DATAMARAN
“ From the start, we broke sustainability down into business risks and opportunities, and created a single source of truth internally,” Marjella says.
This enables sustainability, risk, legal and other functions to work from the same taxonomy and evidence base. Crucially, not all issues are created equal for every company. Datamaran uses a client’ s footprint – sectors, geographies, upstream and downstream relationships – to pinpoint which topics are most likely to be material.“ We help companies understand what is most applicable to them and then track those issues by country or sector over time.” she explains.
The result is a topic‐level view grounded in core business concepts. Marjella insists this framing is essential to overcome confusion and resistance.“ We talk about risk and opportunity rather than‘ sustainability’ – that’ s the language business leaders understand,” she says.
From one‐off assessments to continuous ESG governance Historically, many boards approached ESG as an annual exercise. They might receive a high‐level presentation on megatrends, perhaps from a consultancy, then move on to business as usual.“ Proper ESG governance means ongoing monitoring, not a yearly workshop you tick off and forget,” Marjella says.
56 April 2026