Schréder: ‘Sustainability is our competitive advantage’
Cities and municipalities worldwide rely on luminaires from the Belgian family-owned company Schréder for their public lighting. Since its establishment in 1907, Schréder has become the benchmark for lighting solutions for public spaces. Over the last decade, Schréder has made its products more energy-efficient, smart and circular. In combination with further internationalisation, this offers the prospect of sustainable growth in existing and new markets.
The Jules Schréder & Co Workshops' were founded in Liège in 1907, while Belgium was in the midst of the first industrial revolution. Initially, the company supplied electrical components, panels and boxes. From the 1930s onwards, it focused on industrial lighting. ‘As Belgium is a small market, the company had to look across the national borders and export its products right from the start. That international outlook remains one of the company's main characteristics to this day’, says current CEO Philippe Felten.
Internationalisation to stay close to the market
Schréder opened its first foreign factory in 1951. It went on to establish production at several locations in Europe as well as in Africa, China, Australia and the US. ‘Our industrial footprint is quite large because we aim to produce close to the markets we operate in. Whilst the factories are centrally controlled, at the same time they have considerable autonomy so that they can respond to the needs of their own markets as well as possible’, Felten points out.
Besides internationalisation, innovation sits high on the company’s agenda. ‘Of course, product innovation is in Schréder's DNA: we are continually on the look-out for better products which combine maximum light quality with minimum energy consumption. But we also need to innovate in our processes to ensure we produce our very wide range of products as efficiently as possible. In addition, we are increasingly moving towards connected products with digital solutions. To do that, we are developing new skills in software and new technologies.’
Lighting becomes intelligent data network
The group, whose main R&D centre is located in Liège, was a pioneer in this field. ‘Adding connectivity and sensors to our products means they can be controlled remotely. Using intelligent technology, we can tailor the lighting to the ambient conditions and make sure it only operates when it is needed. It also means defects are detected quickly’, the CEO says. ‘Moreover, thanks to the sensors, we are able to provide additional information to local authorities on traffic density, air quality and so on. The lighting infrastructure thus becomes an intelligent data network covering the entire area.’
The digitalisation of its lighting solutions also allows Schréder to make them more energy-efficient. Philippe Felten: ‘Sustainability is a core element in our growth strategy. We started focusing on sustainability early on and built a significant competitive advantage as a result. Our high-quality, more sustainable products help our customers achieve their carbon reduction targets. We will continue to focus on this to build our advantage even further.’
It’s an advantage that we can work with KBC Commercial Banking both in Belgium and abroad
Philippe Felten, CEO Schréder
Growing with the support of KBC Commercial Banking
The CEO thus sees a bright future for this lighting specialist. ‘It’s vital that we continue to innovate and invest fully in ecology, digitalisation and production methods. But there are still markets around the world where our market share can grow. With the support of our banking partner KBC Commercial Banking, which knows our history, evolution and strategy inside out, this should not be a problem. It’s a great advantage that we can work with the same banking partner both in Belgium and abroad. Our long-term relationship also means KBC is able to make decisions very quickly, which is important when we want to make an acquisition abroad, but equally necessary for the investments we still need to make’, Felten says.
Knowledge transfer ensures that our local people are familiar with Schréder's vision, strategy and values
Miet Danckaert, Relationship manager KBC Commercial Banking
Schréder is thus very active in international markets and is constantly looking to expand further. Miet Danckaert, KBC Commercial Banking relationship manager, is the point of contact in this regard: ‘When Schréder wants to make an acquisition, I contact the specific relationship manager in the country concerned. This means the company immediately has a direct point of contact at their foreign KBC branch. From Belgium, I take care of the knowledge transfer, so that our local people not only know the company well but are also familiar with its vision, strategy and values. That way, Schréder feels they are banking with their trusted KBC partner and not a foreign bank.’
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