From Awareness to Action: How Proximus bridges the Strategy – Execution gap

At Proximus, sustainability is embedded in the corporate strategy. But embedding it on paper is not the same as embedding it in decision-making. That gap between ambition and daily reality is exactly where the Director Climate Journey (DCJ), our flagship programme for climate governance, makes its mark.

From Reporting to Real Discussion

Catherine Bals and Ben Appel, both part of Proximus’s leadership, are candid about the tension. Short-term commercial pressure and long-term sustainability goals do not always pull in the same direction. The classic example: promotional campaigns offering hardware to acquire new customers. “Should we be giving away TVs?,” says one of them plainly. “It could be something else, more environmentally friendly that’s also attractive to the customer.”

But commercial reality is commercial reality.

What the DCJ changed was not the tension itself, it changed the quality of the conversation around it. Since four Proximus board members completed the programme, certain discussions now happen that simply did not happen before. Strategic partnerships are no longer assessed only on financial and legal merit; an ESG assessment has been added and is taken into account. “That is a direct consequence of the training board members received,” Ben notes.

For executive members, the value is equally concrete. Knowing how a trained board member thinks: what questions they ask and what risks they see allows management to come better prepared. Sustainability is not presented as a separate agenda item, but as a structural lens. The legal, reputational, and risk dimensions sit in one place.

The bottom line, as both put it: the Director Climate Journey does not remove the tension between short and long term. It ensures that when the tension surfaces, organisations have the collective grounding to navigate it, and not simply default to what is easiest today.

Register for the upcoming edition of the Director Climate Journey, starting in September 2026

The Director Climate Journey is a fully in-person learning experience designed for board members who want to strengthen their strategic oversight, deepen their understanding of climate- and nature-related risks and opportunities, challenge assumptions more effectively, and navigate increasing complexity with confidence.

If you would like to receive more information about the upcoming edition.

Feel free to get in touch at maxime.decordes@chapterzerobrussels.be.

30,000 suppliers, one shared challenge

At imec in Leuven, a global leader in semiconductor research, the climate challenge is shifting beyond the organisation itself and into its wider value chain. From within the procurement department, Ann-Sophie Vanwinsen is developing an approach centred on active dialogue and targeted action.

imec stands at the forefront of technological innovation. As a research centre in the semiconductor industry, with clients such as Apple, Microsoft and ASML, it explores every day what chips can enable in our society: from smartphones to cars, and applications that do not yet exist. How can they be made smaller, more efficient, and at the same time more sustainable?

“When we mapped our full Scope 3 emissions for the first time in 2023, one thing became immediately clear: the real challenge did not lie within our own operations.” More than 90% of total emissions were found to sit within the value chain. “Nothing will change about our footprint unless our suppliers move with us.”

– Ann-Sophie Vanwinsen, Category Buyer bij imec

A value chain that does not lend itself easily to measurement

“A large part of our supply chain was essentially a black box,” says Ann-Sophie. With tens of thousands of suppliers and very limited product data available, accurate measurement proved difficult. In the first year, only one supplier provided a product carbon footprint.

At the same time, that data is constantly evolving. New insights, new data and increasing maturity mean that figures shift year by year. What seems like a baseline today may already be outdated tomorrow. As a result, setting out a fixed trajectory becomes almost paradoxical.

With 30,000 suppliers, it quickly becomes clear that you cannot mobilise everyone at once. “You can reach out to all your suppliers, but that rarely leads to strong results.” Instead, imec chooses to focus. Not everyone at the same time, but a targeted selection: suppliers that are already more advanced, partners with significant impact, and those where substantial potential still lies.

With frontrunners, the leverage lies in acceleration, learning from what already works. With less mature suppliers, it often starts with the basics: providing guidance, sitting down together, and defining the first steps. “Sometimes it’s simply about explaining Scope 1, 2 and 3. Or looking together at where they can start in concrete terms.”

From questionnaire to dialogue

This approach also calls for a different way of working. Questionnaires remain a necessary starting point and provide an initial snapshot. But they rarely prove sufficient to drive real progress. “Many suppliers simply refer to their sustainability report, but that doesn’t get you down to product level.”

The real breakthrough only happens through dialogue. That also means going beyond the usual points of contact: not just speaking with sales, but engaging people with substantive expertise: sustainability teams, LCA experts, or those responsible for energy. Once they are at the table, the dynamic shifts.

“The conversations are often far more constructive than you might expect.”

It also needs to work internally

That external shift also requires a solid internal foundation. At imec, this is not simply an add-on initiative. It demands time, people and clear choices. “This isn’t something you can manage on the side in an Excel sheet. It’s a full-time job.”

With the support of both the Sustainability Director and the Procurement Director, the topic gains real weight within the organisation. This translates into concrete action: allocating time, setting priorities, and embedding the topic structurally. “Around half of my time is dedicated to sustainability. That’s what allows you to truly anchor it: planning meetings, defining KPIs, and following up on results.”

Don’t wait for perfect data

When asked about the biggest pitfall, Ann-Sophie is unequivocal: “waiting for the data to be perfect.” In a context where information is constantly evolving, perfection is not a realistic starting point. “Data quality will never be perfect. You have to dare to start with what you have.” That is why imec deliberately opts for an 80/20 approach: taking small steps, running targeted pilots, experimenting, and adjusting along the way.

A community at the right moment

It was precisely at this stage of exploration and trial that The Shift’s Decarbonised Supply Chains community of practice came onto Ann-Sophie’s radar. “I was actively searching for solutions. And suddenly, there was a programme that spoke exactly to where we were at that moment.”

The timing could hardly have been better. What followed was not a traditional training course, but a series of open conversations with companies from entirely different sectors: telecoms, construction, packaging. Different realities, yet strikingly similar questions.

Within a small group, space emerged for honesty. About what is not yet working. About uncertainties. About how complex it can be to make progress. “You realise that everyone is running into the same challenges. That also takes some of the pressure off. There was something almost therapeutic about it. At the same time, concrete examples, familiar challenges and points of comparison help to drive internal conversations and support decision-making.”

What comes next

Today, imec is working on a concrete climate action plan for Scope 3. From a procurement perspective, a large part of this is already taking shape. But the journey remains dynamic. New data will continue to emerge. Suppliers will evolve further, or fall behind. Expectations from clients and regulation will only increase.

“The real tipping point? That’s when suppliers start to feel there are consequences to inaction. Preferably financial ones, as those tend to resonate most. Sustainability can no longer remain an abstract concept, it has to become an integral part of how we operate. That, to me, is the ideal scenario.”

Because ultimately, that is where the core of the challenge lies. Not in measurement alone. Not in reporting. But in mobilising what today still feels just out of reach.

Would you, like Ann-Sophie, take on the challenge of tackling the bulk of your emissions across your value chain?

The Shift breaks down your walls and brings together the unusual suspects around your table: peers from other sectors, leading companies, experts and policymakers. Together, we tackle your most complex sustainability challenges. Because together, you see more and achieve more. Ready to make your supply chain climate-proof?

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How do you choose the right methodology for your emissions strategy?

LCA, EPD, PCF and more: you need this data and information for tenders, quality controls and reporting. But how do you put it into practice?

What to expect?

Data and information have never been more essential for making sound strategic choices. This session explores how to approach data collection, and which methodologies can help you turn it into a coherent, reliable whole.

Participants in this session:

discover how choosing the right methodology can drive structural emissions reductions across your value chain,

explore which tools and approaches effectively engage suppliers in reducing emissions,

share their own experiences and challenges, and draw inspiration from practical examples and insights from peers,

leave with tangible ideas and practical tools to strengthen their value chain.

Who is it for?

This session is part of the Decarbonised Supply Chains community of practice. Participation is exclusively reserved for organisations enrolled in the full programme.

Are you responsible for procurement or sustainability within your company and ready to take practical steps and engage on Scope 3 reduction, in exchange with peers from different sectors? Then this community of practice is for you.

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Curious to discover our other communities of practice?

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Explore our communities of practice

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In this community of practice, The Shift brings together businesses, public authorities and experts to actively shape the transition across the construction value chain. Because together we are stronger.

Decarbonised Supply Chains

On average, supply chain emissions are more than 11 times higher than a company’s direct emissions. In other words, Scope 3 plays a key role in any decarbonisation journey. In this community of practice, you will exchange with peers and experts on tangible strategies to mobilise suppliers and reduce emissions on a large scale.

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How standards help reduce your Scope 3 emissions

Standards and norms are recognised best practices. They provide a shared framework for producing goods, delivering services, and managing processes. In this session, you will explore how to apply them effectively across your value chain.

What to expect?

Alongside rising raw material prices, increasing regulation and growing market pressure, Scope 3 emissions highlight the importance of making sustainable choices across your value chain. This session explores how standards and norms help organisations and their value chains work with a shared language and consistent data.

Participants in this session:

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Discover how DuPont uses standards to engage suppliers in emissions reduction,

Share their own experiences and challenges around standards, and draw inspiration from real-world examples and peer insights.

Leave with concrete ideas and tools to strengthen their value chain.


14:00 - 15:00	Standards and norms in the value chain	Alexandre della Faille
15:00 - 16:00	In practice: how do standards and norms help address Scope 3?	Thibault Kervyn
16:00 - 17:00	Getting started: what does this mean for my organisation?

Alexandre della Faile

Project Manager Standards at NBN

Thibault Kervyn

Lead Carbon accounting Value Chain at DuPont

Who is this for?

This session is part of the Decarbonized Supply Chains community of practice. Participation is exclusive to those registered for the full track.

Are you responsible for procurement or sustainability within your organisation and looking to make tangible progress on Scope 3 reduction, together with peers from multiple sectors? Then this community of practice is for you.

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Imec is the world’s leading independent nanoelectronics R&D hub. The combination of our talent, infrastructure, and partner network enables breakthroughs towards microchips that are smaller, faster, more affordable, and more sustainable. We combine that nanotech expertise with data and AI to create and support applications for a smarter, better future.

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What to expect

Along with rising commodity prices, increasing regulations and market pressures, scope 3 emissions highlight the importance of sustainable choices in your value chain. This workshop highlights how circularity can provide a powerful answer, with real-world insights and active exchange with other professionals.

Participants in this session:

find out how circularity in the value chain contributes to structural emission reduction,

discover how companies are applying circular strategies in their purchasing policies,

share their own experiences and challenges around circular procurement and are inspired by practical examples and insights from others,

go home with practical ideas and tools to strengthen circularity in their value chain.

Emissiereductie door circulaire economie

Who is this for?

This session is part of the Decarbonised Supply Chains community of practice. Participation is exclusively for those registered on the full programme.

Are you the sustainability officer within your company and would you like to take steps towards scope 3 reduction, drawing inspiration from peers across different sectors? Then this community of practice is for you.

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How do you convince your management to address emissions in your supply chain? This session will help you link Scope 3 action to strategic priorities such as risk, cost efficiency and competitive advantage.

What to expect?

In this session, you will get inspiring practical examples and learn from other participants to increase internal support for action around CO₂ emissions along the entire value chain (Scope 3).

Learn from colleagues from a variety of industries how they link climate action to risk management, cost efficiency and market position.

Compare strategies to get internal stakeholders – from purchasing to management – on board with your Scope 3 story.

Refine your own business case with insights from peers and experienced experts.

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This session is part of“Decarbonized Supply Chains,” a community of practice on decarbonising your supply chains, and is open only to participants in the full learning track.

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Decarbonised Supply Chains

Journey to Net Zero

How to make your company water resilient?

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Velux and ArcelorMittal: partners in circularity

Sabine Pauquay (Velux) and ArcelorMittal show how strong cooperation can dramatically reduce CO₂ emissions in the steel industry.

As Director of Public Affairs at VELUX , Sabine Pauquay is committed to climate and sustainability goals by bringing public and private stakeholders together. With strong policy acumen and a passion for nature, she helps the construction sector move towards carbon neutrality.

“I believe circularity will play an increasingly important role in the future. It is not just about decarbonisation – although that is obviously a key driver – but also about addressing other pressing challenges such as biodiversity loss and strengthening resilient supply chains.”

Velux is working with ArcelorMittal to decarbonise steel production. How does this partnership contribute to your circularity goals?

Our cooperation with ArcelorMittal is one for the present and the future. This long-term vision makes it possible to set joint goals and clear milestones. This further ensures investment security for both partners.

But our collaboration goes beyond mere planning. For example, we actively communicate our joint efforts to drive change in the industry. On a practical level, we co-engineer new products and explore ways to reduce emissions – not only during production, but in transportation too.

Putting circularity front and centre within an organisation is no easy task. What challenges have you encountered along the way?

One of the most important aspects of circularity is the realisation that it has a transformative effect on a business. It is not just a series of measures – it also requires a profound change in the way we work.

Fortunately, the circular economy also offers many opportunities to develop new business models, especially when you’re playing the long game. Today the focus of many companies is still very much on increasing production volumes, but we need to adjust our mindset. Circularity requires us to break the link between resource use and economic growth – undoubtedly a mental shift, but essential for a future-proof economy.

I believe circularity will play an increasingly important role in the future. It is not just about decarbonisation – although that is obviously a key driver – but also about addressing other pressing issues such as biodiversity loss and supply chains resilience.

What practical tips do you have for companies that want to use the reduce, reuse, recycle principle?

Before anything else: measure your impact. Sustainability starts with understanding where you are today so you can focus on the biggest levers. For manufacturing companies, it is crucial to rethink product design. A pilot project can be valuable, but avoid focusing on initiatives that ultimately make little difference in your overall footprint – consciously choose actions that generate real impact.

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At The Climate Shift, we believe that real progress begins with genuine climate action, and grows through learning and doing things together. Are there climate challenges you’d like to explore alongside other organisations? Do you and your suppliers want to be part of the driving force behind a net-zero economy?

Learn more

How bpost involves suppliers in the climate narrative

A low-carbon supply chain requires cooperation. Lies De Meyer (bpost) shares how data, dialogue and learning from others make a difference.

Lies De Meyer was Sustainability Manager Procurement at bpost until August 2025. She led efforts to make the company’s supply chain more sustainable. With a focus on data transparency and supplier engagement, she plays a key role in translating climate ambitions into concrete procurement strategies.

What steps has bpost already taken in the journey to a low-carbon supply chain?

Last year we launched a major programme, building on a clear strategy to address carbon emissions. We started by mapping our data – and now we’ve moved on to activating and engaging suppliers.

What is currently the biggest challenge in that process?

From the beginning, we made a strong commitment to improving the quality and transparency of our data. That was really important. But the challenge now is: how do we use that data effectively? How do we draw the right conclusions so that we can take the next step and really engage our suppliers?

And then, of course, there is another challenge: creating internal support. We have to keep reminding everyone of the importance of working with suppliers.

What motivated you to participate in this community of practice?

The timing was perfect. We had just started to seriously focus on Scope 3 emissions, but we had little starting point or experience on how to go about it. This community felt like a great opportunity to network and learn from other organisations – to see how they approach it, and to grow into it ourselves.

What session or topic in particular stuck out to you?

Especially the session on artificial intelligence. I had never looked into that before – it was not on my radar at all. But it opened my eyes to how much potential technology offers to make data journalism simpler and more robust.

“Without a community, you often stay in your own bubble. By engaging with others, you gain new perspectives and ideas.”

Has the Community of Practice format helped you in your daily work?

Absolutely. It makes it much easier to reach out to others. If you have a question or run into a problem, it’s much easier to just call or message someone you’ve met through the group. You can quickly check out how they handle it – and then take those lessons back to your own organization. It’s been really valuable.

What do other organisations need to know when addressing emissions in their supply chain?

It starts with two things: measure – get a clear picture of your carbon footprint and learn with and from others. Every organisation that has mapped its carbon footprint and notices that Scope 3 has a big impact will feel the need to do something. That insight in itself creates urgency.

Joining a community of practice is then a good first step. Without a community, you often stay in your own bubble. By engaging with others, you gain new perspectives and ideas. You discover other ways to look at the challenge – and you feel encouraged to take action.

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At The Climate Shift, we believe that real progress begins with concrete climate action, and grows through learning and doing together. Are there climate challenges you would like to explore with other organizstions? Do you and your suppliers want to be part of the driving force behind a net zero economy?

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deSter

deSter is a leading designer and manufacturer of innovative, sustainable food packaging and service concepts for aviation, hospitality and food service. With more than 40 years of experience and production locations in Belgium, the US and Thailand, they serve customers worldwide.