Discover how DMA provides a clear, data-driven view of our sustainability impact, and guides our strategic decisions for responsible growth
For Dimexon, sustainability is not a peripheral consideration but a core strategic imperative. As part of strengthening our responsible business practices and aligning with emerging global standards, we undertook our first Double Materiality Assessment (DMA) to identify the ESG topics that are most relevant to our operations, value chain and stakeholders.
DMA is grounded in the principles outlined by the European Sustainability Reporting Standards (ESRS) under the Corporate Sustainability Reporting Directive (CSRD). Double materiality is a concept that allows organisations to look material topics through two distinct but interconnected lenses. On one hand, impact materiality considers how our operations, products and value chain affect the environment and society. On the other, financial materiality evaluates how sustainability-related risks and opportunities could influence the financial health and resilience of our business.
Conducting a DMA enabled us to sharpen our sustainability focus and meet growing expectations for transparency and responsible conduct. This assessment is a dynamic framework that continuously informs our strategic direction and operational choices. It enables us to anticipate and respond to evolving ESG risks, while identifying opportunities that align with our values and long-term ambitions.
Our Double Materiality Assessment Process
The DMA process reflects a commitment to structured, impact-informed decision-making, stakeholder inclusivity, and alignment with leading global standards. This approach allows us to understand not only how sustainability issues impact our business, but also how our operations effect society and the environment. To carry out the assessment, we followed a multi-step, evidence-based methodology that combined internal analysis with external stakeholder engagement.
Step 1: Identifying material topics
We began the assessment by establishing a comprehensive universe of sustainability topics. This involved reviewing Dimexon’s existing focus areas alongside the topic lists prescribed under ESRS, key standards and ratings, including SASB, MSCI, Sustainalytics and DJSI.
We benchmarked material issues disclosed by key peers, customers and suppliers to ensure we include the complete value chain in alignment with market expectations. Additionally, we conducted secondary research to capture emerging industry trends and ESG priorities shaping the sector.
This exercise resulted in a refined list of material topics that are most relevant to our organisation, both in terms of their contribution to internal long-term value creation and external environmental and societal impacts.
Step 2: Mapping impacts, risks, and opportunities
We then systematically assessed how each sustainability topic aligns with Dimexon’s operations and value chain, identifying areas where our operations or value chain are responsible for significant positive and negative impacts on people and the environment. At the same time, we considered how these topics could give rise to financial risks or opportunities, depending on our exposure and preparedness. Sector trends, regulatory developments and internal risk frameworks informed this mapping.
Step 3: Stakeholder identification and engagement
Once this was complete, we identified and mapped key stakeholder groups whose perspectives are critical to understanding Dimexon’s impacts, risks and opportunities. These included both internal (senior management, functional heads, employees, workers) and external stakeholders (suppliers, customers, industry bodies).
Each engagement was tailored to ensure relevance and depth. We used a mix of surveys, interviews, and one-on-one consultations, selecting the format best suited to each stakeholder group. Rather than a broad-brush approach, each stakeholder was consulted only on topics aligned with their specific role, expertise, or connection to Dimexon, ensuring that the input we gathered was meaningful and actionable.
Each group brought unique insights into our value chain and sustainability priorities. Their inputs helped shape a more grounded and relevant assessment process, ensuring the topics we prioritised reflect both regulatory expectations and industry requirements, along with on-the-ground realities and sector-specific needs.
Step 4: Assessing materiality and setting the threshold
At this stage, we determined which topics qualify as material by applying a defined threshold. This involved evaluating the significance of each topic based on its relevance to Dimexon’s business context, and its broader environmental and social footprint. We established thresholds to prioritise topics that reflect substantial impacts or present notable risks or opportunities. This helped us focus our strategy and disclosures on the issues that matter most.
Step 5: Developing the Double Materiality Matrix
Using the outcomes from our impact and financial assessments, we mapped each topic onto a Double Materiality Matrix. This visual representation highlights where environmental and social impacts intersect with risks and opportunities for Dimexon’s business.
Topics positioned in the upper right quadrant with significant impact and financial relevance were prioritised. This matrix serves as a strategic tool, guiding our sustainability focus, and ensuring our efforts are aligned with both stakeholder expectations and long-term business value.
