type of organisation:Public authority (national, regional, local)
Legal status:Public organisation
Size:Staff 50-250
NUTS code:REG.BRUXELLES-CAP./BRUSSELS HFDST.GEW.
Date of joining / leaving:30-06-2004 /

Contact person(s)

Name First name Phone E-mail Responsibility
Deleye Hilde +32050406929 hilde.deleye@vizo.be diensthoofd

Last update: 21-08-2006 dot Top



 
 
 
 

 
 
 
 

 
 
 
 
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