DIMO Engineering a Greener Future

As global expectations around corporate responsibility intensify, sustainability is no longer measured by intent or isolated initiatives, but by structured targets, transparent governance and demonstrable outcomes. For diversified conglomerates operating across multiple sectors, the challenge lies not only in committing to environmental stewardship but in embedding it systematically within strategy, operations and performance frameworks.

DIMO’s Sustainability Agenda 2030 is structured upon three core pillars: building a resilient business, creating resilient communities and conserving a living planet. Within the environmental pillar, priority initiatives are focussed on zero landfill, emissions reduction and the reuse of recycled water. Collectively, these initiatives reflect DIMO’s recognition that environmental sustainability is no longer an adjunct to business operations but a critical determinant of long-term resilience and competitiveness.

At the centre of this journey is DIMO’s decision to pursue Zero Waste to Landfill certification through Control Union. According to Senior Manager of Sustainability at DIMO Mega Ganeshan, this move represents a turning point in the organisation’s approach to waste management. “With the Zero Waste to Landfill assessment, we are moving beyond mere compliance. The certification process allows us to identify gaps and clearly define the actions required to ensure that zero landfill performance becomes an embedded environmental key performance indicator (KPI) as outlined in our Sustainability Agenda 2030,” she asserts.

This commitment builds on tangible progress already achieved. In the last financial year, DIMO reused 62 percent of its waste, recycled 32 percent and directed the remaining six percent towards energy recovery, thereby effectively eliminating landfill disposal. These outcomes are monitored daily through the company’s Environmental Management System (EMS), fostering a culture of data driven decision making rather than retrospective reporting.

Climate action is another area where DIMO is adopting a disciplined, science based approach. In 2024, the organisation formally committed to the Science Based Targets initiative (SBTi), signalling its intent to align emissions reductions with global standards rather than incremental internal targets. The current year marks a critical phase in this journey as DIMO undertakes the complex task of setting rigorous reduction targets across Scope 1, 2 and 3 emissions. For a diversified conglomerate operating across multiple sectors, Scope 3 emissions – often the most challenging to quantify – present a significant hurdle.

She avers: “This is one of the most rigorous sustainability initiatives we have embarked on. Comprehensive data collection and forecasting, particularly for Scope 3, is not easy. But it is essential if we are to take meaningful climate action.” The groundwork has already been laid. With the support of the Sri Lanka Climate Fund (SLCF), DIMO completed its first comprehensive carbon footprint assessment last year, covering all three emissions scopes. The company has set ambitious reduction targets to be implemented from 2026 onwards: 42 percent for Scope 1 emissions, 42 percent for Scope 2 emissions and a 51.6 percent reduction target for Scope 3 emissions per value added by 2030, measured against the 2024-25 baseline, underscoring the scale of transformation envisaged.

Water stewardship is the next frontier in DIMO’s environmental strategy. While water management has historically been treated as an operational concern, 2026 will mark the company’s first science based approach to understanding and reducing its water footprint. The objective is clear: to minimise freshwater consumption while maximising reuse through enhanced wastewater treatment processes.

“Our long-term goal is to reuse 100 percent of recycled water. Currently, we are at 36 percent. By systematically analysing water consumption and upgrading our effluent treatment plants, we believe there is significant scope to reduce our overall footprint while improving internal efficiencies,” Ganeshan explains.

Beyond operational metrics, DIMO’s environmental agenda extends to biodiversity conservation: a space where the company has already built a strong track record. Ongoing initiatives include the Kanneliya Reforestation Project with Biodiversity Sri Lanka (BSL); turtle conservation with Wildlife and Ocean Resource Conservation (WORC); invasive flora removal at Lunugamvehera with BSL; and mangrove restoration in Galle with the Wildlife Conservation Society – Galle (WCSG). Having nearly achieved its initial biodiversity key performance indicators (KPIs) DIMO is now reviewing baselines and exploring new partnerships to expand the scope and impact of its conservation efforts.

Looking ahead, the success of these initiatives will hinge on robust governance, internal coordination and continuous monitoring. DIMO has institutionalised this through regular environment pillar meetings involving leadership and cross functional teams, supported by established frameworks such as environmental, health and safety (EHS) systems and ISO 14001 standards. She asserts: “Monitoring and data capture are critical. Sustainability outcomes depend on disciplined execution across divisions, not isolated interventions.”

Taken together, DIMO’s environmental road map reflects a clear understanding that sustainability is a journey requiring foresight, investment and a willingness to confront complexity. As regulatory expectations tighten and stakeholders demand greater transparency, DIMO’s Sustainability Agenda 2030 positions the organisation not merely to adapt but to lead – demonstrating how responsible business can be engineered with the same rigour as any core operational strategy. Through these efforts, DIMO plays a meaningful role in conserving a living planet, while at the same time fuelling the dreams and aspirations of the communities it serves.

Adapted from insights first published in LMD.LK

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