Name: ESG in Action: How Leading Brands Drive Strategy, Compliance, and Resilience
Uploaded: 2025-09-17T15:18:07.597Z
Duration: 46 min
Description: ESG in Action: How Leading Brands Drive Strategy, Compliance, and Resilience

Transcript for "ESG in Action: How Leading Brands Drive Strategy, Compliance, and Resilience": Was myself. It's alright, mate. I'd never leave you. We are really embodying, like, the Datamaran colors with our, pale Pastoral colors. Accele blue. Wore a blue shirt today. You're right. Well, your pink matches the background of the webinar. So And I'm hoping there's some pink slides in here somewhere. Helen, quickly change that if you can. Nice. Alrighty. Looks like we have some people trickling in. Before we get started, a a quick plug for our Climate Week event. On the Tuesday of Climate Week, I think it's the twenty fourth maybe, twenty third. Next week, we're having a workshop and a panel. So if anybody is interested, definitely reach out to one of us after the fact. Have a lot of big name people coming. So Alright. Fabian, do you wanna move to the house? Kickoff? Yeah. Let's go for it. Okay. Just as everybody gets situated, want to assure everyone that the event's being recorded, and it'll automatically share out with you after the end of the event since you've been been registered. So you'll be able to access this at any time and share it with anybody who it might be useful to view. If you're having any technical difficulties, shoot our marketing team an emailmarketing@datamaran.com. And we are gonna be having a q and a at the end. So please submit your questions through the q and a function rather than the chat function. If it's specific question, feel free to, of course, chat as well if the urge arises. But for those q and a's, those will be in other tab. We'll save some time at the end for that. Alrighty. Well, for introductions, who is in front of you today, Fabian? I'll let you, introduce yourself first. Yeah. Hi. It's a pleasure to meet everyone. Name's Fabian, Fabian Kommu. I'm one of the key account advisers here at Datamaran. So been here about almost five years now, but I'm very fortunate enough to be in a position where, I get to work across our entire, client community here at Datamaran, working out and listening to stories, what's working, what's not working. For all of those pesky regulations coming up, it thought it'd be a good idea to have someone across everything and share that with the wider community. But, look, it's a pleasure to meet everyone today. That's enough about me, Rachel. I'll pass to you. Yeah. Great to, see everybody today or see you virtually trickling in. My name is Rachel. I'm one of the senior client success managers at Datamaran. I've been here about two and a half years. Fabian was instrumental in my onboarding and teaching me so much, that I now know about the ESG regulatory landscape, which has been changing, very swiftly as everybody here, I think, knows. I've worked with clients across industries in The US and Europe, just essentially helping them navigate, the complexities of this space, providing the data backed insights from Datamaran to ultimately embed those into core operations. So my job is helping, our clients get to that end goal. So really briefly, if anybody is unfamiliar with Datamaran and our offerings, we have three core offerings. Harbor is our ESG community platform. It includes expert insights and and research, resources. Our core offering on our platform helps you manage your manage and monitor our ESG risks, opportunities, and impacts. And then Suite is our full platform for ongoing strategic sustainability oversight and governance. So definitely, ask us any questions about that if you're interested. Today, we're gonna be covering three client stories, across industries, and we're gonna be specifically sharing examples about how they've leveled up their strategies, oversight capabilities, reporting, and more. So we'll also trickle in a couple of polls throughout, so we'd appreciate your participation in that, and then close off with a couple key takeaways and those q and a's that you submit. So how's that sound, Fabian? Ready to get started? Sounds brilliant. But to kinda kick things off, we do have an audience poll to kind of get everyone engaged first. So, what we're gonna do is we're gonna launch that poll first. And I need to stop sharing my screen so you can see it. So, the question today, is what is driving your organization's sustainability efforts today? Investors, they call their expectations, board or executive leadership priorities, risk management and resilience, or is it regulatory compliance, competitive differentiation slash market positioning, or is there something else? And if there is something else, let us know in the chat what it might be. Yeah. I am seeing the questions or the answers coming in rather. Number one, by far, is investor and stakeholder expectations, following up board executive leadership priorities, risk management resilience. Regulatory compliance is also up there. Apologies. I didn't realize this was not an order, or it's just changing very swiftly. Okay. Cool. Yeah. Investor and stakeholder expectations, that's definitely one that we're hearing from our clients today as well and and from a lot of conversations, despite even some potential rollbacks on that regulatory side. Sort of the the standards, I think, have been set about, best practice expectations. So that definitely tracks with what we're hearing. Yeah. 100%. And that will dovetail quite nicely into, I guess, our first point of today, which is our first customer story. So let me get the slides back up. Right. Just to confirm, can you still see it? Yes. You can click on the next one, and we'll be off the pool. Lovely. Well, so yeah. Thanks, Rachel. But today, I'd like to share a customer story with you all. It's a leading telecoms operator based in The Middle East, and I love this story personally because it's a part of the world which typically people wouldn't really associate with having very stringent ESG regulation or organizations actually thinking that they want to align to best practice. But, nevertheless, the organization has been on a amazing sustainability journey for the past decade, aligning with very key reporting frameworks like GRI and UN SDGs, of course. But they've faced some real challenges along the way, particularly when it came to materiality assessments. So, historically, this company carried out materiality assessments only every few years. It was that typical kind of cadence that everyone it used to be the norm. However, that process was very slow. It took three to four months and relied on lots of handwritten feedback, phone calls, and, you know, even social media scanning as well. But it meant there were three big problems. So firstly, due to relying on traditional methods, they struggled to capture any sort of comprehensive and diverse set of stakeholder voices, number one. Number two, they were often late to act on emerging issues because they were performing issue prioritization assessments on that very irregular basis. And number three, some critical risks were being missed. Essentially, they were relying on a subjective and opinion based assessment rather than leveraging an evidence based approach. So, Rachel, in this example, there was clear misalignment between what leadership thought was important and the realities of the outside world, but be interested to know, I guess, from your the clients that you're working with, are you seeing similar kind of stories could pop up? Yeah. Definitely. I that was very reflective of the processes I saw clients take kind of before CSRD really took off when I had just started at to Datamaran. And, definitely, during the transition period, there were some growing pains moving from, as you're speaking to, kind of manual interview based approaches, which you could say are maybe not totally objective or comprehensive even, and, then moving on to a little bit more data driven and and streamlined approaches. So curious how they moved on from this. Yeah. I mean, it's gonna come up a couple times today, but, three years ago, they adopted Datamaran. And instead of using those manual reactive assessments, they moved to something that was more real time, and it was a more of a data driven approach. Essentially, they they broaden their stakeholder reach and overlay tens of thousands of data points with their affected internal stakeholder groups, which then allows external groups like regulators, policymakers, peers, and online news to all bubble up to form something more comprehensive. That's point one. They also they elevated the process. So it wasn't just an exercise siloed in the sustainability team. These insights were then conducted and spread across the organization. Some examples of this would include the risk team. They started integrating their findings into their process. Procurement operations started to use this to these results to shape supplier standards and road maps. And then also the board started receiving quarterly updates with clear priorities. But out of the the impacts of all of this, the stakeholder group I found most interesting from this story is new employees that were actually onboarded into this company. They actually get firsthand view of these results, during that onboarding process. So it essentially shifted ESG to become part of the culture, and part of that company culture and strategy moving forward. That's amazing. I mean, it it really is so beneficial from all angles and to have it kind of spread through every angle of a business and really embodies our mission statement too, which is to embed ESG into a business from top to bottom, bottom to top. So it's really great to hear. What were the kind of tangible benefits of this rather than kind of the feel good things? Yeah. I mean, it's a it's a good question because, typically, when it comes to sustainability, that's always the thing that's asked of us. So what are the tangible benefits of this? I mean, the impacts were significant. So through digitization, the materiality assessments, first of all, that once took months now took weeks. A much broader and more inclusive stakeholder set is now engaged. And then since becoming a Datamaran client, they've also become the first mobile operator in The Middle East to carry out a double materiality assessment. So the quality of ESG reporting improved. It had regular board level updates, stronger audit trails, and it shifted, essentially, their assurance from limited to also no reasonable. And that is not actually the most powerful impact that altered the entire company strategy. This last piece is actually the the my favorite part of this whole customer story. Because over the years of doing this exercise via traditional methods, one of the issues, data privacy and security, was always seen as a immaterial issue and viewed as not really important for the organization or the board. But if we take a step back and think about it like a telecoms operator, not thinking data privacy and security is a potentially big issue, it seems like an obvious gap. But if you don't have the assessment and the results there, you may not realize it. But then this is where adopting a more comprehensive and evidence based approach, took place, and then data privacy was suddenly appearing as one of their top issues from their external stakeholders. And because of this, this organization now had the evidence to demonstrate to their leadership and their board how they were misaligned with their external, analysis, with external industry, with their peers. And they actually acted really quickly and adopted a formal data privacy policy, with targeted KPIs on it as well. And for me, Rachel, this example illustrates essentially how Datamaran elevates sustainability reporting to the same standard of that of financial reporting. Mhmm. It creates tangible benefits and change in an organization. That's amazing and actually reminds me of one of my first client conversations when I joined Datamaran and which made me feel very confident in what we were delivering to clients in that way. And, essentially, this client had had human rights on her radar for a really long time and was bringing it up in meetings as something that the company should be really paying attention to as an emerging issue, but no one was really heating her sort of warning there, because, historically, that wasn't super relevant for the business. But then as soon as she ran an analysis in Datamaran, the topic was almost near the top of the list in terms of which, sort of issues be relevant to the business looking at that external landscape. And then she could actually point to all this data to show why it was relevant, showing regulation, policy, other businesses mentioning this also in the media. So something that she couldn't really quantify before. Now she could. And with that, it got the attention that it needed. So I I just remember hearing that, you know, conversation in the beginning of my time here and saying, yeah. That actually, you know, can affect tangible change across an organization and the direction that it might take. And and to your point, Rachel, like, once you have objective evidence saying something, it's quite difficult for an opinion to go against it. So Yeah. Yeah. I mean, it's a great example of how evidence can support a business decision. But Mhmm. I guess turning it back to the final ports of this example in terms of the future outlook, of this organization now they've adopted this new approach, ISSB is actually going to impact their home market by 2026. So the beneficial things of what they've done now is they've laid the foundational works. They're now well ahead of the curve of what they need to do. Their focus is actually now on even deeper, integration of Datamaran, in their insights into their governance, proactive monitoring of emerging issues, and keeping inclusivity at the center of stakeholder engagement. And it's an example of how data led insights really reshape executive perception, so turning ESG from a compliance task into a real strategic, decision maker. Mhmm. So they told us firsthand how this digitization has actually helped them mature their ESG process. And if I was to sum this all up, it would essentially be a customer going from manual to reactive, to data driven, and proactive. They gained efficiency, inclusivity, and credibility, and most importantly, they shifted their governance on issues like data privacy, which are now board level priorities. And that's the real power of moving beyond compliance and embedding data, Moran, into into strategy, essentially. But, Rachel, tell me, is it is it just me? Does this ring true for the organizations you're working with? Yeah. Absolutely. And, honestly, a lot of those benefits ring true for the client I'm about to speak about as well who moved their process from, a reliance on external consultants to owning it themselves by leveraging Datamaran. So anything more on your client, or can I share mine? I went a bit early there and really changed their slides. So Okay. I think that's up that was quite nicely to your one. Perfect. Yeah. So this client is in the shipping and transportation industry. They've been with us since 2023 when CSRD was really taking off. And they signed on with us for a number of reasons, wanting stronger benchmarking and regulatory monitoring, certainly, but primarily for double materiality. And they'd also, as I mentioned, hired consultants to support on this project. And this was at a time when everyone was really just starting to figure out what an audit proof double materiality assessment would look like. The ESRS implementation guidance wasn't out yet, and kind of as we like to say here, if anybody has joined a previous webinar of ours on CSRD, we'd say that everyone was kind of building the plane as they were flying it and kind of figuring it out as they went. But in this case, we were building different planes, us and and the consultant. So our approach and theirs definitely varied. Ours being, as we've talked about here, very much data driven and kind of step wise as opposed to theirs being much more similar to the previous sort of interview research based methods that we talked about kind of historically ran the show in these types of analyses. So understandably, the client wasn't super confident in which direction they wanted to take their assessment with those kind of competing recommendations. So that led initially to pretty low Datamaran platform engagement at the beginning of our partnership as they were figuring all of that out. So, at a certain point, they did tell us that they felt the consultant's approach was a bit overcomplicated, which does make sense because they were covering their bases. And, again, we didn't know how much scrutiny there was gonna be on these DMAs. But this compared to our very kind of cut and dry straightforward process made it seem a little bit too good to be true, to fully, you know, buy into us as well at the time. I mean, Rachel, if you don't mind me cutting you off there a little bit, I I remember that time very vividly, and it used to be a time where everyone was asking, what what what should we do here? What should we and and it was a point where people wanted to get ahead of the curve without the regulations even being fully written, and implementation guidance being there. So I remember it being a pretty tricky, time to, I guess, advise people and saying this is where you should go a 100%. But I'm interested to know, like, where did you how do you turn this around? How did how did this all shake out? Yeah. And as a a CSM who's trying to provide that strategic guidance to clients, it was a really challenging time, you know, wanting to support them confidently, but also waiting ourselves to kind of see where everything landed. So no one wanted to take any missteps, but fortunately, here at Datamaran, we are backed by a lot of market leaders in the space and a lot of, you know, technological and developer support too. So, essentially, about midyear last year, about a year or so into the partnership, we've rolled out significant enhancements to our plane that we were building to to get from point a to point b in double materiality. And our double materiality capabilities really kind of skyrocketed, and all of that was based on the first kind of six months or so of experience in supporting clients through the process. So we kind of merged that with the implementation guidance that was finally out as well. So it's very collaborative effort, since, like I said, we were all tackling it for the first time. But our clients were exceptional partners in providing feedback about how to make the system better and easier, and combining that with our team's expertise and the client perspective on how to actually execute the project in a somewhat, comfortable way was kind of that recipe for success. So as a result, this particular client finally felt confident fully buying into our process as the easiest, most streamlined, data driven, and really audit proof approach. So they actually fully moved away from their consultants and felt confident to own the project themselves, own their ESG governance, essentially, with the support of Datamaran. So and they even participated in a pilot for the first version of our, multi subject matter expert review feature, which yeah. It took the IRO process our evaluation process out of spreadsheets, to everybody's delight. So I think that was really the the, cherry on top for them. But simultaneously, they got to validate our tool's value as well as feel validated themselves that this was far and away a better process than they'd undertaken the previous year. And even other companies who have worked through this with us have reported from, like, a 50 to 80% decrease in cost compared to the previous process. So that, as well as the ease of use, and just the confidence, I think, makes for makes for a success story there. Yeah. And, essentially, more numbers to throw at you from one year to the next. Their, activity in the platform increased from or increased to 1222% more year over year based essentially on the reliance of this new functionality. And throughout that, they shared a lot of testimonial worthy sound bites in the sessions that we had, supporting them on the project, namely around ease of use, data quality, collaboration, and and all of that. I mean, Rachel, you know I love a good sound bite. Do you mind if you'd share some of those, please? Absolutely. Yes. If you queue up the next slide, I put those in there. Nice. Okay. So first being the amount of information and evidence that the tool can bring into the double materiality assessment is far beyond what our team could accomplish even with support. And this also speaks to the previous client where the evidence kind of drives the validity of the results and kinda brings it to a level that you couldn't achieve, without that type of analysis. This next one's great. I feel like we should get it made into a bumper sticker or something. Everyone loves it. People say double materiality is an art and not a science, but I'm trying to make it a science and Datamaran is helping me. So, we need to, you know, get this woman a pen I love that one. Yeah. Saying all these amazing sound bites. And shockingly too, this is a fun and collaborative process. One reviewer who she said was not very tech savvy at all started and finished the entire IRO evaluation in under two hours with no issues. She said the score aggregation and all of that was so intuitive. So really kind of checking all the boxes in terms of data integrity, confidence in results, and, making a a somewhat painful process a little bit less so. And even too quickly as a a testament to kind of our adaptiveness and collaboration with clients. I actually had a call with a client last week too who said, I'm really impressed with how your tool constantly evolves. You put your money where your mouth is, if you will, and I feel like the platform is always evolving. It was just something we're really proud of given the landscape that we're in is ever evolving, and and something again, that's thanks to the close relationship that we have with clients and just constantly iterating based on what they're facing. I mean, Rach, there were some fantastic sound bites there, but I still can't wrap my head around the fun bit. But, hey. It's each their own. We prefer. Exactly. But, I guess, if we were to look at the future outlook of this organization, what does the future look like for them? Yeah. So, I mean, this client now is fully bought into Datamaran as the core of their ESG reporting, monitoring, and strategy process. They can feel confident about refreshing this year over year very simply, and knowing that the results will be really foolproof and comprehensive. I think, like everybody, they were very tentative in the beginning, but through our collaboration and helping to shape the feature developments, they really now know that it's exactly what they need, which is a great, kind of comfort in this space, I think. Nice. Love that, Rach. Yeah. I mean, if you go on to the next bit, we do have time for another bit of audience participation. We've got another poll. So I'm gonna, again, stop sharing my screen so we can bring this oh, if I can work out where the button is. There you go. For another audience poll. Now the question we've got here for your, engagement here is how confident are you that your current process processes, processes I always get told I say that wrong, so I've said both just to be sure. But how confident are you that, your current processes are defensible? So we've got very confident, somewhat confident, not very, and not confident at all. So we'll wait a couple seconds while these start trickling in. And if anyone wants to speak to any points of anything, please do ask us in the chat, mention your experience in a bit more detail. We love as you can tell from this entire webinar, we love a customer story. We love hearing how you guys got on. Yeah. And be warned, Fabian, the poll results are not in descending order. Thank you. But well, it seems the vast majority of people are voting here are somewhat confident but still relying on manual methods. We still got a couple people saying not very confident. And on either side, we've got, a couple people very confident and not confident at all. So we've got a nice little pyramid of things. Cool. Thank you for that. What we'll do is we'll also and then I want to speak about more about how you can become more confident. We'll be more than happy to have that conversation. But what I'll do is go back to our third and final, customer story. Okay. Great. I'll reshare my screen. Thanks. There we go. And the third and final one is actually on the semiconductor sector. So this company is a global leader in technology and manufacturing. So they've always been at the forefront of innovation. And in recent years, they've been also building a very strong reputation in sustainability. However, like many organizations, they've been trying to scale up their ESG efforts. And along the way, they've hit some serious challenges. So in this example, their sustainability and risk teams were struggling again on three main fronts. Firstly, it was the regulatory environment. It was becoming way more complex with new requirements. Rachel, you've already mentioned it before, but like CSRD, it meant that they needed something that was auditable, defensible, and a methodology that supports all of that. Mhmm. Secondly, their process was incredibly manual. We've spoken about it before, those traditional methods. Double materiality assessments that they did before relied on spreadsheets and surveys, and it essentially took huge amounts of time and resources. And another problem with that was there was very little traceability of it all. And third, but not by no means least, collaboration across legal, finance, sustainability, those key business functions, in doing this whole assessment were fragmented. Each function was doing great work. It's not saying they weren't, but it just wasn't a centralized process to bring it all together. So in short, what they recognized is they couldn't keep to pace with the demands of such a high impact, highly regulated industry without a new approach. Yeah. That definitely sounds familiar to a lot of the situations that my clients were in at the time too. So surprise us, Fabian. What what was the new approach that they took? We could do an audience poll and work out if they you know what the answer's gonna be. But no. Yeah. So, obviously, they adopted Datamaran, and they were essentially enabled to address these issues. They were enabled to address these issues through automation, stakeholder engagement, a targeted strategy, and an aligned internal process. But if we're speaking more specifically on those tangible pieces, they automated the dual materiality process. They made it scalable, repeatable, and audit ready. They brought in more than 50 subject matter experts from across the business to collaboratively score and document the IROs, the impact, risks, and opportunities, and did it all in one centralized and digital platform. And through this effort, they even managed to cut down that initial list of IROs. I believe they had around 400 at the start to now 200, so halved it. And it allowed leadership to have a more sharper, more strategic focus. And perhaps most importantly within this all, they created a centralized workflow that aligned all of those different business units we've we mentioned before, sustainability, legal, finance, and turned what was a fragmented approach into one that was cohesive and evidence based. And the benefits didn't stop there. Insight started flowing into executive leadership and the board, which in turn then went to investor relations and corporate reporting, and lastly, even into the supply chain and operations team across the globe. And the results have been incredible. What they've done is they managed to reduce the time taken to do these materiality assessments by as much as 80 to 90% is what they told us. They're now much better prepared for CSRD or whatever that looks like after omnibus is done. But either way, they're they're they're prepared with a sense systemized and audit for disclosure process. And by refining those 400 IROs down to 200, they provided executives with a clear and focused road map for their priority areas. But the other part as well of this is that more than 30 stakeholders actively contribute to the process, which really helps embed ESG into that corporate strategy at a much deeper and more personable level. And lastly, they also gained industry credibility as a leader in ESG governance. And I know we were doing this earlier, Rachel, but if you let me, I'd also like to return the favor and, share you a sound bite from this purse from this CSO. Nice. Yeah. Yes, please. There you go. So, as the chief sustainability officer put it, State of Ryan has enabled us to move forward from a fragmented and manual approach to a scalable data driven CSRD strategy. The platform has not only streamlined our materiality assessments, but also strengthened collaboration across key teams. As a data driven organization, having AI powered insights enhances confidence in our CSRD related decision making. And it's not stopping there. The company continues to rely on Datamaran for those ongoing monitoring of sustainability regulations and also for aligning internal priorities across functions and for embedding ESG deeper into global operations In a sector that is both highly regulated with high levels of impact, they've managed to position themselves to stay ahead of the curve, turning what could have been a compliance challenge into a genuine competitive advantage. And it's a great example, essentially, how clarity, scalability, and data driven insights can cut through the noise and reshape ESG governance in an even the most complex industries. But if I was to summarize this in again, a few key words, this this semiconductor went from a manual, fragmented process to something that was scalable, data driven, and it so that supported their governance model. They saved time, they aligned teams, and they strengthened regulatory readiness. And most importantly, they created a governance framework that the whole business could trust and act upon. And for me, this is what I love about this story. This is essentially the power of combining AI driven insights with strong executive ownership. Yeah. That's amazing, Fabian. And and I love that sound bite as well from the CSO. We really need to get these people on our marketing team or something. Yeah. I mean, what I'm hearing from all of these stories essentially is that the alignment of the right resources and tools with the right people to take them up and who aren't afraid to adopt new processes really pays dividends, year over year. And as we saw too in that first poll, there is pressure externally from more than just regulation that is sort of elevating the demands of what's, good ESG management and governance looks like. So maybe kind of highlighting a couple of those key results from this conversation. Number one, strategic impact. Evidence uncovered new priorities, which drove new policies, KPIs, and board level action, which may not have been uncovered before. Data driven decisions, enabling insights to turn subjective one time exercise into a repeatable dynamic evidence based process. Going from reactive to proactive, infrequent manual assessments were replaced with ongoing risk and opportunity monitoring. Then, number four, cross functional alignment across legal, finance, risk, and sustainability teams, of course, can now collaborate around a single source of truth. Number five is confidence and compliance. So companies gaining an audit ready process, ensuring resilience in a fast changing regulatory landscape. And then finally, efficiency and scale. So processes that took months now take days or weeks with time savings, of up to 80 to 90%, which is really, really fantastic. Okay. I think we have one more poll before we move on to questions, which I see we have one that's come through. Anybody else, feel free to throw some in there. But let's wrap up with this last poll. Of course. So the last question we have on this poll, it should be coming up now. Which of the following results would be most valuable for your organization? And this is one where you can select multiple answers here. So the ones we have are proactive and continuous ESG monitoring, achieving major efficiency gains, data driven insights for rigor and repeatability, aligning different business units and different business functions, driving strategic impact, and lastly, but not by no means least, strengthening compliance readiness. And as we can see, the votes coming in, they are bit they're quite spread. We split. Yeah. So I'll give you the that looks quite difficult, Rachel. So I'm gonna give you the the Yeah. The task of, taking to those results. Yeah. Being proactive and having continuous ESG monitoring looks like actually, it's tied now with aligning legal, finance, and sustainability teams. So it sounds like processes are important to the audience, bringing the right people together and being able to do this in a proactive ongoing way, that isn't too resource intensive. One one, turn of phrase that I know you like to say, Fabian, is everybody's reading from the same, hymn sheets, essentially. So everybody's on the same page, and aligned in the value of the insights that they're getting. Yeah. Data driven insights, certainly. Strengthening compliance. Yeah. And, of course, driving impact. Cool. Nice. It's a a good way to end. I mean, look. We've got the q and a now. So I'm gonna quickly share my screen just so I can finish the lovely slides that our marketing team has put together. Don't want those to go to waste. Mhmm. I mean, it was just that. Yeah. I think it looks like we have two questions. First one, how did the company and I think this was about my client. How did the company make the decision on how much money to budget for this work plan to move from external to internal? What was the initial commitment in upfront expenses versus ongoing operating expenses to use this method leveraging the platform. So I think the answer is kind of in the question itself. So the difference between kind of ongoing operating expenses, and initial commitments. So looking at the ongoing cost of, I think, bringing consultants in to do this every single year rather than the more, kind of time intensive investment maybe in data brand upfront, but then you have it set up to just essentially with a couple clicks of a button, refresh it year over year. And then I don't know how much I can speak to the the cost difference between, software versus, the manpower of consultants is definitely significant, I would say. So I mean and and that was the case honestly with a lot of clients at the time. Many clients that I saw doing this for the first time were using both us and consultants together. And we kind of would say, you know, the consultants were sort of the training wheels on the bike for that first year just to feel confident that they weren't missing anything. They could learn the process themselves in consulting and collaborating with the consultants, but, eventually, they wanted to be able to take those training wheels off, which is what we've seen, in a lot of cases. Yeah. I was just about to say, just to add on that, for a lot of my clients or organizations that we're working with that are doing that year two refresh, if it was like they've taken the learnings from that year one of just and to be very fair now, omnibus, hopefully, things are easier, but we'll see how that really shakes out. But, yeah, they're taking the learnings from year one and really taking that process in house so they can really own these issues, own, what they then take to governance structures and know how things are really shaking rather than having those training wheels and relying on other people. But, yeah, really bringing it in house. Yeah. Question number two. Curious to understand the motivation of a US based company to do double materiality now. So, certainly, some US based companies, you know, really completed their first DMA already, and I think many of them, in doing that process, saw the value of it. One, they didn't want all of that time and effort to go to waste. Mhmm. Two, I think they saw, well, we've already done this, and we've already set the processes in place, and it's easier to just keep the ball rolling than stop and get out of practice. I think also, as we talked about in the beginning, sort of the best practice has been sort of set worldwide now, and some companies want to be a leader in the space no matter what sort of external pressures they're facing. So even if they're not required anymore, they're going to adhere to best practice. But, again, to not undermine the value of what this assessment can bring to a company, I know that, the obligation and the mandate to do it, was, you know, not a super pleasant thing to have to face. But the whole point of that is to have, as you said, Fabian, a process to, kind of analyze your ESG risks and impacts and opportunities at the same caliber of financial reporting, and that is incredibly valuable for an organization to actually get those insights regardless of, you know, if you're being told to do it or not. A 100%. And just on that point, like, it just is best practice. It's kind of like what good organizations do now. And if it's kind of framed in that that that framework of saying, like, we're just a business trying to identify our emerging issues that could potentially come crises and have financial impacts on us further down the line. Well, if you can identify it and mitigate it, then that's just good business practice. So, yeah, it's it's it's an exercise which we're seeing, people not just dropping and running away from. But now, despite there not being the mandate for it, really picking it up with both hands and actually integrating it in their entire, I guess, company strategy and sustainability strategy moving forwards. And as well, integrating it into those, governance structures for that board oversight, for that constant making sure that we are covering the right issues, and it being elevated to the right conversations. So even though there is no mandate, we're still seeing a lot of organizations do it just because it's just good business. Yep. Definitely. And it helps that when the really, frustrating details are being weeded out of the the mandate now so that, hopefully, the focus can be on the actual, you know, research and, insights that are gleaned from it instead of getting kinda caught in the weeds of reporting. 100%. But, look, I'm not seeing any more questions come through. So either we've done a fantastic job, Rachel, or no one understands what we're talking about. So, either way, we'll leave it there. We wanted to last this flag before we signed off, Datamaran's, community platform, Harbour. It's essentially used for in house, I guess, sustainability experts. In it, we have a networking platform which allows people to attend exclusive events. We have ask me anything sessions with experts, people market leaders within Datamaran, but also externally. And, also, there's lots of curated, policy and regulation digests that you can find in there. I know we put our quarterly policy brief in there as well, which essentially just summarizes all of the key global regulations, in a short digestible, I guess, brief, clues in the name. But, yeah, I know that just for a lot of organizations that we work with, that's quite useful for their, their their leaders. So I'm sure if anyone's getting in contact with us about Harbour. Please use the QR code. Get in contact with us about it. If you want more information about it, we're more than happy to share. I'm sure if you wanna add anything to this, Rachel. No. Yeah. I just saw Donald posted the link in the chat so you can even just go straight there and, request to join the group. Brilliant. Well, it was a pleasure, Rachel, and everyone who's joined and staying this late. We've managed to do it in record time, so forty five minutes. Hopefully, we'll give fifteen fifteen, minutes, well earned back to everyone's day. But thank you so much for the conversation, Rachel. Yeah. Likewise, Fabian. Thanks, everybody. Bye. Cheers, everyone. Bye.