What Organisations Say After the Work Is Done
These accounts come from technology officers, sustainability managers, and finance directors who have worked with us. We have not smoothed the language or removed the reservations.
Back to HomeNotes from the Field
"Our sustainability officer and IT director had been working in parallel for two years without any shared language. The Posture Conversation gave us a document both could hold, and a set of next questions both could own. It was a more useful two weeks than either function had spent on this topic separately."
"The Green IT Programme Advisory took longer than the original estimate — about ten weeks rather than seven — because the scope of our cloud estate turned out to be considerably wider than our internal records suggested. Lestari Counsel flagged this early and adjusted the scope paper accordingly. The final document was thorough and I have already used it in a board presentation on our disclosure roadmap."
"We used the Disclosure Workshop to prepare for our first Bursa sustainability report with a technology section that our assurance provider could actually trace. The handbook they produced is sitting on four desks in my team right now. It did not tell us the answer — it gave us the method."
"What I found most useful was that the posture note arrived without an accompanying proposal for a larger engagement. It was complete on its own. We used it internally for six months before deciding to proceed with the programme advisory. That kind of integrity is not common."
"The workshop was well-structured. What we found most valuable was the session on where our data collection process had gaps — things we had been assuming were accurate turned out to rest on figures that hadn't been reviewed in three years. We left with a clear picture of what needed attention before the next reporting cycle."
"The advisory team is small, which means you actually work with the people whose judgement you are paying for. My sustainability coordinator dealt with the same two advisors throughout the whole Green IT engagement. The continuity mattered."
Two Engagements, Described in Some Detail
A Manufacturing Group Preparing Its First Technology Disclosure Section
A Selangor-based manufacturing group listed on Bursa Main Market needed to include a technology section in its sustainability report for the first time. Its IT infrastructure was distributed across three owned facilities and two co-location sites, with cloud workloads spread across two public cloud providers. The sustainability team had no visibility into energy consumption data at the workload level, and the IT team had never been asked to produce it.
Over eight weeks we worked with the IT operations team to identify available data sources — utility invoices for owned facilities, co-location energy reports, and cloud provider sustainability dashboards. We quantified the footprint where data allowed and documented the gaps candidly. The programme paper set out a sequenced plan for closing those gaps over two reporting cycles, including guidance on vendor selection criteria for the next co-location contract renewal.
The organisation completed its first technology-section disclosure with methodology documentation sufficient for limited assurance. The programme paper provided a roadmap the IT and sustainability functions could share. The vendor selection criteria were incorporated into the following year's procurement process. Within twelve months the organisation had reduced its reported scope 2 emissions from co-location by approximately 14%, in part through a contract switch guided by the advisory criteria.
"The programme paper is what we go back to every six months to check our position."
A Financial Services Firm Tightening Its Reporting Methodology
A Kuala Lumpur financial services firm had been producing sustainability disclosures for three years. Its assurance provider raised concerns ahead of the current reporting cycle: the technology sections relied on assumptions that had not been reviewed since the original disclosure, and the data-gathering process was not consistently applied across business units. The team responsible for the technology sections had high turnover and no written methodology to hand between staff changes.
The two-day workshop brought together the sustainability coordinator, two members of the IT operations team, and the finance manager responsible for the disclosure sign-off. We examined the current methodology, identified where the assumptions were outdated, and where the data collection process differed between business units. The working agreements produced during the workshop addressed each of these gaps and established a shared data-collection calendar for the reporting year ahead.
The assurance provider's next review found no outstanding methodology concerns in the technology sections. The disclosure handbook produced at the conclusion of the workshop became the reference document used by a new sustainability coordinator who joined three months later. The firm completed its reporting cycle with consistent data across all business units for the first time.
"The handbook was sitting on the desk when our new sustainability coordinator started. She read it before her first meeting with the assurance team."
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The Professional Context of Our Practice
ACCA Sustainability Assurance Practice Network
Member of the regional network of practitioners working at the intersection of financial and sustainability assurance across Southeast Asia.
GRI-Certified Sustainability Professional
All advisory work references GRI Standards where applicable. Practice team certification current as of Q1 2025.
Bursa Malaysia Reporting Standards — Active Monitoring
We track Bursa Malaysia's sustainability reporting requirements as primary source material, with regulatory currency maintained throughout each engagement.
MDEC Digital Economy Advisory Practitioner
Recognised advisory practitioner within Malaysia's digital economy ecosystem, with a focus on sustainable technology strategy for Malaysian organisations.
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