Google ‘pioneers in sustainability’ and the sectors that will immediately pop up on your screen are textiles, food, construction, logistics, production, etc. Telecom and energy players often appear further down the lists of companies with the best track record in sustainability. A bad sign? Not at all. Participants to the first Circet roundtable discussion on ESG in the Belgian telecom and energy sector quickly switched from challenges to opportunities, and from vision to ambition.

The first guests of our roundtable discussion enter the car park of the iconic Auberge du Pêcheur, the event venue in Sint-Martens-Latem, on the banks of the Leie River. The goodie bags are ready, the coffee is hot. Under the leadership of Patrick Block, our CTO & ESG Coordinator Circet Benelux, high-ranking representatives of 9 telecom and energy players will exchange experiences and insights here over the next 3 hours. The main topic: sustainability.

Fast forward to the present. With the animated roundtable still vibrant in our minds, we are itching to share with the world the key takeaway for each debated topic. Here goes...

#1 Vision

Sustainability is at the top of everyone’s agenda

Quick consensus at the table: under pressure from regulators, financial stakeholders and end customers, including such topics as climate, circularity, employee welfare and sustainable purchasing in daily policy has become a must. Not to mention the fact that the participants clearly want to do better for people and the planet as well.

In (semi-)public organisations, sustainability has become an integral part of the social role, while in commercial organisations it is invariably included in the business strategy and activities (charging stations, digital inclusion, etc.). Because it’s so high on the agenda, it takes the form of collaborations with partners in the value chain, like Circet. To give an example: sustainability is becoming an increasingly important criterion in public procurement.

#2 Ambition

The bar is high, very high

The European Green Deal, often a guideline for companies, has a clear target: climate neutrality by 2050. However, many telecom and energy companies are setting the bar higher for themselves by aiming for a 2040 deadline in many cases.

There is no lack of ambition, but that means that the entire value chain is under tension. Several components of that chain are currently at their limits. For example, many telecom and energy companies are aware that they are already asking the highest achievable from their contractors, among others, by imposing tight deadlines and a price-oriented approach. Of course, this must never jeopardise the safety and well-being of the teams in the field. Clustering activities regionally and thus making better use of the available capacity is a possible avenue towards rationalisation and shorter travel distances.

#3 Strategy

Spot opportunities and leverage them more effectively

Yes, organisations have to invest in many things at the same time, from circularity to cybersecurity. Yes, everything has to happen sooner rather than later. And no, they cannot pass on those extra costs, because no one wants to pay more for a service or product that is sustainable.

After expressing a few concerns that resonate with all participants, the conversation quickly takes a turn in the other direction. Towards opportunities. For example, there is a lot of tech optimism in the telecom and energy sector. New technologies such as AI, 5G, fibre optics, IoT and virtualisation help other sectors work more sustainably and deliver better quality. These opportunities must be properly harnessed by offering matching services. The key to success lies in good collaboration throughout the customer value chain.

#4 Collaboration

Actions speak louder than words

It was suggested at the roundtable that the sector should produce a charter. This would put pressure on organisations that are currently hiding in the crowd and, above all, make it possible to align ambitions with ESG. Harmonisation also brings advantages further down the chain.

However, opposing views soon emerged. “Signing a charter together doesn’t make you partners yet,” someone said. And indeed, the consensus is that real partnerships mean more. Yet, they require complementarity, a lot of mutual trust and decisiveness. A first step is to engage more often and look for win-win situations. Our roundtable discussion clearly left the participants wanting more.

#5 Communication

Use an honest narrative to raise public awareness 

Climate neutrality, circularity, ethical business... Many (new) words, whose meaning is not always clear to the general public, are circulating under the theme of sustainability. And what end users can do themselves to contribute is not clear at all. Strong communication can change that.

As a sector, we need to better inform, raise awareness and engage people. Here’s an example: almost no one knows that half a litre of water evaporates (to cool the servers) during a short chat with ChatGPT. By sharing such information, everyone can make more conscious choices. In addition, we need to take control of the sector narrative. The actions of telecom and energy companies make an essential contribution to the objectives of the European Green Deal. Open, genuine and easily accessible communication in this regard can encourage support.

Want to know more about Circet’s actions to create a more sustainable world?

Here’s how we aim for positive impact.