Interview with Morgane Winterholer, Chief Growth Officer, Dimexon
What prompted your organisation to prioritise nature and water at this stage – and what business question were you trying to answer first (risk, resilience, compliance, customer expectations, something else)?
As expectations evolve across the luxury industry, there is growing recognition that understanding nature-related dependencies and impacts will become increasingly important for companies operating within global supply chains. We wanted to begin exploring how nature-related topics could connect to operational resilience, stakeholder expectations and future decision-making, while also identifying where the most material areas may sit within our business and value chain. Participating in the WJI 2030 Nature Proof of Concept provided an opportunity to start that process in a more structured and practical way.
You’ve been working on a Nature Roadmap, using the WJI 2030 Nature Roadmap and the Nature Action Playbook as reference. What was the most important moment from the process – and what changed internally as a result (governance, data, decision-making, ownership)?
One of the most important outcomes of the process was that it helped make the topic of nature more tangible internally. The WJI 2030 Nature Roadmap and Nature Action Playbook provided useful structure for moving from broad awareness towards clearer prioritisation and internal dialogue. The process encouraged discussions between our ESG, operations and leadership teams around how nature-related considerations may intersect with areas such as sourcing, risk management and long-term business planning. It also highlighted the importance of building stronger data and assessment capabilities over time, while recognising that this is a journey many companies are still navigating. Importantly, the process helped create greater internal ownership by positioning nature as something connected to operational resilience and long-term value creation.
What is one concrete action you’ve already taken – or are taking next – to reduce pressure on nature or strengthen water stewardship (e.g., a change in process, sourcing, supplier engagement, site-level practice)? What helped you move from intention to implementation?
One area we have been exploring more closely is water stewardship within our manufacturing operations. Our manufacturing site in Coimbatore is a Zero Liquid Discharge facility, and in 2025 we recycled and reused 11,379 kl of water.
While water efficiency and operational monitoring have already been part of our broader environmental management approach, the Nature Roadmap process helped us move the conversation from intention towards implementation with practical tools and frameworks that allowed us to break a complex topic into manageable and actionable steps.
This has encouraged further evaluation of opportunities around monitoring, efficiency and longer-term stewardship practices within our facilities. Also in 2025, we undertook our first TNFD-aligned assessment to identify and prioritise nature-related Dependencies, Impacts, Risks and Opportunities (DIROs) across our value chain. This established a baseline understanding of our relationship with biodiversity, particularly in upstream mining regions, and highlighted key risk areas and data gaps. The assessment was supported by the WJI 2030’s Nature Action Playbook, alongside the appointment of a dedicated Nature Lead to strengthen governance.
As an initial step, this assessment provides a structured foundation to progressively strengthen how we assess, manage and disclose nature-related risks.
How have peer discussions through WJI 2030 workshops influenced your approach (or accelerated progress)? And looking ahead, what additional support would be most valuable to keep momentum – guidance, tools, supplier engagement support, data, or something else?
The collaborative aspect of the WJI 2030 workshops was extremely valuable. It was helpful to hear how other companies across the value chain are approaching similar questions, challenges and starting points. Those discussions helped create a sense of shared progress and reinforced that many organisations are still building their understanding and capabilities in this area.
Looking ahead, continued practical guidance and shared methodologies will be important, particularly around data, measurement approaches and supplier engagement. Nature can feel like a complex topic to operationalise, so accessible tools, peer learning and industry collaboration will continue to play an important role in helping companies translate ambition into practical action.