Europe After The Lisbon Treaty. Strategies for the Future
2010 the European Union dened its goals for the next ten years.
A completely dierent crisis dimension was presented by Bernard Wientjes, Cha- irman of the the Confede- ration of Netherlands Indu- stry and Employers (VNO – NCW). The Netherlands is a relatively small country, which, however, has the si- xteenth strongest economy in the world and occupies seventh place in the ban- king sector. Therefore, the crisis has to be perceived as an opportunity. The fact that we are recovering from the current crisis does not mean that everything is already xed. He expressed his conviction that “We have to be prepared for crises to come within ve or ten years. Dierences in the level of particular countries’development are compensated for at a dierent pace. According to Christian Wiest, Executive Vice President Customers & Alliances at Schneider Electric from France, today the most important challenge for concerns operating globally is being able to do business in dierent areas whi- le taking into consideration their specic character and local, and national pecu- liarities. Contemporary Europe has got its advantages compared to other parts of the world – proximity of other well-developed markets and a high level of education. Howe- ver, new regions of the world are systematically overcoming their limitations and hence be- coming more competitive. An important asset of the Euro- pean Union as a global market player is its uniform market. The process of European eco- nomic integration is still un- derway. However, becoming an ever-better-integrated mar- ket is benecial for the whole of Europe. Mario Monti, for- mer European Commissioner in charge of Competition, and currently President of the Boc- cioni University in Milan, refer- red to ndings included in the Mario Monti, Chairman, Bocconi Universit , former European Commissione , Italy Pedro Pereira da Silva, General Directo , Jeronimo Martins Distribution, Poland
Economic challenges of globalisation