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imec vzw

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.

Effectief Geven

Effectief Geven is an independent advisory centre that helps organisations and individuals donate more effectively – achieving the highest scientifically proven impact per euro. Free and independent, we guide companies towards the most effective charities addressing climate and poverty, backed by Nobel Prize-winning research and 50,000 hours of analysis each year.

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Belgische Federatie van Voedselbanken – Fédération Belge des Banques Alimentaires

The Belgian Federation of Food Banks oversees 9 regional Food Banks, each working in its own region with local affiliated associations that distribute the food to beneficiaries.

The food comes from the food industry, retail chains, fruit and vegetable auctions, and food collections. We also purchase food thanks to resources provided by the ESF+ (European Social Fund Plus). Coordination is done by the BFFB, with HQ in Brussels.

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Djapo

How can children and young people learn to deal with challenges such as social inequality and climate change? Djapo is a pedagogical and didactic expert, pioneer and partner in sustainable development. We collaborate with the education sector and all who engage with youth in social transition, helping them zoom in and out, reflect and dialogue to better grasp the world.

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IDH

IDH brings together public and private partners to make agricultural markets more sustainable and inclusive. Together, we work to address challenges in global and local value chains, such as climate change, unfair wages, inequality and gender inequality.

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CANOPEA

Canopea, an independent and pluralist federation founded in 1974, unites 130 associations active from local to international level. Its work spans spatial planning and agriculture to mobility, energy, environmental health, food and tourism. Known for its educational work, it monitors public policies critically and offers solutions to accelerate the ecological and solidarity transition.

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Lignaverda

Lignaverda restores life where it disappears, creating lasting socio-economic impact through forests and biodiversity.

Since 2007, the organization has developed large-scale reforestation and agroforestry projects across some of Africa’s driest regions, from Senegal to Namibia.

By combining science with local knowledge, Lignaverda builds climate-resilient landscapes, empowers communities, and fosters sustainable economies rooted in nature restoration.

As a partner of the Great Green Wall and recognized by international climate programs (UNCCD, Verra VM0047), Lignaverda stands for transparent and measurable impact: millions of trees planted, thousands of hectares restored, and new opportunities for tens of thousands of people.

Where others see desert, Lignaverda sees the future. 🌍🌱

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Ownership as key to real change

Luc De Jaeger (Funds For Good) and Peter Depauw (Steward-owned) show how new ownership models link financial profit to social impact.

Luc De Jaeger, board member at Funds For Good, explains how a hybrid model connects financial profit with social entrepreneurship through mission-oriented ownership. Peter Depauw, economic philosopher and systems thinker at Steward-owned, sheds a broader light on how alternative ownership structures can anchor mission as well as break the link between money and power. Together they explore why ownership matters – and how rethinking it can reshape the future of entrepreneurship.

Looking beyond shares and voting rights

“Ownership has been at the heart of our economy for centuries,” Peter opens. “It determines who decides – and for what purpose. Today, however, ownership has often become a lever for extraction.”

According to him, we should not reduce ownership to a purely financial mechanism. It is not just about who owns the shares or has voting rights, but about the intentions behind those structures and the direction they create in the long run. Ownership can be a stabilizing force – if it is thoughtfully designed.

That’s exactly what Funds For Good has done. “From the beginning, there was a clear dream,” says Luc. “The founders wanted to reconnect finance with social entrepreneurship. And that required structural choices – not just strategic ones.”

Profit in the service of mission

At Funds For Good, part of the profits from financial products are structurally invested in people excluded from the traditional labor market – entrepreneurs with talent but without access to financing. “The owners are people who are actively involved in the business,” Luc explains. “When one of the founders left, the others bought back his shares. There was no conflict – just the belief that ownership should stay close to the mission.”

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Alternatives in view

Peter sees this as part of a broader overhaul of ownership: cooperatives, foundations, hybrid models and more. “What they have in common is the ambition to align ownership with mission and long-term responsibility.”

One of the models he works with is steward-ownership, based on two principles: profit serves the mission and control remains with people who are actively involved in the purpose of the enterprise. These principles are anchored legally – like a compass. “That’s how you protect your mission from slipping, regardless of growth, crisis or external pressures.”

Between mission and market

A clear structure does not mean that all tensions disappear – especially in today’s reality. “That is a challenge,” says Luc. “Our revenues depend on the financial markets, but at the same time we are investing in the real economy. The question is: how do we build more stable revenue streams?”

Peter sees this as a critical design moment. “You have to think ahead: what kind of ownership do you need when things go very well or very badly? Those are the moments when ownership must endure.” Steward-ownership can provide an answer here. By building in legal protection, decision-making remains anchored in the mission – even when the context changes.

From niche to norm shift

Alternative ownership structures are not yet mainstream, but awareness is growing. “In Germany and the Netherlands, we see clear progress,” says Peter. “Legal frameworks are emerging, and the debate is deepening.” Something is also moving in Belgium. “There is traction,” Peter notes, “but it is still a solid step to rethink such a fundamental principle. It touches everything: power, trust, succession, values.”

Luc finds that this reflection often starts with smaller or family-owned companies, where the link to the mission is stronger. “That proximity makes it more logical to think structurally – and to protect what matters.”

Peter refers to the case of Patagonia as a tipping point. “They put their voting shares into a stewardship model and declared the planet as their sole shareholder. It was symbolic as well as strategic. It showed that profit and mission can go together – if the ownership model allows for that.”

He adds, “The point is not that making a profit is wrong. The point is that a company protects itself from a single-minded focus on shareholder value. That’s the difference. Steward-ownership enshrines that separation – between control and profit rights – in the DNA of the company.”

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Mediahuis: media with a mission

What does purpose really mean for a media group? Belgian CEO Koen Verwee shares how Mediahuis is building trust, independent journalism and long-term impact.

The System Shift is a space for leaders, innovators and doers who want to rethink the design of their organization – aligned with the future we need. Ready to redesign your organization from the inside out?

 

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Mediahuis: media with a mission

What does purpose really mean for a media group? Belgian CEO Koen Verwee shares how Mediahuis is building trust, independent journalism and long-term impact.

 

Koen Verwee, CEO of Mediahuis Belgium, talks about how a large, traditional media company is refocusing around independent journalism, inclusion and long-term trust. Barbara Goffin, coordinator of BeDonut, brings in the broader perspective of “donut economics”: how can companies become regenerative and redistributive – by design?

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.”

 

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The System Shift is a space for leaders, innovators and doers who want to rethink the design of their organization, aligned with the future we need. Ready to redesign your organization from the inside out?

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Regenerative leadership through the eyes of a Zen monk

In a world colored by urgency and systemic crises, Zen monk Bart Weetjens argues for leadership that starts with yourself. No quick fixes, but deep transformation.

Bart Weetjens is a Zen monk, social entrepreneur and co-founder of Innerpreneurs – our partner for The Inner Shift learning network. He is known for his warm advocacy of leadership rooted in awareness, vulnerability and connection to people and planet.

How did you learn about the Inner Development Goals and what do they mean to you?

The IDGs came my way through my ongoing quest for self-leadership and spiritual practice. After a near-burnout, I realized the importance of inner transformation in any form of social entrepreneurship. During the COVID period, I met Vincent De Coninck, and together we explored ways to promote regenerative self-leadership for entrepreneurs. The IDGs proved to be a powerful framework that provides language and structure for understanding our inner capacities and enabling new approaches for personal and collective growth.

With what intention did you begin The Inner Shift?

I began the first session with a deep sense of gratitude; for the opportunity to create a space in which authentic conversations could take place and for the courage of the participants to engage in this. I felt immense appreciation for the collaboration with The Shift and the strong turnout, which highlighted the importance of this work. My intention was to cultivate an environment where leaders can be vulnerable, connect deeply and ignite an inner spark that fuels transformative actions in their lives and organizations.

What does a typical session look like?

Each session begins with rituals to create a safe learning environment. We start with a check-in, lighting a candle and building a circle of trust. Each session focuses on a specific dimension of the IDGs, exploring related skills through meditation, inspiring personal stories and shared reflection. Participants work in small breakout groups with reflective questions to explore deep insights. We then return to the larger group to share collective insights, creating a dynamic environment of mutual learning and personal growth.

Why should people with aspirations to achieve sustainable change take an interest in the Inner Development Goals?

As Rumi aptly said, “I used to be smart and try to change the world. Now I am wise and changing myself. ” In our pursuit of sustainability, we have often looked outward, at systemic injustices. But true transformation begins within. The Chinese characters for crisis contain both “danger” and “opportunity. Through inner development, we can move ourselves from overwhelm to empowerment. The IDGs provide a structured approach to cultivating presence, emotional resilience and connection – essential for navigating today’s complexity. Inner growth empowers leaders, enabling them to make meaningful and lasting systemic change.

How did you feel after the session?

I left the session with joy and hope. It was inspiring to see the courage of participants to explore their inner world, really listen and create space for genuine connection. I was encouraged by the community’s willingness to explore these inner dimensions, which are essential for fostering resilience and optimism. It gave me hope for what can be achieved when individuals commit to both personal and systemic transformation.

Thank you, Bart, for sharing your experience with us.

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VUB embraces inner growth

What if the green transition starts with leadership from within? The House of Sustainable Transitions connects personal growth and systemic change.

At The System Shift, we believe that meaningful change starts from within, and grows through shared learning. Want to delve deeper into what makes you a resilient advocate for sustainability, within your organization and beyond?

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