Well-being commemorated from within

“Until now, prosperity has been equated with endless growth,” Barbara explains. “But the donut economy invites us to operate within two crucial limits: the ecological ceiling and the social lower limit. Within that donut, a new economy emerges, regenerative and redistributive from design.”

In such an economy, companies are no longer mere engines of growth, but agents of transition. “That’s where purpose makes its appearance,” she says. “It’s the first of five layers of deep organizational design: mission, networks, governance, ownership and finance. If those five are not aligned, true transformation is impossible.”

Media with a mission

At Mediahuis, that alignment acts as both strategic anchor and moral compass. “Our mission is clear: we believe unconditionally in independent journalism and in strong media brands that contribute to society,” says Koen. “We translate that into three sustainability priorities: bringing relevant journalism, reducing our carbon footprint and allowing diverse talent to flourish.”

A striking example of that mission in action is the investment in Pluralis, an impact fund that supports independent journalism in countries where democracy is under pressure. “It’s not just about our newsrooms,” Koen says. “We defend journalism as a cornerstone of a healthy society.”

Internally, Media House launched the Trust Hub – a set of initiatives within newsrooms to strengthen reader trust. One of these is joining The Trust Project, which aims to strengthen transparency, accuracy and inclusiveness in journalism.

Balancing mission and resources

“It’s a balancing act,” Koen acknowledges. “We are fortunate that our board of directors and shareholders believe strongly in our mission. They see that being financially sound and being purpose-driven can go hand in hand.”

But that doesn’t always go straightforwardly. “Sometimes you have to make short-term decisions that are not (yet) completely in line with your mission. What matters is the long-term direction: are we still going in the right direction?”

Barbara agrees. “The balance between short-term returns and long-term value is a challenge for many companies. That’s why ownership is so crucial: without the right structure, you quickly fall back into business as usual.”

Mission in motion

As a company, how do you stay aligned with your mission in a world of uncertainty and technological acceleration?

“We regularly distance ourselves with management,” says Koen. “Just zooming out and asking ourselves: is what we are doing still right with our mission? We also discuss this constantly with our people. That clarity gives them pride. They know why they are here.”

Barbara nods. “It’s inspiring to see how Mediahuis tackles this internally. Too often purpose is limited to the outside, while real transformation starts with your internal architecture.”

This is all the more important in today’s context. “Our mission is more relevant today than ever,” says Koen. “Democracy, human rights, the rule of law – worldwide they are under pressure. That only makes journalism more urgent.” At the same time, he feels headwinds. “Some companies are taking a step back in terms of sustainability. But I still meet many CEOs who are really committed. Their voices need to be louder.”

From mission to community

Both speakers emphasize that you don’t have to do this work alone. “What I love about The System Shift,” says Koen, “is that here we don’t just exchange ideas – we create solutions together. Everyone here believes that businesses play a key role in keeping our society and planet healthy.”

Barbara adds: “There is so much energy in this ecosystem. Even when policy is slow, I see businesses, citizens and cities moving. The momentum is real – but we need more people participating, sharing and experimenting.”

That is why BeDonut will soon launch a new initiative inspired by the Brussels Donut Project. “We want to bring together various actors within one region or city – including businesses – and work together toward a desirable future through the donut economy. A future where businesses are regenerative and redistributive, cities resilient and communities in balance. We want to bring the donut economy to life in Belgium – from theory to local practice.”