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PORTFOLIO

mardi.be SPRL • Rue des Pères Blancs 4 • 1040 Brussels • www.mardi.be

DARTS-IP : The Global IP Case Law Database Website design, logo and corporate identity

Wipe your tears away, you have found us!

After 10 years of growth, Darts-ip needed a website and visual identity that was in line with who had become : an international company, selling an innovative product and the leader in their field.

Mardi has created a new visual identity and a new client oriented website.

http://www.darts-ip.com/world/

AEBIOM Mardi created the image of “the voice of the european bioenergy sector�

After years of growth, Abiom wanted to professionalize its identity : a mix of institutional attribute and their sustainable vision of european energy.

Mardi developped the Logo together with a colorful graphical environment. We also developed their website and continue to upgrate. In parallel Aebiom can count on us for developing identity for their Policy Event, also design and production of their publications.

TRICOUNT : Web APP Logo, picto’s and favicon

Jonathan and Guillebert, 2 young and innovative developers, asked Mardi to design a simple and descriptive logo for their new mobile application. We also provided the look and feel and pictograms for the Tricount.com website.

Don’t have it yet ? : DOWNLOAD THE APP

GDF SUEZ - COFELY AXIMA Corporate communication

Expertise through experience With more than 750 professionals and 50 years of experience Cofely Axima became the reference company in HVAC and cooling technology. Are you looking for HVAC, industrial air treatment, ice water or piping? Then look no further. Cofely Axima nv follows the trends in the industry closely.

Or do you want fire protection? Actis, B.U. of Cofely Axima Vlaanderen, is specialized in sprinkler systems. Cofely Axima Refrigeration, finally, masters the complete cold chain. We design, construct and manage custom made refrigeration systems. Whether it is a small or large system, simple or complex, you can always count on us for a full-custom approach.

“Our main concern is to put a stop to you concerns. �

We have everything it takes to manage a project from a to z, from the design and installation to the management and maintenance of your technical installation.

A well-considered and functional design

&

CONS TR UC

NANCE INTE MA

DESIGN

ON TI

SER VIC E

Service & Maintenance By people for people Cofely Axima takes care of the management and maintenance of your technical installation. Our experienced technicians are on standby every day of the year, 24/7.

Furthermore, you can count on us for advice when converting or modernising your existing system. Of course we also guarantee that your installation meets the most stringent safety demands and the most recent environmental standards.

We feel strongly about security: Cofely Axima obtained an ISO 9001:2000 certificate, a certificate of refrigeration engineering company, in accordance with the European and the Flemish legislation and is VCA certified at SGS.

Based on your wishes and needs, our engineers work out a technical concept, taking into account specific product and/or project demands, quality control and legislation. These demands may be high reliability, energy efficiency or a customer-friendly and cost-reducing maintenance plan. An open and comprehensive communication in all stages with you as a partner is essential, so the concept engineering gives way to a well-considered and functional design.

A multidisciplinary approach With specialists in various domains, the Cofely Axima Group possesses a big dose of technical experience and know-how. We can manage your entire project, civil engineering works, piping and mechanical included.

Thereby, a multidisciplinary approach with an intensive cooperation between our several business units is put in the forefront.

MINERVA: Société de gestion et de conseil

Logo, the first sketches Logo, the first sketches

Logo and stationery

Logo > the improvement of the face and the

Logo > the improvement of the face and the helmet of the goddess Minerva

Logo > the improvement of the face and the helmet of the goddes

A “mascotte” of a Minerva car (Pierre de Soute) A “mascotte” of a Minerva car (Pierre de Soute)

Minerva - Design visual iDentity - Winter 2012 Minerva - Design visual iDentity - Winter 2012

inspiration:

inspiration:

inspiration:

Nefertiti’s perfect face...

Minerva - D esign visual iDentity Nefertiti’s perfect face... - Winter 2012

Nefertiti’s perfect face...

and some authentic fireman helmets (France).

Minerva - Design visual iDentity - Winter 2012

an

EUROPEAN COMMISSION, DG ENTREPRISE AND INDUSTRY Giving life to abstract subject

46

Strengthening

StrEngthEning Social innovation in EuroPE

aNNEx 5

social innovation in Europe

36

JournEy to EffEctivE aSSESSmEnt and mEtricS

assessing the strengths and weaknesses of organisations

StrEngthEning Social innovation in EuroPE

6. conclusions Policy-makers can support social innovation in many ways - from the introduction of specific funds to the adoption of policies that stimulate buying social innovation above standard approaches, or indeed other forms of innovation). unfortunately, ‘macro’ data systems are not designed to review and assist such activity, tending to focus on traditional forms and sectors of innovation.

We believe that the commission can and should progress towards a set of indicators, assessed for members States, and potentially major regions and cities, on the scale of social innovation, and the arrangements in place to support it. no definitive scoreboard is possible with given knowledge; what is required instead is an iterative process that draws on existing insights and refines for the future. our report outlines a prototype that can be used to initiate the debate.

assessment at the project and programme level is also often weak. Practitioners, investors and funders require more effective approaches, if assessment is to fulfil its potential and provide effective analysis to underpin effective decisions on investments in social innovations; progress social innovations with insights on organisations’ strengths and weaknesses; and build up learning and knowledge. the European union can play an important role in overcoming the challenges in each, by acting to strengthen the evidence base and knowledge across Europe. What is required is not the attempt to produce a single method or metric; that search is bound to fail.

the ESf community of practice on results Based management

Useful approaches include the Bell-Mason stage-gate approach, research undertaken in ESF community of practice on results based management, the EFQM model, and the South Korean Government Innovation Index.

the results Based management (rBm) tool 82 was developed to support the development of a learning agenda for study visits of community of practice members to each other’s organisations. Six dimensions are considered - orientation of Bell-mason stage-gate approach the programme management organisation (vision and values); strategic results framework; translation of the strategy into developed in the field of corporate venturing, the Bell-mason operations; collection and supply of performance information; group has developed a rigorous framework for assessing use of performance information; and external stakeholder the elements that make up a credible business plan, such as over the next three rather,andwhat that is focussed – involvement. skills, marketing, finance.is required is an approach

not requiring dozens of indicators from providers that are

their proprietary model for new ventures has 12 axes, in adaptive – recognising that, especially for each of not which really progressused; is mapped in four stages – from the concept stage which is seeded and thenthe developed as a may change over time early stage innovations, approach product, through to market development. Bell-mason have and yield unexpected side benefits; collaborative – bringing used this diagnostic model to chart the progress of more from a strengths broad range of stakeholders and than 450together ventures, ininsights order to benchmark and weaknesses for further development. from projects across the relevant field; and empowering

– acting as a tool to enhance the development of social figUrE a5.1 • the Bell-mason model innovations, providing insights for managers and commuBuSinESS Plan nities as well as analysts.

4 NEw vENTURES MOdEl

manufacturing 3

the European union is potentially in a strong position to help bring about this future. it could change its own culture Product 2 of evaluation; and through influence, and funding, it could KEY achieve a facilitation role, encouraging stakeholders to MARKET build a common language for thinking about outcomes and dEvElOPMENT tEchnology 1 ways to measure value added, so that coherent assessment PROdUCT dEvElOPMENT can be developed in each field. frameworks control 12

The purpose has been to set the scene for future developments. Further work in specific fields is needed to firm up financEaBility 11 and implement the recommendations. We see the following CONCEPT 10 as potentially vital steps. caSh

Ef

th in 30

th key str an envisag sus

years or so, we a step-change in user feedback on tools, th metrics will become evident. this can then for for systematic analysis into the long term.

metrics to support progression of innovations figUrE 6.3 5

fig

2012 marKEting review tool and feedback arrangements 6

EN

20 focussed a to tools

SalES

various tools exist to assess the strengths an of innovations, and to provide feedback to 7 cEo progression that has been achieved. over the envisage a process of identifying the main rou diagnoses8 oftEam organisations and for promoting

SEEd

metrics for policy making purposes figUrE 6.1

EC-Strengthening.indd 46-47

2012 Prototype metrics

Learning and knowledge figUrE 6.4

2015 initial results properly established

2012

201

checklist to reshape changed c Design of a colorful and lively brochure evaluations evaluation & m We envisage aabout process of prototyping – initially reporting sociala Scoreboard innovation in focussing on the Europe 2020 goals – and then over time approaches to evaluation have not yet caug considering range of agendas, and drawing on particular characteristics of social innovation.

Europe fora wider European Commission, analyses such as tEPSiE. the suggested checklist provides a route for ac DG Entreprise and Industry

Enterprise and Industry EC-Strengthening.indd 1

We believe that it would then take several yea Board a 9process of putting in place more systema to tools and feedback. this in turn would the more years to become a deeply embedded sy

20/11/12 15:59

metrics to support investment decisions figUrE 6.2 2012 coalition forming

2015 focussed approaches to metrics in place

the European commission cannot form a new knowledge infrastructure on its own. But it can establish serious intent in the next year, form alliances, and begin work on streamlining and refocusing the metrics used to assess outcomes and efficiency.

EC-Strengthening.indd 36-37

over the next several years, we envisage a broader perspective to who is informed i properly taking into account the ‘social’ as innovation. at the same time, through res such as tEPSiE and innoServe, and through functions and leadership of programmes, commission potentially has a vital role to pla intermediary institutions and peer networks promote core outcomes, authoritative tools, a gained from meta-analysis and evaluations.

EUROPEAN RENEWABLE ENERGY COUNCIL Design and production of brochures

Hat-trick 2030 an integrated climate and energy framework

Renewable energy

Design: www.mardi.be Printed on recycled paper containing 50% recycled waste and 50% virgin fibre and manufactured at a mil certified with ISO 14001 environmental management standard, using vegetable ink.

Energy efficiency Greenhouse gas

E u r O P E a n

r E n E w a b l E

E n E r G y

c O u n c I l

02/05/13 12:32

EUROPEAN RENEWABLE ENERGY COUNCIL Defining simple and strong concept, to be declined timelessly

We advised EREC to abandon the idea of using photos in their communication.

Instead, we proposed them to use a grid on which we created an infinity of symbols. The color palette is directly inspired from their logo symbolizing earth, air, see and fire.

As a result, EREC has fresh, modern look but at the same time serious and institutional.

In-depth knowledge of project lifecycle ISO certified ISO 9001:2008

and innovation

3E Technical consultancy and software service in Renewable energy

AR ENERGY - GRIDS & MARKETS - BUILDINGS & SITES Milan | info@3E.eu – T +32 2 217 58 68 - www.3E.eu

3E is an international consultancy and software company focused on increasing renewable energy installation performance and optimising energy consumption.

Mardi is their partner for corporate documentation (fact sheet, brochures..) event communication (pop up, roll up, leaflets…) and digital communication (newsletters, white papers…)

COM REALTY: Real Estate Company Creating Logo, visual identity and communication tools

OCTOBER 2011

ssel • T 02 543 44 52 • www.mardi.be

CENTRE FOR RESEARCH ON THE EPIDEMIOLOGY OF DISASTERS Brochure designed for United Nation deciders, make use of visuals for Popularization of scientific work

EUROPEAN COMMISSION, DG RESEARCH 7th framework programme, Logo design

The 7th Framework Programme aims to strengthen the scientific and technological base of European industry and to encourage its international competitiveness, while promoting research that supports EU policies.

EUROPEAN COMMISSION, DG EMPLOYMENT Diversity day, Logo design

EUROPEAN COMMISSION, DG ENTERPRISE AND INDUSTRY European Cluster Alliance, Graphic Guidelines and brochures

Justification refers to the discussion on why policimakers should intervene in the innovation process, that is, what is the rationale for innovation policy.

implementAtion

JustificAtion

Diagnosis consists of the analysis of the external situation, that is, the context.

Formulation involves the analysis of the

LEARNING formulAtion

diAgnosis

different possible strategies of the policy makers (what can they do) and the selection of the alternatives that should be implemented, giving the diagnosis of the problems in the system as well as the capabilities and resources available to the policymaker at one given moment in time.

Implementation of the strategy means putting it into praxis in the specific system of innovation it aims at influencing.

6. Based on a number of different indicators including employment, productivity, exports, patents and publications, new products and citations, and new establishments.

PuRPOSE ANd STRuCTuRE OF ThiS dOCumENT The document has three main objectives: 1. To provide an overview and specific examples of international good practice in the field of cluster analysis as an input to policy formulation 2. To summarise the discussion between recognised experts and stakeholders of the European Cluster Alliance about using data and analysis as tools for formulating cluster policy 3. To support the policy paper – recommending which data to collect and which methods to use at a European level

Diagnosis phase

The document has been divided into seven chapters. After introducing the scope of the project in Chapter One, Chapter Two presents the process used to identify and categorise international good practices in the field of cluster analysis as an input to policy formulation.

Policymakers need facts on industrial structure, including areas of growth, decline and inter-dependencies between industries and sectors. They need detailed analysis on how specific clusters 5 are performing 6 at any given moment, and how different factors in the business environment, such as skills levels, collaboration with academic and research institutions, government regulations, or access to labour or capital, affect cluster performance, and what alternative actions could be taken.

In the four chapters that follow, analytical methods are presented from each of the following four groupings: • Databases for benchmarking clusters • Cluster-based economic strategies • Industry and cluster studies • Policy-tailored cluster analysis

International cluster databases use a variety of indicators to highlight areas of strength as well as areas, whether emerging or in decline, which could be ear-marked for action. Indepth analyses of these sectors or clusters provide insight into how a cluster functions and how different factors in the business environment can have an impact. And they point out where policy action could be focused.

The final chapter comprises some general observations and a summary of the discussion from the Copenhagen workshop.

figure 1

5. Or cluster initiative, cluster effort, innovation network or other ‘object of analysis’

Fact-based input is a crucial part of any policymaking process. As the CIRCLE model shows, different types of data and analysis need to be applied to the process of creating factbased cluster policies. In later chapters, the phases of the CIRCLE model will be used as reference points when concrete examples of good practice are presented.

Formulation phase The specific policies that support clusters and their surrounding environment formulated at this stage are a natural development of the analysis and recommendations made in the preceding justification and diagnosis phases. In the policy formulation phase, policymakers need input on which activities to pursue. Which alternative strategies and activities, either to strengthen linkages or strengthen the business environment, could be recommended?

Which policies have been successful elsewhere? Which activities should be given a high priority?

Consultants, specialising in business strategy, and policy analysts, with insight into innovation policy priorities and business conditions, are key to this phase of the process. Factbased input is based on the analysis of regional or national conditions and policy priorities.

As yet, there are very few examples of cluster analytical methods that enable the international benchmarking of cluster-specific framework conditions.

Implementation phase During this phase, policymakers need access to analysis and evaluation of the performance of clusters and cluster initiatives over time. These results give policymakers insight into operations, enabling them to see which policies realise their goals. They can then use these insights to justify new investments, revise existing policies, and inspire new policy measures.

8

Graphic

chApter 1 - introduction

chApter 1 - introduction

9

VAN BAEL & BELLIS: International Law Firm Corporate identity and communication

EUROPEAN COMMISSION, DG ENERGY Biodiversity is life: Creating visuals for brochures, screensavers, flyers.

ECO-SEE EUROPEAN PROGRAMME Logo and visual identity package

The ECO-SEE project aims to develop new eco-materials and components for the purpose of creating both healthier and more efficienct buildings. Mardi developped the logo, the graphic guidelines including stationery brochure, roll up and take aways.

FLOATGEN EUROPEAN PROGRAMME Logo and visual identity package

Floating Windturbine : Mardi developped the logo, the graphic guidelines including stationery brochure, roll up and the look&feel of the website.

Consortium

(ES)

IDEOL

(FR)

Stuttgart Chair of Wind Energy (SWE) at the University of Stuttgart

(DE)

ACCIONA Windpower

(ES)

Olav Olsen

(NO)

IDEOL

(FR)

Fraunhofer IWES

(DE)

Stuttgart Chair of Wind Energy (SWE) at the University of Stuttgart

(DE)

RSK Environment Ltd

(UK)

ACCIONA Windpower

(ES)

Greenovate! Europe

(BE)

Olav Olsen

Navantia

(ES)

For more information please contact the FLOATGEN communications team:

Consortium

Fraunhofer IWES

Sarine Barsoumian, Greenovate! Europe EEIG T : +32 (0)2 400 10 07, E : sarine.barsoumian@greenovate.eu

FLOATGEN is co-financed by the European Commission’s 7th Framework Programme for Research and Technological Innovation.

Gamesa (Coordinator)

(NO)

ACCIONA Energy

(DE)

RSK Environment Ltd (ES)

(UK)

IDEOL Greenovate! Europe (FR)

(BE)

Stuttgart Chair of Wind

(ES)

www.floatgen.eu

© Shutterstock/J.Swanepoel

Gamesa (Coordinator)

(ES)

Design: www.mardi.be

Consortium

Gamesa (Coordinator)

W f

Ola

Fra

CO.STATION : Business Center and Community Brand identity

CO.STATION : Business Center and Community Brand identity

CO.STATION, a Brussels-based post accelerator, aiming to offer European growth companies access to corporate customers, expertise as well as a direct connection to Silicon Valley.

The central idea of CO.STATION is to create a meeting point between investors and talent, between local and global, between majors and starts up. This idea was the starting point of the identity. Our solution is a flexible system, with a diverse colour palette and visual elements that constantly change and adapt, depending on the communication requirements. It expresses energy and positiveness.

Confirming that 1+1 is 3, just like when colors meet.

NATO : North Atlantic Treaty Organisation Redesigning the logo and the visual identity

Briefing: Intensify the positive global image of NATO and his impact on international relations.

Creation of a modular concept logo.

Development of the entire graphic guideline.

FYRA Study on the visual identity, how to decline it

EUROPEAN WIND ENERGY ASSOCIATION The voice of the wind energy industry

Creating visuals for brochures, screensavers, flyers‌.

ECOPOL EVENT (Athens, 2013) Event Communication package

Development of the identity for the Conference. Adapation to Roll up, website banner, invitation, programme, poster, speaker desk‌

CLASSES DE TERRE - Ministère de la communauté française Design of 20 exhibition panels telling the story of a family trip across Europe

FENIXCO Real estate development identity and website

HÉLÈNE BOSTOEN helene@fenixco.be

T +32 9 232 11 15 • F +32 9 232 13 15 • M +32 473 24 34 13

découvrez tgv®

tgv® passe partout en franCe

TGV

dessine l’europe à grande vitesse.

Design of a brochure.

railteam est une alliance entre sept compagnies ferroviaires. elles ont décidé de travailler ensemble afin de faciliter vos voyages à travers l’europe et vous permettre de profiter en toute sérénité des avantages de la grande vitesse. Bien entendu, tgv® est membre de railteam ! pour en savoir plus sur railteam, surfez sur www.railteam.eu

Bruxelles

1h34

8 tgv®

Lille-Europe

pour rejoindre disneyland® Paris

au départ de Bruxelles vers la France

Massy-TGV

TGV-Haute-Picardie Aéroport Ch. de Gaulle-TGV Marne-la-Vallée (Disneyland® Paris)

Poitiers (Futuroscope)

destination accessible sans changer de train. correspondances au départ des destinations tgv®

Angoulême Libourne Bordeaux

Toulouse Carcassonne

4

Toulouse

Carcassonne

Bruxelles

Aix-enProvenceTGV

Béziers Marseille Narbonne Perpignan

Lille-Europe

Nice Antibes Cannes St-Raphaël Les Arcs Toulon

Massy-TGV

Poitiers (Futuroscope)

Angoulême Libourne

Toulouse Carcassonne

retour <<<

9854/5

9856/7

Lyon-Part-Dieu

Valence-TGV Avignon-TGV Nîmes Montpellier Sète Agde

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Béziers Marseille Narbonne Perpignan

9860/1** 9862/3**

lu > ve (1) sa - di (2) quotidien

toulouse

TGV-Haute-Picardie Aéroport Ch. de Gaulle-TGV Marne-la-Vallée (Disneyland® Paris)

St-Pierre-des-Corps (Tours)

Bordeaux

quotidien

françaises

de voyageurs

accessibles directement au départ de Bruxelles

empruntent chaque année tgv® entre Bruxelles et la France Lyon-Part-Dieu

Valence-TGV Avignon-TGV Nîmes Montpellier Sète Agde Béziers Marseille Narbonne Perpignan

Aix-enProvenceTGV

Nice Antibes Cannes St-Raphaël Les Arcs Toulon

27 années

1.000 km

d’expérience tgv® dans le voyage à grande vitesse

parcourus en moins de 5h pour le trajet Bruxelles-Marseille

300 km/h

votre vitesse de pointe entre Lyon et avignon

5

Lyon-Part-Dieu Valence-TGV Avignon-TGV Nîmes Montpellier Sète Agde

30 destinations

1.100.000

St-Pierre-des-Corps (Tours)

Nice Antibes Cannes St-Raphaël Les Arcs Toulon

9864/5

9866/7

9868/9**

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16.10

WAKE UP PLANET Identité and concept boards

WUP Création de l’identité visuelle d’un nouveau concept : petite restauration mobile pour les gares de la périphérie.

Spin off développée par Sodexo.

Pour aider le client a mieux vendre son projet en interne, Mardi a en plus dessiné des concept boards illustrant la mise en situation du projet.