Imagine constructing a bridge that spans across a vast and wild river, connecting two banks with a unified path forward. This is how I view the journey of implementing our ESG technology platform at BDO.
Right now, we’re focused on using our ESG data management and reporting platform, IBM Envizi, to collect and organise the data we need for Scopes 1, 2 and 3 carbon reporting. Ultimately, however, the platform will be more about using the data for targeted ESG strategies.
As the ESG Technology Lead, I’ve been at the forefront of this complex yet rewarding project that involves organisational and process changes, as well as the implementation of the platform. Our goal has been to create a consistent and high-quality data set to support BDO's commitment to reaching net-zero emissions by 2050.
Here are my reflections on the process so far, the challenges faced, and a few lessons learned along the way.
The need for one ESG enterprise software platform
When we embarked on this journey, it was clear we needed a unified approach to ESG, globally, and also due to the fragmented regulatory environment across different countries. Our journey began with developing a Net-Zero Policy to provide our member firms with access to a standardised global approach and consistent methodology for their individual net-zero journeys, ensuring that each firm aligns with the global commitment we made via NZFSPA to become net-zero by 2050 or sooner.
Leadership played a crucial role in setting the tone from the top, emphasising the importance of sustainability across all member firms. Our organisation’s recently unveiled vision – Global Solutions. Driven to be the best. - underpinned by three foundational pillars, has given our programme a major boost. The ‘Focus on tomorrow’ pillar ensures we can call on our leadership’s vision when we need additional support in harnessing commitment from our firms.
One of our key decisions was to implement the IBM Envizi software suite to track and report our carbon footprint. This choice came from the platform's ability to handle the complexities of our organisation, of over 110 member firms globally.
Ensuring central funding for the platform was critical to ensure buy-in and participation across all firms, eliminating possible financial barriers that could slow us down.
Defining the scope
Defining organisational boundaries was a critical first step. We needed to determine which offices and locations were in scope for each member firm. This required significant effort to validate the organisational structure and hierarchy across the firms in our global network.
Working closely with IBM, we then defined the functional requirements for the platform. This involved determining what data to collect, how to manage and report it, as well as the level of configurability required at individual firm level.
We engaged a core group of member firms to help define the requirements and to help ensure alignment and buy-in before rolling out to all firms.
It was also important to engage our legal team for their support during the contracting process. The complexities of finalising a contract of this magnitude should not be underestimated and I recommend you engage this team early in the process as it is a critical deliverable in the implementation process.
Ensuring data quality and standardisation across diverse firms was another significant challenge. Each firm has its own way of operating, and aligning these practices required extensive coordination, collaboration and communication.
Go live plans
As with many technology implementation projects, curve balls are always thrown and often when you least expect them. We’ve had to be extremely agile and flexible in our approach, as the complex nature of the data, the fact that this is a relatively new space and the structure of the BDO organisation meant a new challenge almost weekly for several weeks. The lesson here is to build plenty of time into your project plan for elements that might arise and which would derail timeous delivery.
Reflecting on the journey: lessons and insights
Looking ahead to 2025, our vision is to further optimise our data collection processes and enhance our reporting capabilities through the implementation of additional modules in the Envizi platform. We are looking to roll out modules covering supply chain emissions management, ESG reporting and target tracking. Envizi will support broader ESG data management and industry-specific reporting, positioning BDO at the forefront of ESG compliance and strategy. Key is to move from data collection to strategic data management.
Reflecting on our ESG technology journey so far, the importance of adaptability while striving for continuous improvement in collecting and managing ESG data cannot be over-emphasised. The path to a robust ESG data management and reporting platform is full of challenges. However, moving forward, we are committed to making the technology work for us to achieve our net-zero ambition.
Right now, we’re focused on using our ESG data management and reporting platform, IBM Envizi, to collect and organise the data we need for Scopes 1, 2 and 3 carbon reporting. Ultimately, however, the platform will be more about using the data for targeted ESG strategies.
As the ESG Technology Lead, I’ve been at the forefront of this complex yet rewarding project that involves organisational and process changes, as well as the implementation of the platform. Our goal has been to create a consistent and high-quality data set to support BDO's commitment to reaching net-zero emissions by 2050.
Here are my reflections on the process so far, the challenges faced, and a few lessons learned along the way.
The need for one ESG enterprise software platform
When we embarked on this journey, it was clear we needed a unified approach to ESG, globally, and also due to the fragmented regulatory environment across different countries. Our journey began with developing a Net-Zero Policy to provide our member firms with access to a standardised global approach and consistent methodology for their individual net-zero journeys, ensuring that each firm aligns with the global commitment we made via NZFSPA to become net-zero by 2050 or sooner.
Leadership played a crucial role in setting the tone from the top, emphasising the importance of sustainability across all member firms. Our organisation’s recently unveiled vision – Global Solutions. Driven to be the best. - underpinned by three foundational pillars, has given our programme a major boost. The ‘Focus on tomorrow’ pillar ensures we can call on our leadership’s vision when we need additional support in harnessing commitment from our firms.
One of our key decisions was to implement the IBM Envizi software suite to track and report our carbon footprint. This choice came from the platform's ability to handle the complexities of our organisation, of over 110 member firms globally.
Ensuring central funding for the platform was critical to ensure buy-in and participation across all firms, eliminating possible financial barriers that could slow us down.
Defining the scope
Defining organisational boundaries was a critical first step. We needed to determine which offices and locations were in scope for each member firm. This required significant effort to validate the organisational structure and hierarchy across the firms in our global network.
Working closely with IBM, we then defined the functional requirements for the platform. This involved determining what data to collect, how to manage and report it, as well as the level of configurability required at individual firm level.
We engaged a core group of member firms to help define the requirements and to help ensure alignment and buy-in before rolling out to all firms.
It was also important to engage our legal team for their support during the contracting process. The complexities of finalising a contract of this magnitude should not be underestimated and I recommend you engage this team early in the process as it is a critical deliverable in the implementation process.
Ensuring data quality and standardisation across diverse firms was another significant challenge. Each firm has its own way of operating, and aligning these practices required extensive coordination, collaboration and communication.
Go live plans
As with many technology implementation projects, curve balls are always thrown and often when you least expect them. We’ve had to be extremely agile and flexible in our approach, as the complex nature of the data, the fact that this is a relatively new space and the structure of the BDO organisation meant a new challenge almost weekly for several weeks. The lesson here is to build plenty of time into your project plan for elements that might arise and which would derail timeous delivery.
Reflecting on the journey: lessons and insights
Looking ahead to 2025, our vision is to further optimise our data collection processes and enhance our reporting capabilities through the implementation of additional modules in the Envizi platform. We are looking to roll out modules covering supply chain emissions management, ESG reporting and target tracking. Envizi will support broader ESG data management and industry-specific reporting, positioning BDO at the forefront of ESG compliance and strategy. Key is to move from data collection to strategic data management.
Reflecting on our ESG technology journey so far, the importance of adaptability while striving for continuous improvement in collecting and managing ESG data cannot be over-emphasised. The path to a robust ESG data management and reporting platform is full of challenges. However, moving forward, we are committed to making the technology work for us to achieve our net-zero ambition.
