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Virya Energy

Virya Energy ontwikkelt, financiert, bouwt en beheert duurzame energie-installaties. We versnellen de energietransitie door nieuwe technologieën op te schalen binnen het ecosysteem van duurzame energie. Met “fit for purpose energy” zorgen we ervoor dat onze hernieuwbare oplossingen aansluiten bij de specifieke behoeften, schaal en operationele ritmes van elke klant. We leveren hernieuwbare energie in de juiste vorm, precies wanneer die nodig is.

Wanaka Partners

Geboren uit de samenwerking tussen Cobelpro en Tribeca, twee spelers met een bewezen staat van dienst in vastgoed, is Wanaka Partners meer dan een nieuwe naam — het is een filosofie. Voor ons gaat vastgoed verder dan activa en structuren; het draait om de levens die zich in deze ruimtes ontvouwen en de toekomst die ze inspireren, door betekenisvolle plekken te creëren.

Als one-stop shop bundelen we expertise in fondsbeheer, investeringen, asset- en propertymanagement, evenals projectcoördinatie, duurzaam vastgoed en sociale activatie. Wat ons echt onderscheidt, is onze inzet voor duurzaamheid, onze drang naar innovatie en ons geloof in de kracht van gemeenschap.

Bij Wanaka brengen we verbindingen tot stand — tussen mensen, ideeën en kansen — en ontsluiten we potentieel door ruimtes te creëren die niet alleen bestaan, maar ook groeien. Plekken die blijvende waarde bieden voor investeerders, huurders en de gemeenschappen eromheen.

Dit is vastgoed met hart, visie en betekenis.

Wat als je bestuur écht begrijpt waar jij mee bezig bent?

Als sustainability manager ken je het gevoel. Je bouwt een sterk verhaal, je hebt de data, je ziet de urgentie, maar ergens in de organisatie stopt de beweging. Niet omdat mensen kwaad willen, maar omdat de context ontbreekt. Bij Proximus merkten Catherine Bals en Ben Appel dat deelnemen aan ons programma voor bestuurders, de Director Climate Journey (DCJ), van Chapter Zero Brussels net dáár het verschil maakte.

Van rapporteren naar écht bespreken

Proximus heeft duurzaamheid al een tijdje verankerd in de strategie. Maar verankerd op papier is niet hetzelfde als verankerd in beslissingen. “We zaten te veel in de reporting en te weinig in concrete actie,” zegt Catherine eerlijk. De spanning tussen korte termijn commerciële druk en lange termijn ambities is reëel. Geef je een tv weg bij een abonnement om klanten te winnen? Je concurrent doet het ook. Maar is het de juiste keuze?

Die gesprekken zijn moeilijker dan ze lijken, tenzij er aan tafel mensen zitten die de urgentie delen. Vier Proximus-bestuursleden volgden inmiddels de DCJ. Het resultaat? Strategische dossiers worden nu standaard veel meer getoetst aan ESG-impact. Niet omdat het moet, maar omdat de vraag er nu gewoon is. “Bepaalde discussies vinden nu plaats die er vroeger nooit hadden plaatsgevonden,” aldus Catherine.

Wat het jou als sustainability professional oplevert

Ben, verantwoordelijk voor Legal, Risk en Public Corporate Affairs, beschrijft het als een gedeelde taal: “Je hoeft niet meer van nul te overtuigen. De bewustwording is er.” Als sustainability manager weet je hoe waardevol dat is. Niet meer alleen staan te pleiten, maar draagvlak voelen, ook vanuit de top.

Concreet voorbeeld: Proximus investeert zwaar in fiber, dat significant energiezuiniger is dan coax van kabeloperatoren. Elke klant die overschakelt heeft een positieve impact op het totale energieverbruik. Maar intern wordt die winst niet meegeteld in de eigen metrics. “We dragen de investering, maar krijgen er geen krediet voor.” Dat soort structurele blinde vlekken bespreekbaar maken? Dat lukt beter als je bestuur dezelfde referentiekaders heeft.

Zorg dat jouw bestuur ook mee is

Herken je dit? Dan is de Director Climate Journey van Chapter Zero Brussels misschien de schakel die ontbreekt. Dit toonaangevende programma dat we vanuit Chapter Zero Brussels organiseren brengt bestuurders en executives samen rond klimaat-governance  als strategische realiteit, niet als compliance-oefening.

Breng dit onder de aandacht bij jouw raad van bestuur of directie en nodig hen uit voor de volgende editie van de Director Climate Journey. Want als de top doordrongen is van de urgentie, wordt jouw werk een stuk krachtiger.

Meer info en inschrijvingen via info@chapterzerobrussels.be

Wanaka Partners

Born from the union of Cobelpro and Tribeca, two entities with a proven legacy in real estate, Wanaka Partners is more than just a new name, it’s a philosophy. For us, real estate goes beyond assets and structures; it’s about the lives shaped within these spaces and the futures they inspire, creating meaningful places.

As a one-stop shop, we bring together expertise in fund, investment, asset, and property management, as well as project coordination, sustainable real estate and social activation. But what truly sets us apart is our commitment to sustainability, our drive for innovation, and our belief in the power of community.

At Wanaka, we cultivate connections, between people, ideas, and opportunities, unlocking potential and creating spaces that don’t just exist but grow. Spaces that offer lasting value for investors, tenants, and the communities that surround them.

This is real estate with heart, vision, and purpose.

Naturise

Naturise is een in Brussel gevestigd consultancybureau dat bedrijven helpt inzicht te krijgen in hun impact, afhankelijkheden en risico’s met betrekking tot natuur, en hier ook naar te handelen. Van natuurbeoordelingen tot ecosysteemherstelprojecten begeleidt Naturise bedrijven bij elke stap van hun natuurtraject en zet het ecologische blinde vlekken om in strategische helderheid.

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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Biodiversity can’t be reduced to numbers, it’s shaped by choices

Embedding biodiversity within an organisation and its core activities takes focus, clear metrics and strong collaboration. In this conversation, Kristel Rouma explains how Coca-Cola Europacific Partners approaches biodiversity, and why this way of working is just as relevant for organisations far beyond the food sector.

Waterscape

Kristel Rouma is Senior Sustainability Manager at Coca-Cola Europacific Partners. Driven by a strong passion for nature and through her work on water, packaging and social impact, she helps shape a strategy that embeds Belgian biodiversity structurally within the company. Within the Community of Practice The Biodiversity Shift, she shares her insights and ambitions with other businesses.

Kristel Rouma

How does Coca-Cola Europacific Partners work on nature and biodiversity? And what actions are you exactly taking today?

Kristel: “Our strongest connection with nature is, of course, water. It is an essential ingredient in our products and a key resource in our production processes. That’s why we invest in projects that return the water we use back to nature, through wetland restoration and by managing water responsibly throughout our production operations.”

Packaging also plays a major role. We aim to collect and recycle everything we put on the market, so it does not end up in nature. Last year, 89% of bottles and cans in Belgium were collected via the blue bag system with Fost Plus. Through our suppliers, we are also working together on the transition to regenerative agriculture for ingredients such as oranges and sugar beets.

Kristel Rouma The Biodiversity Shift

You are well known for your water projects. How does that translate into biodiversity?

Kristel: “We have been working with Natuurpunt and Natagora on nature restoration projects for over ten years now, including the restoration of wetlands. Our goal is 100% water replenishment: for every litre of water we use, we aim to return an equivalent amount to nature through restoration projects, such as those in the Zwarte Beek Valley. Our sites in Ghent and Antwerp are located in areas with a high risk of water scarcity, which is why we set the bar even higher there. By retaining water for longer and maintaining groundwater levels, these areas also act as climate buffers. At the same time, species such as wetland birds, fish and dragonflies are once again given the opportunity to return to their natural habitats.”

“We also see other companies following our example, and we genuinely welcome that. The more businesses that get involved, the greater the impact.”

What are the biggest challenges to integrating biodiversity into your strategy?

Kristel: “Measuring impact is one of the biggest stumbling blocks. With water, we know exactly how much we use, but biodiversity is far more complex. How do you put the value of nature restoration into numbers? It’s precisely this complexity that we are exploring together with other companies in the Community of Practice of The Biodiversity Shift.

Beyond that, no company can do this on its own. Collaboration with NGOs and public authorities is essential. For nature restoration projects, land often first needs to be acquired or made available. That is primarily the role of the government, working together with NGOs that take on land management. From there, we can contribute through our expertise and by supporting concrete projects.

It remains a complex interplay between government, agriculture and the business community. Through The Shift, we can build bridges between these actors and take bigger steps together.

How does the current political climate affect your work?

Kristel: “Legislation on the environment and water quality is a key factor. We appreciate the efforts being made in Flanders to address water scarcity, but groundwater quality remains a challenge. We understand that the political landscape is complex, with many competing priorities and limited resources, yet we hope sufficient attention continues to be given to both climate and nature. This is crucial, not only for the environment, but also for businesses themselves if we want to secure a sustainable supply of raw materials.”

How far along are you with your nature strategy?

Kristel: “We are working at group level, across 31 countries, on a strategy to structurally embed biodiversity. We do this based on the TNFD methodology (Taskforce on Nature-related Financial Disclosures). Each country has its own specific needs. The situation in Belgium is very different from, say, the Philippines. We want to fully understand these local differences before defining global priorities. Our aim is to further develop our nature strategy in 2026.”

The Biodiversity Shift community of practice

What has the community of practice brought you?

Kristel: “A lot. The programme creates space to share knowledge with companies grappling with similar questions. Everyone is looking for ways to make biodiversity tangible, and that happens in an open and highly constructive atmosphere.

What we find particularly valuable is that the community also enables real collaboration. One outcome of these exchanges is a partnership between Coca-Cola Europacific Partners, Delhaize and Natuurpunt on a joint project investing in nature engagement and experience.

We also learn a lot from each other’s approaches: how companies shape their strategies, how they create internal support, and how they work with partners. For us, that helps us understand how to translate our existing water projects into broader biodiversity goals.”

What tips do you have for companies looking to start with biodiversity?

Kristel: “Start from the intention to make positive impact. That has to be at the core of your company and supported by management. Then find the logical link with your activities. For us that is water. Keep it simple, set concrete goals and work with experts whenever possible. Don’t be put off by complexity or the fear of doing it wrong: you don’t have to do it alone.

I believe that change can also come from industry. Companies are often seen as the cause of certain problems, but just there we can show that things can be different, by working together and taking responsibility we can show that we are part of the solution.”

Is this for you?

With The Biodiversity Shift, you place nature restoration firmly on your company’s agenda, right at the heart of your operations. Step by step. Are you ready to move towards a robust biodiversity strategy, grounded in insight, collaboration and policy impact, and contribute to a nature-inclusive economy?

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More impact stories

Biodiversity in every link

At Vandemoortele, Sustainability Officer Laura Iacobelli works on a chain that respects nature. No loose initiatives, but a well thought-out strategy that connects business and biodiversity.

Banks: unexpected allies of nature?

How can the financial sector help strengthen biodiversity? In this interview, Ronny Jongen, Senior Impact Manager, explains Triodos Bank‘s role in the shift towards nature-positive investing — and the challenges this brings for banks and their clients.

Lyreco

Lyreco, een privébedrijf sinds 1926, is de Europese leider en de derde grootste distributeur van werkplekproducten en -oplossingen wereldwijd. Onze missie is helder: pionier zijn in het duurzaam ontzorgen van elke werkplek, zodat medewerkers zich kunnen focussen op wat écht belangrijk is. Samen creëren we een duurzame en efficiënte werkomgeving. Want bij Lyreco leveren we niet alleen producten, we zorgen voor een goede werkdag.

E-BIOM

E-BIOM aims to reveal the strategic power of biodiversity by placing it at the heart of territories and business models. By combining a consultancy firm with a laboratory, E-BIOM develops scientific expertise, tools and indicators that translate biodiversity into concrete levers for action, aligned with the regulatory and strategic needs of companies and public authorities.

Koffies De Draak

Sinds 1864 staat Koffies De Draak garant voor uitmuntende koffie. De zoektocht naar de lekkerste koffiesoorten, werken aan eerlijke producten in een omgeving van kwaliteit en ambacht: daar zijn we op gebrand. Bovendien is De Draak een onderneming met een sterk doorgedreven sociaalecologisch engagement. Respect voor mens en natuur staat bij ons centraal. We streven dan ook blijvend naar transparantie, eenvoud en kwaliteit.