1. PLATO SRBIJA Serbian Chamber of Commerce February, 2009

2. Overview Presentation Voka-Chamber of Commerce of East-Flanders The PLATO concept PLATO SRBIJA Timing and Milestones Finances Agreements on project management

3. Voka-Chamber of Commerce of East-Flanders

4. Voka, the Flemish network of companies

5. Voka- East Flanders’ Chamber of Commerce Voka Flanders: 17500 companies Largest Belgian employers organisation Voka - East Flanders’ Chamber of Commerce 3000 members ( Volvo, Honda, Arcelor Mittal… ) 50 employees in 4 offices Our structure: 6 competence centres to support our companies: -Services - Lobbying -Communication -Networking -Training & Education -International Entrepreneurship

6. Life Long Learning! MinervaPLATO GLOBUS Athena Kameracademie StartingGrowingInternationalising Start Mentorshipprojects!

7. The Plato Concept

8. Plato history 1990 Plato starts at Voka East Flanders’ Chamber of Commerce Since 1990: 1700 SME’s have joined the Plato Project in the Province of East Flanders. ( 7500 in Flanders ) 300 managers of 70 multinational companies participated Since 2000: Plato International Plato networks in Ireland, Denmark, Finland, Sweden, Hungary, Romania, Croatia, Slovenia, Ukraine, Poland, Slovakia, Serbia and South Africa

9. Why do companies participate in learning networks? SME owners are responsible for EVERYTHING in their company: Finances management, HR, purchasing,, marketing, … But the entrepreneur has a LACK OF TIME AND MEANS For expensive and time-consuming trainings The project deals with BOTTLENECKS and practical questions The entrepreneur has a NEED for information and contact with colleagues PLATO

10. Aim of PLATO Professionalization of SME owners by practice Establishment of learning networks of SME owners Knowledge transfer via the guidance of mentors, managers of major companies

11. How? Mentorship project! 15 SME group 15 SME group 15 SME group 15 SME group MC

12. Plato starts from the practice Plato entrepreneurs discuss and share their everyday problems: Accountancy, Sales, HRM, Subsidies, Taxes, Communication, Export, … In order to increase their profit, turnover and growth rate SME owners have other priorities & problems: customized program adapted to local SME needs Entrepreneurs gain new knowledge from their mentors and from outside experts and from their colleagues.

13. Plato groups are guided by mentors Mentors are managers from large companies: Steer the group meetings Networking with other mentors and mentor companies Individual assistance to the participating SME Return: skill training by managing a PLATO Group Achieve entrepreneurship

14. PLATO is sustainable Plato gives SME owners the skills necessary in order to growth Plato gives chances to women entrepreneurs & starters Plato is affordable & practical Co-operation of Chambers of Commerce with stakeholders: governmental organisations, NGO’s, universities, development organisations, training centres, … Plato access to national and international networks of SME’s and multinationals/mentor companies

15. Why does a SME owner participate?  Develop a good business plan for his/her company  Gain knowledge & confidence about all business aspects  Learn techniques and methods to optimise company practices  Participate in networking (advice, transfer of know-how, contacts, …)  Broaden their business horizon  The will to bring their company to a higher level  Create a local, regional, national and International network Improve the company results!

16. Key players Mentorshipproject Mentors Mentorcompa nies entrepreneurs S(M)MEs Chamber of Commerce Other socio-economic partners

17. To PLATO or not to PLATO! The impact of Plato on the SME’s

18. Impact of PLATO on SME owners. Studies by Deloitte, University of Antwerp, Vlerick Business School Compared to their peers, Plato companies performe above average on all levels PLATO companies are more professionally managed related to liquidity, cash-flow and rentability. PLATO companies have a business strategy. SME owners know how to grow & feel confident in their business plans

19. PLATO Srbija

20. 10 steps to implement Plato : 1.Fact finding in Serbia 2.TB for Plato Coordinators in Flanders 3.Selection of Mentor companies in Serbia 4.TB for Mentor companies in Flanders 5.Selection of SME’s in Serbia 6.Creation of the Plato groups in Serbia 7.TB for SME’s in Serbia 8.Monthly sessions in Serbia 9.Closure happening in Serbia

21. Proposed project timing Factfinding mission: February 2009 Coordinator visit: 24-27/03/2009 Mentor recruitment: March-June 2009 Mentor & Coordinator teambuilding: 2-5/6/2009 SME recruitment: April- September 2009 SME teambuilding: October 2009 Start of the project: November 2009

22. Beyond Plato Economic missions to Serbia & Flanders Economic seminars on trade partner countries Links with education centers Plato as a tool to stimulate SME development in other regions in Serbia Contacts with Serbian & Belgian government.

23. PLATO Financial - overview VLVCCSer 1. Preparation and planning 0,001.000,00300,00 2. Staff costs 37.630,4425.086,9624.490,00 3. Operational Costs 13.100,000,002.400,00 4. Overhead Costs 7.609,573.763,042.689,00 5. Investment Costs 0,00 6. Travel and Accommodation Costs 52.860,000,00 7. Subcontracting Costs 13.800,000,00 TOTAL 125.000,0029.850,0029.879,00 % 67,67%16,16%16,17%

24. Q&A Question time… Financial details General Plato concept Plato Srbija implementation Project management agreements Coordinators Reporting -> Protocol

25. Thank you for your attention Contact Wim KeygnaertStefan Derluyn Project Coordinator Manager International Dept wim.keygnaert@voka.bestefan.derluyn@voka.be +32-9-2661451 +32-9-2661446