Reports

In recent years, Belgium has made clear progress in increasing competition in the electricity and natural gas markets. It has also managed to reduce the use of fossil fuels and increase the use of renewable energy. The country´s economy is becoming less energy intensive.

Belgium has excellent gas transport infrastructure, and its gas market is well-integrated with those of its neighbours. The country’s emergency oil stock levels are also high.

As in all IEA member countries, a major challenge for Belgium is to decarbonise the economy while ensuring security of supply and affordability of energy. A long-term approach is required, and, given that responsibility for energy policy is divided between the federal and regional governments, the authorities must work decisively together to form a national energy strategy.

Nuclear energy accounts for around half of Belgium’s electricity generation. The current policy is to close all nuclear power plants between 2022 and 2025, but this would seriously challenge Belgium’s efforts to ensure electricity security and provide affordable low-carbon electricity. The phase-out schedule should be relaxed to let the plants run as long as the regulator considers them safe.

To attract critical investments in the energy sector – especially in electricity generation – the government should follow closely the principles of transparency, predictability and regulatory certainty.

Under any scenario, energy supply needs to be further diversified and energy demand further limited. Transport and buildings hold a large potential for efficiency and climate gains, and fiscal incentives and price signals could be used more frequently in order to reap them.

The 2015 edition of National Accounts of OECD Countries, General Government Accounts is an annual publication, dedicated to government finance which is based on the System of National Accounts 2008 (SNA 2008) for all countries except Chile, Japan, Korea and Turkey (SNA 1993). It includes tables showing government aggregates and balances for the production, income and financial accounts as well as detailed tax and social contribution receipts and a breakdown of expenditure of general government by function, according to the harmonised international classification, COFOG. These detailed accounts are available for the general government sector. Data also cover the following sub-sectors, according to availability: central government, state government, local government and social security funds.

The data in this publication are also available on line via www.oecd-ilibrary.org under the title OECD National Accounts Statistics, General Government Accounts (http://dx.doi.org/10.1787/na-gga-data-en and http://dx.doi.org/10.1787/na-gga08-data-en).

The effective use of school resources is a policy priority across OECD countries. The OECD Reviews of School Resources explore how resources can be governed, distributed, utilised and managed to improve the quality, equity and efficiency of school education.
The series considers four types of resources: financial resources, such as public funding of individual schools; human resources, such as teachers, school leaders and education administrators; physical resources, such as location, buildings and equipment; and other resources such as learning time.
This series offers timely policy advice to both governments and the education community. It includes both country reports and thematic studies.

The OECD’s Development Assistance Committee (DAC) conducts periodic reviews of the individual development co-operation efforts of DAC members. The policies and programmes of each member are critically examined approximately once every five years. DAC peer reviews assess the performance of a given member, not just that of its development co-operation agency, and examine both policy and implementation. They take an integrated, system-wide perspective on the development co-operation and humanitarian assistance activities of the member under review. Since the 2010 peer review, Belgium has reinforced the leadership and management of its institutional system for development co-operation, making it more strategic and taking steps towards delivering more co-ordinated and high quality development co-operation.