Member Spotlight: Iris Van der Veken, Executive Director, WJI 2030

What did you want to be when you grew up?
Rather than aspiring to a specific “role,” I was very early on influenced by my grandmother, who passed away at the age of 99. She had been a young widow raising three children on her own, including my mother. I remember her as a strong, courageous, and kind woman - remarkable not for what she said, but for how she lived her life. She taught me a lot about how important it was to be humble, work hard, and strive to be the best version of yourself. Looking back, I realize that what I truly wanted was to become someone like her: resilient, grounded, and self-reliant.

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Who has shaped you most as a leader?
As a leader, you learn from good and bad examples. I’ve been fortunate to learn from many remarkable individuals, men and women, throughout my personal and professional journey, spanning different generations and perspectives. Today, as I lead WJI 2030 - co-founded by Kering and Cartier, delegated by Richemont - I continue to be inspired daily by our members, our key stakeholders, and many experts across the value chain. Their insights, commitment, and passion constantly challenge me to grow, continuously learn, and refine my own leadership style.

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What leadership lesson can you share to the young generation?  
Leadership isn’t about titles, it’s about responsibility and impact. Step up when it’s hard, not when it’s easy. You don’t need all the answers, but you do need the courage to ask the right questions and keep learning. Act with integrity, especially when no one is watching. Listen to different perspectives, move forward without waiting for perfection, and let your values guide you when things are unclear. Most importantly, leadership is about enabling others to succeed. If people grow because of you, you’re leading well.

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What's the biggest misconception companies have about sustainability right now?
One of the biggest misconceptions companies still have about sustainability is that it sits outside core business priorities. In reality, it is fundamental to resilience and long-term performance. In 2026, sustainability is no longer about “doing good” - it’s about survival and long-term business resilience. Climate shocks are disrupting supply chains, water stress is affecting production, biodiversity loss is increasing operational risk, and social instability is reshaping markets and labor.
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At the same time, the next generation is not asking “why sustainability?” but “why not?” They are choosing employers based on values, demanding transparency, and expecting leaders to act, not just communicate. This shift is turning sustainability from optional to expected.
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The real risk today is not a lack of solutions, but a loss of belief that change is possible. The truth is, we already know what works: renewable energy, circular business models, nature-based solutions, and transparent supply chains. The challenge is no longer “what to do,” but how fast we can act and at what scale.

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What signals are you most optimistic about in 2026?
I am optimistic because the solutions already exist. We know what works:
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• Renewable energy is cheaper than fossil fuels in most markets
• Circular models are starting to be economically viable
• Nature-based solutions are measurable
• Supply chain transparency is technically possible
• Science-based targets are operational, not aspirational

The gap is no longer “what”, but “how fast” and “at what scale.” What gives me hope is seeing so many colleagues continuing to do the hard work. I’m also deeply encouraged by the younger generation, who are actively seeking purpose and want to work for companies with a strong sense of conscience. Now more than ever, we must remain focused - the climate, nature, and gender crises are not going away, and each of us has a role to play in driving meaningful action.

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What is your 2026 focus?

Our 2026 focus is all about the operationalization of our three interconnected pillars: Climate Resilience, Biodiversity & Nature, and Inclusiveness, aligned with evolving policies and regulations.

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Just to give a few examples: we are actively working on the topics of Nature & Water.  We created a Nature Roadmap (developed with experts and reviewed through multi-stakeholder consultations including WWF, TNFD, WEF) and a Nature Action Playbook to operationsalise our Roadmap, outlining 20 concrete steps across governance, supply chains, and resource management to serve as an entry point for implementation. 
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We recently launched the WJI 2030 Water Stewardship Guide and Assessment Tool in Paris. The water guide provides a science-based framework to assess water-related risks, set priorities and implement action both within operations and across shared catchments, reinforcing the need for collaboration across value chains, communities and regulators.
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Additionally, we are working on Pillar 3: Fostering Inclusiveness. Gender equality starts with a C-suite commitment. It must become the "oxygen" of an organization - strategic, long-term, and integrated into every business function, from the C-suite to the shop floor. All functions and departments need to be involved in this process, as it requires a cultural shift within the organization.  We have been actively working on Gender Responsive Procurement (GRP). We look forward to sharing the upcoming Gender Responsive Procurement Toolbox soon. This newly developed toolbox will include practical guidance on the business case, supplier engagement checklist, draft templates for contracts and codes of conduct, and a training toolkit template for suppliers.

I would like to explicitly mention our focus on supporting the SMEs. They are the beating heart of our supply chain, and they need practical support to build internal capacity and be compliant. This year, we are investing substantial time, resources, and expertise to further build SME pathways.

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Why did you decide to become a Terras member?

I was introduced to Terras by Anisa Kamadoli Costa, whom I deeply respect as a leader, colleague, and friend. She shared the platform’s approach and highlighted the key topics on its agenda. I was immediately convinced that Terras offers a unique space to collaborate across industries and drive meaningful impact together. I am very much inspired by the exceptional leadership of Marvin.

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What kinds of conversations or collaborations are you most hoping to find here?

It’s ultimately about people and the richness of diverse perspectives. I strongly believe in the power of authentic connections and the energy that emerges when individuals come together. When leaders share a space with a genuine willingness to exchange expertise, stay open-minded, and shine a light on others, that’s when truly meaningful collaborations - and even unexpected partnerships - can emerge.

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A book, podcast, or idea you can't stop thinking about?

Having worked in this industry for over 25 years, I cannot stop thinking about the urgent need to work together to protect the integrity of our value chains. Business is a unique opportunity to be a force for good. I encourage everyone to read the book by Isabelle Grosmaitre. My dream is for the industry to become a place where inclusion feels natural - not exceptional. A place where people of different backgrounds and identities have equal opportunities to contribute to strategy, craftsmanship, and leadership. I believe luxury has a unique cultural influence, and with that comes a responsibility to show that beauty, excellence, and equality can coexist. If we move in this direction, the watch and jewelry industry will not just create extraordinary pieces - it will quietly but powerfully demonstrate how a sector can advance equality, and long-term resilience. My hope is simply that we play our part, learn from others, and keep improving together.