The starting point.
The customer is a listed diversified group with operations in two countries spanning sugar production, renewable energy generation and real estate development. Each business line had its own ESG approach, its own templates and its own pace of disclosure. Internal assurance reviews were spending more time reconciling between business lines than examining the underlying data.
The group wanted ESG to feel like one capability, not three parallel projects with different vocabularies.
The brief.
Bring sugar, energy and real estate onto one platform. Preserve each business line’s ownership of its data and workflow. Map every applicable framework once, so a measurement captured at a sugar mill flows into the same place as one captured at a wind farm or a building.
How we rolled out.
1. A workspace per business line.
Sugar, energy and real estate each got their own workspace with line-of-business specific templates: cane-to-mill emissions, renewable generation profiles and operational carbon for managed assets. The group office sees the consolidated view; each business line continues to own its workflows.
2. One KPI library across regimes.
Disclosure regimes vary across the jurisdictions the group operates in, with overlapping but non-identical disclosure tables. Noa’s universal KPI library maps each measurement to every framework that needs it, so the same row of data satisfies multiple obligations.
3. One assurance vault, scoped per engagement.
Internal auditors, external assurance providers and the group office read from the same evidence vault. Scopes are honoured at the role level so that a sugar audit sees only sugar evidence, while group-level review sees the consolidated picture.
What runs on Noa today.
All three business lines run their sustainability and disclosure work inside Noa. Operations teams own the data, the group office reads the rollup, and assurance reviews against an evidence vault that has been built continuously rather than scrambled together at year end.
The outcome.
Before
- Three ESG approaches with three vocabularies and three calendars
- Reconciliation between business lines eating internal-audit time
- Cross-framework disclosure built mostly by hand
- Assurance scopes negotiated through email and document drops
With Noa
- One workspace, three business lines, three sets of templates
- A single KPI library that satisfies every applicable framework once
- A shared evidence vault, scoped per engagement
- Operations and assurance working from the same source of truth
A diversified group does not need three ESG programmes. It needs one operating rail that respects how each business actually runs.
Customer details have been generalised. Outcomes described reflect deployments as scoped and may not be representative of all engagements. References to third-party products are descriptive of prior states only.