Name: Climate Week NYC Debrief: SAP’s Stephen Jamieson Key Takeaways
Uploaded: 2025-10-14T16:16:03.462Z
Duration: 45 min 56 s
Description: Climate Week NYC Debrief: SAP’s Stephen Jamieson Key Takeaways

Transcript for "Climate Week NYC Debrief: SAP’s Stephen Jamieson Key Takeaways": Hello, everyone, and welcome to this webinar in partnership with SAP. My name is Charlie King, and I am the senior editor for Sustainability Magazine. Today's session is called Climate Week NYC Debrief, SAP Stephen Jamieson's Key Takeaways. Now New York Climate Week really is one of the highlights of the global sustainability conversation. With around a thousand events, this year was the biggest yet. But after a busy week of conversations, decisions, and partnerships, and not forgetting about sustainability live, of course, what did we learn this year? Over the next forty minutes or so, we are gonna try and cover off the most pressing climate and sustainability themes from Climate Week, why they matter for leaders today, and most importantly in my opinion, the steps to turn those conversations into real world impact. So we've got a lot to do and not too much time to do it in. Joining me today to unpick all of this and focus on the key takeaways you need is Stephen Jamieson, head of product marketing for sustainability at SAP. Stephen, thank you so much for joining me. Hi there, Charlie. Great to, great to be here. Can you start off just by setting the scene for us a little bit, introducing yourself and a little bit about your role at SAP, please? Yeah. So, I lead product marketing for sustainability, which essentially means that I sit between our product organization and our field organization and help contextualize the changing nature of the sustainability world and what that means for our customers and how as a global ERP solution provider, we need to be considering the solutions that ultimately help, you know, businesses deliver upon, the challenges and opportunities that that sustainability brings to their business. And, and then once we've built those products, I help to make sure that those are brought into the market and to have them, you have them available to use and and, and and support the success of your business. So, that's my role. Perfect. So a brilliant position to discuss all things Climate Week NYC. Just a reminder to our audience, thank you for joining us. We are live, so you can say hello in the chat bar on the right hand side of your screen, and there is a q and a box that you can add your questions to as well. So let's dive straight in. We're chatting a few weeks after Climate Week NYC twenty twenty five. How did you find this year's event? I I always find it such an invigorating, event. You know, it's always, you think the context, it's quite a challenging environment, right, for for sustainability. But there's always such an excitement and enthusiasm coming through, you know, with how we solve these, you know, incredible sustainability challenges both of of the day, of tomorrow, and this sort of passion of progress just really comes through. I feel what we what we where we are now is we've we've entered this, what I've described as the era of proof. You know, prove through the the the performance, that this our sustainability initiative is really linked to, you know, business outcomes at the end of the day, and then showing that, you know, we're also able to do that in a way that helps business to improve the speed of operation in terms of their efficiency, at the same time as improving, you know, qualities around traceability and the sort of due diligence that businesses need, in order to, really take care of the of the environment around them. But I want to start by saying a big thank you, for the incredible programming that Sustainability Live brought to us at, at Climate Week. It was a a job well done. Well, thank you very much. I think, obviously, at Sustainability Live and at other events throughout the week, I had the absolute fortune of chatting to a lot of sustainability leaders. And one thing that I think we all agreed on is the rules of the game have changed. Sustainability can't be a side initiative anymore. It's it's this strategic imperative. It's driving growth, resilience, but also competitive advantage. What about you? What are your biggest takeaways from this year's Climate Week? Yeah. Well, I think number one for me really is the, is to say that, you know, resilience is is really a growth driver. And that really came came through for me this year. Not not just a a sort of the way it's traditionally being seen as a sort of safeguard of operations, but really helping businesses to to not differentiate and, forge their own, you know, success. And, you know, that that sort of threat of disruption, whether we're talking economical, regulatory, ecological, you know, it's it's very much a a constant in business today. And, reality, supply chain leaders aren't just judged on on their their reactions anymore, but but also just how ready and prepared they are. And and so, you know, it's it's these qualities which, really sort of underpin how we can, consider resilience as a as a as a driver of growth, and not just as a, a safeguarding measure. So you mentioned supply chain leaders there, but why does this sort of theme matter? Why does this matter to the wider c suite? I mean, look, the reality is that private shocks have gone way beyond the theoretical, right, to to being real and present events that businesses are dealing with, on a on a on a frequent basis. You know, look at the the floods in Spain last year, the impact they had on the automotive industry. Look at, you know, the of various hurricanes that hit North America and the the disruptive shocks of of of that. You know, they're they're just they were talking about disruptions to logistics, you know, cost inflation, the impact that has on margins, you know, shrinking rivers and the impacts on on shipments, the impact then on supply chain vulnerabilities. You know, all of these things ultimately show up, you know, in your financial statements. Which can't be ignored. And what does that mean in terms of action? What can be done about it? What are these sort of more resilient businesses doing? I mean, really really really, it's about sort of building this sort of real time visibility across supply chains and across networks. Right? So, yeah, it's tools that that don't just track the materials themselves or or products through a supply chain, but are also able to track commissions, understand the sort of threat of disruptions, and how how resources are utilized, in that in that, you know, in in the supply chain context, really to help sort of identify where weak points might be, ability to put them down to take preemptive action. But, look, this isn't about, you know, thinking of resilience as a way to, you know, and, like, at least be lucky, for example. It's about this is about preparation at the end of the day. And that now we're talking about how we utilize AI to see risk sooner, you know, how we can use AI to act faster, and ultimately optimize business in a way that isn't just optimizing the bottom line, but is optimizing the bottom line in the context of sustainability outcomes. And so how we're using, you know, predictive analytics in order to be able to anticipate shortages and and price swings, potential regulatory changes, and and then utilizing these tools to then support, you know, the actions that we take. But, ultimately, you know, this is about connecting those initiatives to the core metrics that run the business and the key business outcomes. So, you know, moving beyond sort of simple loss prevention and, you know, tracking outcomes like the rising insurance cost or the sort of reducing of insurance costs, the agility gains that we can we can embed in terms of how we can pivot to new new lines of business, and how we can ultimately increase customer trust. There's a lot being asked for these tools now, but it is really exciting to see how that technology is growing, and it's being able to support and, and protect a lot of different sectors and and teams within businesses as well. I'm gonna put you on the spot a little bit already. I'm afraid if that's okay, Stephen. Can you give me an actual tangible real world example? Yeah. I can. I mean, so take Nestle. You know, world's biggest food producer. Right? You know, great customer of ours. And, they they they took on board our sort of real time supply chain capabilities, a number of years ago now. They're really looking across their, like, global business across, you know, a 100 plus markets, and and and utilizing that to really give that kind of, live sense on their business. And, and, actually, you know, key for them was when when COVID hit. You know, they they they had to, suddenly manage the impact of port closures and and pivot supply chain, accordingly. And so that responsiveness was really critical in terms of being enabling them to be able to navigate through that challenge. And so for them, it wasn't about how they dealt with this defensively. It was about adapting their supply chain, and and enabling them to continue to be a competitive operator in the market, you know, as as they as they manage through the challenges of COVID in that in that case. A quick reminder to our audience here. There are three useful features in our webinar platform. So we've already discussed the chat function, which it looks like you're using. Hello to everyone who's saying hello in the chat. You've also got the q and a box that comes directly through to me, and I will be taking some questions to Stephen at the end. And there's also a resource section, called docs, and that is the resource links that SAP has supplied. So would recommend a dive through those as well. So, Stephen, trend one, resilience is now a growth driver. That's about it. Is that right? Yeah? Exactly. Yeah. As a as a summary of a massive point, but, what what other what other trends what other trends did you see in New York? I I think the the second one is I I describe it as a sort of a convergence of finance and supply chain. I I this is so so I said this is being framed for for a few years now from, the way that some of the regulations are evolving and the the sort of expectation of CSRD, for example, for the CFO to be playing a more direct role in terms of the kind of sustainability governance of the organization. But, you know, what this what we're really seeing is is this reality that what what is happening in in operations is is ultimately showing up in finance, and it's showing up in the context of, you know, financial impact. And and so smart finance functions are starting to get to grips with the sustainability data as a as a predictor, as a way to see, you know, what, impact may, may may eventuate in in the function of finance. And so moving it from being a kind of reporting checkbox to being something that's a kind of proactive part of how, finance is is governed. And, you know, at the end of the day, if you can't measure it at a at a sustainability at a product level, chances are you're flying blind. Right? We're seeing we're seeing CFOs and and chief supply chain officers and chief operating officers working together, because at the end of the day, the performance of the supply chain and and the impacts that eventually in the supply chain directly affect cost base, affects the risk profile of the organization, and it affects, you know, your it ultimately affects your access to capital. Mhmm. So, yeah, I think it's it's it's that finance and supply chain convergence, I would say, is is trend too. So is this is this point a message, a call to action to to the CFOs out there? Yeah. I I think so. And I don't I don't think CFOs are necessarily sort of surprised by this. You know, I think we want the we want the, the end of the day, we want the COO and the CSCO and the CFO and, and and and obviously the chief sustainability officer to start treating sustainability data like financial data at the end of the day. You know? And and that that means data needs to be, you know, not just reportable. Anyone can do reportable data. It has to be auditable. It has to stand the test of of audits, not just today, but but over time. It has to be operational. Right? It has to have relevance in terms of how businesses take decisions on a day to day basis, which means that that data needs to be actionable as well. So being able to bring these elements together with the kind of governance of finances where, you know, true leaders, will be differentiating in in future. And what does that look like in practice? Obviously, treating it like financial data, but but what does that look like in a sort of day to day and and practical element? Yeah. So, you know, talking here about integrating, you know, operational sustainability and financial data, you know, some activity data or sustainability data, financial data to to better understand the full picture of business and its operations, its impact, and its opportunities. And, you know, you can start by integrating emissions data, right, into into core financial, transactions, you know, really giving that sense of granularity and and trust that we typically have associated financial transactions and, providing, you know, your your carbon data, for example, with that same umbrella. And, and moving away from simply reporting based on estimates that are hard to sort of retrace through, through time, but really relying on the actuals, of, of of of, you know, the missions data, you know, at at that point in time in the context of an individual transaction. And if we get that right, it really unlocks the collaboration that we can have across the full c suite. You know, show how emissions, for example, impact margins and understand the relationship between emissions and and risk, understand the the impact on how we can access capital markets. You know, we know that companies with real decarbonization plans are accessing, you know, I think the latest status over 1,600,000,000,000.0 in sustainable finance, you know, are available at lower rates if you can demonstrate more credible decarbonization plans. So there's genuine business case and opportunity to to demonstrate progress there. It's certainly not to be, not to be ignored, is it? And it's great because it we're seeing these trends, I feel, really connect to each other. Right? That that financial data that really links back to resilience as a growth driver, sort of that first point. Yeah. Exactly that. It really is about, using how we use our financial data to both, you know, support the operation of the business and then link that to, you know, how we, enable the business to to to differentiate and be successful and be resilient. So you've already mentioned it, and I feel like I the the words came up in pretty much every conversation that I have at the moment, AI. Did you see any trends around that? The sort of maybe pros, cons? How could my first trend not be AI, you asked? It's quite refreshing, honestly. May maybe it should be. But I I think, you know, AI is is a multifaceted trend. Right? To to describe it as one trend is is is probably missing the point. You know, I I think one of the things that's most central to sustainability is is the the the reality that AI is is simultaneously the biggest opportunity and the biggest threat, that that sustainability faces. And we we really are a kind of fork in the roads here in terms of, you know, our ability as a kind of, let's say, business society to really navigate that opportunity and that threat. And, look. Let's just be realistic for a second. Like, the the the world of of of AI and technology is moving really fast. You know, something like 15% of IT budgets are going on AI at the moment, and AI programs. And it won't maybe surprise listeners to know that that doesn't always include sustainability, you know, in in those conversations. And and as business is beginning to move into this, you know, agentic space where c level leaders are empowering new business units through the use of agents, it's it's it becomes fundamental that that we've got sustainability in the room. Right? If if AI if AI is sort of left to its own devices and we're we're we're sort of building our our the agents of the future based on the kind of classic growth drivers of business and the classic metrics of business. At the end end of the day, AI will only optimize what it sees. And, and if it doesn't see the sustainability context at the right level of granularity, it's just gonna ignore it, and it's gonna optimize business based on speed and cost at the end of the day. So the it's so fundamental that, let's say, sustainability professionals collectively, we're making sure that sustainability is in the room and doing it at the level of granularity and specificity that AI can can actually utilize and act on. And if we can do that, the opportunities are extraordinary because we're actually able to start scaling the the the the the promise that good quality sustainability data can bring to business. And then there's a, you know, a number of other areas in terms of how we can then start to think about how we're using AI kind of for the better, in terms of just supporting the almost lowering the cost of entry of sustainability. Right? So making it more efficient, and making it more, usable. So, you know, being able to anticipate risks before they escalate into, into larger problems or how we can orchestrate, insights around, new new new sort of sustainability challenges into core business processes and support design decisions, for example. And so it's really about how we can use AI to see with sooner, how we can add faster, optimize decisions. And, and this isn't something that needs to kinda wait for the next big transformation. These are things we can be doing now. Right? That they that that that they sit within the applications that we deliver today. We they can be kind of leveraged from from from here. And, and and so it doesn't need some grand separate road map before we can really start to take on board these these opportunities. But it does require us to kinda get that sustainability data component right at the beginning, and make sure making sure it's got the granularity and trust and and auditability to be able to really be a stakeholder in that AI decision making. So, yeah, those are some of the things that I would say are, are are are sort of, top of mind when I think of AI as a trend, in this context. It's really interesting, isn't it? I was having a conversation at last year's Climate Week actually about sort of what really the role of a chief sustainability officer is. And the response I got wasn't necessarily what I expected because it was the word influencer, which I don't usually, massively connect to sustainability. But, actually, I think that is that is correct, and you have to influence those decisions and be in in those rooms. But I think it's it's that extension from being in the rooms where the decisions are being made, but also being in the rooms where those processes are developed and being, like you say, at that sort of granular entry level of these technologies that are going to shape the future of business. I mean, we're already seeing it. Right? Yeah. Exactly. And and and it's not you know, we gotta connect the decisions, right, across different lines of business, across different departments. You know, sustainability is this, sometimes, you know, think of the term, you know, spider in a web almost. That sounds negative. It's not negative. It's, you know, the person that's able to kinda join the dots, and connect those Like an octopus. Yeah. Exactly. Like an octopus. Friendly octopus. Yes. Yes. So yes. Incredible. And let's bring this back now to another example. If you've got a customer example or anything that you can share? Yeah. That's plenty, actually. I mean, one that's what springs to mind is, customer's Mata form pack. So they're they're one of those sort of you know, it it almost come it almost comes to use every day, but you don't necessarily realize it. They they make this sort of the the the inserts that go into, in in car seats. So you almost certainly utilize their products on an almost daily basis. And and they've managed to utilize, our our business AI capabilities alongside our sustainability insights through our carbon management capabilities to help reduce so their transport related emissions by 52%. Another example of a a sort of partner and customer of ours, NSG Global. They're utilizing our AI tools to to spot greenwashing, before it it damages, you know, credibility. So, yeah, a couple of nice examples there. Incredible. I just wanna say hello again to our audience. Thank you so much to everyone who is joining us. I haven't seen many questions coming yet, so do feel free to send those over if you can. But I am absolutely loving how global our audience is today. So I've seen we've got people joining from The UK. I think that's New York City. We've got Barcelona, Toronto, a little more UK. We've got some Switzerland, a couple from Ohio, Texas. So thank you so much everyone who is joining. And if you are joining from anywhere interesting, please do feel free to, to pop a hi in the chat. I'm trying to summarize what you said, Stephen, because I feel like we've covered so much, and there is so much to cover from the week. I'm gonna try and and then you can let me know if I've if I've got this or not. So your sort of three main takeaways, we've got resilience as a growth driver, the convergence of, supply chain and finance, and then AI as an accelerator for smarter and more sustainable operations. Have I is that about right? Yeah. I think I pretty much nailed it. Yeah. Yes. Amazing. So, yeah, for anyone who wants to dive a little bit more into obviously, Stephen given us some incredible examples. But if anyone wants to dive a little bit more into SAP's work, the docs channel is there and the resources are available. We are now gonna take a couple of questions from the audience. So please feel free to put questions into that q and a box, if you have anything you want to ask Stephen. I'm gonna dive straight in and and steal this one. So I am always blown away by just quite how busy, New York Climate Week is. There are so many events going on. What was it? It was around a thousand this year, which is absolutely mind boggling to fit in that one city in that one week. How do you go into events like that? Because, obviously, we have London Climate Week, and, obviously, we've got COP coming up as well. How do you go into events like that and cut through the noise and get value and distill the important information from such a large amount of conversation, and information going around? Yeah. Well, I've I've kind of developed this, skill with, a lot of trial and error over time. You know, I I think I certainly had a fair share of of these events where, you come away sort of more confused than you arrived. And and and I think the for me, there's, you know, there's no magic answer, but, you know, for me, I tend to make sure I go in first of all, go with a an intention and a purpose. Right? Is it, you know, is there a key, hypothesis I want to test or a a key theory I wanna make sure I I I I validate. And often we're looking at, you know, how we're shaping our innovation agenda. And so there's typically a number of questions that we're trying to get to the the nitty gritty on maybe around AI, and and how that's developing. And and so it's it's kinda having that that kind of focus from the beginning. I think, honestly, I find that often the kind of the the program as such, it provides a useful structure, right, and framework. But I if I think back to the events where I've had the biggest moments, they generally come from the sidelines. Right? They generally come from the people you're talking to around and about the main sessions. So, not to take away any of the value from the sessions themselves because they they they are what they are, but it's don't be, do do do be inquisitive around around the around the edges and make sure that you're really listening to the people that that are also there because there's just so much breadth and depth that you can can tap into. And, certainly, when, you know, when when my team are out and going to these events as well, I'm I'm encouraging to do exactly the same, because that's where the the real rubber hits the road, so to speak, in terms of, how how people are really thinking about the agenda. Did you go into this year's event with any particular questions, or what were you trying to focus on or explore? Because I feel like we've had a very big year in terms of technology, reporting, partnerships, that sort of thing. Did you have any any focus in particular? Yeah. I mean, I think we we've been, kind of observing this this era shift, right, from what I described as kind of the era of promises, to the to this era of proof. And, I I and I think what's been interesting from from our point of view is to is to really sort of test that that that that sort of understanding and see how how a the AI agenda is is driving that driving that shift. Right? Because what what what's happening is is the the the the the AI is sort of it's it's either a force that you you harness or it's a it's a force that's gonna run at you and punch you in the face. Right? And and so if if if we're not being incredibly intentional and deliberate in sustainability about how we, about how how we harness that power that AI brings, you know, it's gonna be it's it's gonna be a real challenge. And what it is doing is it's massively lowering the, the kind of the barrier of quality data, and it's enabling much greater insight and much greater specificity in terms of, you know, the accuracy and auditability and granularity of data that is going along alongside business transactions. So cut long so short, that whole topic of how AI is influencing that data agenda is, like, super top of mind, and really kinda where our our focus is at the moment in terms of we're trying to get to the the the the essence of how businesses sort of, interacting around that agenda. I feel like that links really nicely back to I know you've obviously mentioned AI and stuff, but, actually, your your finance and supply chain convergence point. Right? Are you seeing that those other, leaders in the in companies and and other sort of, sectors that are using sustainability data more? Yes. I mean, I think it's, you know, you you sort of you you sometimes you can read the headlines. Right? And you can think, well, this this region or that region is is changing the the focus, and and and, you know, maybe that means there's a sort of change in agenda. But, actually, what you see beneath the surface is the momentum is so fast, and and and there's so much, you know, there is so much momentum that, you know, the expectation that stakeholders have on businesses being able to, be more fluent in terms of the, carbon impact of financial decisions, for example. You know, that's gone from being a a sort of a a niche business competency, you know, only a few years ago to being, you know, really central, to how, you know, business functions are operating, particularly in global businesses that are operate operating globally. So, you know, I I think what we're seeing is that kind of data literacy has really moved from the edges to the mainstream in in recent in recent years, and and that's a trend of momentum that we only see continuing with with the sort of progress that AI brings to the table. Yeah. We've got a question from, David who is asking if, you're working with or you know of any cities doing this kind of work. Yeah. So, absolutely. You know, there are, a number of of cities that are actually reminded of when when attended COP twenty six a few years ago. So it's an ancient memory now as part of a joint joined, slightly accidentally, King Charles is or Prince Charles as it was then, his his city gathering, which was him and Sadiq Khan, the London mayor. And they pulled together 52 cities from around the world, driving the the sustainability agenda. And, actually, in the room then, you just saw this amazing momentum that was happening at city level, you know, really, getting into the nitty gritty of of how do we both decarbonize cities, but also how to do the circular cities, and how to get control of the waste agenda. So, yeah, I couldn't name all 52 off the top of my head, but it was an impressive, set of momentum. And, actually, a a very strong, group of of US based cities, that were really leading the way there. So, you know, I thought that was really encouraging. I find it so interesting when it comes to cities that you have so many different challenges that are presented as well as, obviously, your your built, built environment, your infrastructure working with different things. And it's great to sort of see and hear different conversations happening about how even though you might be on a different side of a world from a city, you have a sort of shared solution. Yeah. Amazing. Am I right in thinking it was COP twenty six that was Glasgow, wasn't it? Exactly. Yeah. The COVID COP. The COVID COP. I feel like, actually, COP thirty was definitely a hot topic in, in New York this year, but, we've got another question in the chat that I'm gonna go to instead. So, Burn is asking I'm gonna read out the whole thing, but I I think I've distilled a sort of main question. How to grow the sustainability software landscape between the physical elements, chemical, hazardous products managed in EHS, RDP, etcetera for PFAS and PPWR. And then the corporate reporting on company level. Data and users need to be collect connected and aligned. So incredible, specificity there, but I think this sort of over overarching question that I would take from that is, how do you connect and how does SAP support connecting data and its users? Yeah. That's an incredibly, good and specific question. So thank you. So I I think there's a there's a sort of a sort of a simple high level answer, which might maybe resonate for the wider audience and then maybe a slightly more specific double click. So the high level answer is that the way we we think about implementation and how to do this, we we think of this on three levels. Right? We think of it in terms of the applications and processes. We think of it in terms of the data, and we think of it in terms of the, you know, the AI landscape. And, you know, what we're ensuring we're doing whenever we're helping our customers deliver upon one of these business cases is ensuring that we're not just sort of implementing one element within that app data AI space, we make sure that we're bringing those three elements together simultaneously. And that's really important because if you're, you know, implementing, you know, a solution for PPWR, for example, you don't just wanna make sure that you're embedding the right calculation and process capabilities. You want to make sure that you are, landing with the right data elements that are aligned to your CSRD reporting alongside your sort of ESRS definitions and also maybe your ISSB definitions as as time goes on. So, unfortunately, we're taking care of the the plumbing behind the scenes, and allowing our customers to be able to simply focus on the sort of the the implementation of those calculations and and and capabilities into the front end of the business. And that tends to be on a sort of stakeholder by stakeholder basis. Obviously, the people that are managing, you know, the the workplace safety topics, for example, are probably a separate group of stakeholders to those that are managing, obligations to CSRD or maybe different again to those managing their obligations for PPWR. But with that common platform and that common thread of of consistent standardized processes, one sustainability data model, and, and and and plugging into that agentic framework so that as those agents come online, they're able to be able to take advantage of that sort of preparation that's being put in place, you know, under the surface. Again, coming back to this this really interesting point of having these different stakeholders and these different voices at that development stage. Right? Exactly. And and this is the the real trick to the whole thing, right, is that in everything that we're doing in the sustainability landscape, it really just mirrors real life. You know? Every action has a an implication on another part of the business, and and what we have a responsibility and obligation to do, you You know, certainly, SAP and working with our customers is to make sure that to the best extent possible, we're able to model that real life scenarios as expressed through the function of supply chain, as expressed through the function of finance, expressed through the function of, you know, human capital management that we're able to then, you know, take a kind of a consistent approach to data, consistent approach to AI so that, you know, businesses can operate with the confidence that they're both being sustainable, but also doing it in a way that's auditable, and, you know, defensible to to the wider capital markets. So I feel like this is a I've been a really interesting conversation in the fact that we've spoken a lot about quite a lot of these different functions in companies. How sometimes if you're in these in these sections, in these events like sustainability, live, like climate, we you get a lot of sustainability leaders there, which is incredible, and there is a lot of of growth and understanding to learn from that. How can you then take that away and use it to secure buy in from other teams, from other leadership, and make sure that you are being that, that influencer throughout the other other, functions in the business? Yeah. I mean, I I you know, I'm not gonna pretend. It's not it's not necessarily easy. Right? And I think we all see day to day, how challenging it can be to put sustainability into the context of business. But there are, you know, you know, in every stakeholder, in the business, there there there is generally one truth that they will, they will they will gravitate to. You know, whether that's safety, whether that's, you know, resilience, whether that's growth. You know, there will be one truth that that is most important to them. And, you know, it's about how we express this sort of sheer complexity and myriad of sustainability challenges into in into it translate it into that truth. And that's where we put so much of our energies in in how to do that translation partly to help the business community to to scale. But, you know, that's always a partnership as well. So we're always open to to feedback in in how to better do that. So sustainability leaders need to be almost multilingual and learn to translate what we know and discuss into the language of of other functions. Is that about right? Yeah. Exactly that. It's, it's about sort of, multilingual cross translatability across these multiple lines of business and and help everybody sort of translate in a way that allows sort of all boats to rise in business so that, you know, organizations ultimately become, better versions of themselves that are better able to adapt to risks, that are better able to take on board new opportunity, and ultimately, you know, are sustainable in the long term. Well, as we've seen, resilience is a growth driver. Yeah. We've got a question coming from HEICO. Do you feel SAP customers are ready for a green ledger? A lot of the ESG work seems to still be MSXL based. For example, there seems to be quite a disconnect between ESG and IT. Yeah. Look. I think we we very deliberately set out with Green Ledger to put in the market a position of of leadership in something that we believe was fundamental and necessary, particularly as the AI revolution, you know, really starts to to take off. And we are we are so in the foothills of of this topic at the moment. It's so hard to overstate that. But the the forcing function that will have on the granularity and specificity of data, will will will will make make sure that this sort of preparation that we're going through at the moment to, you know, understand product level footprint to move away from, estimates and into more actuals based information to be able to better connect to our supply chains. All of that preparation will will ultimately land in in better disclosure, better insight, better information. And and as as we get to that point, the the green ledger is there and ready to be, you know, fully embraced and adopted by business that are just simply looking to simplify, provide the granularity as necessary, and provide the auditability that is going to come along with it. You know? And and and, you know, that's a topic that's maturing all the time. But as we as we evolve, as a business community, there's only one certainty, and that is that that kind of specificity and measurement and evidence is only ever going to increase. And businesses that are able to embrace that now are gonna differentiate, and they're gonna lead. We've covered what's just happened. We've covered New York Climate Week and and those sort of trends that you saw. Have you got any predictions for upcoming, events and conversations over the next year or so? Obviously, we're all thinking coming up to COP thirty in Brazil next month, and then we'll we'll hit, obviously, a a plethora of other events. What conversations do you see happening, and what focuses do you see sustainability leaders taking? I I I just think I I think this this, you know, we're in a cycle at the moment. Right? And we're not we're not through it yet. And and and in that cycle, the the burden of of evidence is is only going to increase. And and we've gotta see that as an opportunity, as a as a kind of stakeholder community at large. It's an opportunity for us to raise up the level in which and the net nature of the dialogue we're having, it's an opportunity to really prove the case, and it's an opportunity to ultimately support policy. You know, that's that's ultimately where where these sort of two worlds converge as we think about COP thirty. And, you know, I've been, personally involved in in in the what was quite challenging plastic treaty negotiations in various parts of the world. And my take on that is one of the reasons why that became so hard was just the sheer lack of data on on on the problem. And it was too easy to unpick the agenda, by by, you know, different stakeholders of actions. And so, you know, I think we now have this golden golden era of opportunity that AI is bringing to the table to really ramp up the specificity and detail and evidence that we can bring to the sustainability agenda, and that's only gonna be a good thing. Incredible. So we have, unfortunately we are coming to the end of our time, but have you got any sort of final words to leave our audience with? Oh, I don't feel like I've said them all. But, let me just thank you for listening and and, really keen to consider the dialogue. So, if you can find it on LinkedIn, I'm happy to have continued conversation if, if that makes sense to you. So, yeah, thank you all. Absolutely incredible. Thank you so so much for joining me, Stephen. And as a reminder, that docs channel is there if anyone wants to access the SAP sustainability web page or to request a demo or meeting. I'm so sorry that is all we have time for. But, Stephen, thank you so much for joining me. I look forward to catching up more about the upcoming events, and, I feel like we need to have a big more another chat about the global plastics treaty already. Thank you so much to our audience for joining us, from all around the world for your incredible questions. As a reminder, the recording of this webinar will be available shortly, so you can go back and watch it again. But for now, it is goodbye from me. Thank you for joining us.