Plusnet, a Sheffield-based broadband and phone provider, experienced substantial growth over a short period of time to the extent that the business was struggling to cope with the volume of sales. The lengthy registration process (14-16 pages before the site re-launch) was slowing down conversion rates. Customers were experiencing a frustrating sign-up process and taking an average of twenty five minutes to convert. The business identified an opportunity to engage with customers before they felt the need to call the contact centre, thereby deflecting the influx of calls and assisting speedier conversions.

Conduent, a company that delivers mission-critical services and solutions on behalf of businesses and governments, was looking to improve its customer service experience. The company's Human Resources and Learning Solutions division serves one-third of Fortune 100 companies across 80 countries, and it was seeking to improve both the workforce experience and operational efficiencies. Conduent wanted to provide an easy-to-use, engaging experience for its customers, and it needed a solution that could handle a high volume of interactions efficiently. The company also wanted to extend its service hours to accommodate customers who review their personal benefit information during non-work hours.

Virgin Media UK aimed to optimize digital sales assisted conversions for the business. The initial setup involved launching web-chat to support its digital operations, with 100% of journeys being human agent driven. The first bot went live on Black Friday 2018, marking a milestone for the team and the start of an accelerated innovation path. The pivot to web-messaging came in spring 2019, which led to the scaling of automation, delivering 1 in 5 sales made online. The challenge was to find the right balance between the agent’s ability to close and convert sales, customer satisfaction (CSAT), and automation.

Optio Solutions, a leading Accounts Receivables Management agency, was facing the challenge of reviewing tens of thousands of calls and hundreds of thousands of call-recording minutes every month due to its growth. Even with a dedicated team of Quality Management (QM) analysts, Optio could only sample a small percentage of calls. The existing call review and speech analytics tools proved slow and laborious, making the process inefficient.

The coronavirus pandemic led to a sudden loss of jobs for approximately 15 million Americans. This situation led to a surge in stressful discussions between Unifin's agents and borrowers, particularly concerning loss of employment and health concerns among the elderly. Unifin identified a problem where some agents failed to empathize with the borrowers' stressful situations, which was considered a Level 4 infraction. Unifin needed a quick mechanism to identify these infractions among thousands of calls each day and educate the agents to drive more empathy towards borrowers.

Before engaging with Goby, Loews utilized multiple tools that have not provided the accountability and accuracy expected. A cumbersome and time-consuming manual data entry process led to missed opportunities for certifications and benchmarking ordinances, delayed payments and penalties, and overlooked energy procurement opportunities. Loews Hotels plans to expand their geographic reach dramatically in the coming years as part of their portfolio development strategy. This rapid expansion and commitment to the environment is why Loews Hotels relies on Goby for turnkey Data management & sustainability solutions.

RPAI, a real estate investment trust (REIT) that owns and operates high-quality, strategically located open-air shopping centers, sought to enhance their ESG (Environmental, Social, Governance) disclosures. The company wanted to provide comprehensive, fair, accurate, timely, and understandable outcomes designed for regulatory agencies and other public communications. However, they faced uncertainty on how to efficiently disclose the full scope of their environmental data, including energy, water, and waste data, as well as effectively communicate their ESG accomplishments. Until this point, RPAI had been utilizing quarterly investor presentations and earnings calls as platforms to showcase their ESG efforts and had compiled data via manually tracked company utility logs. They wanted to move beyond the ISS benchmarking tool they’d been using and create a more structured reporting scope.

Chevron, a leading integrated energy company, had various remediation sites spread out across multiple suppliers throughout the United States. They had no way of determining where their environmental data was or what condition it was in. They did not truly own the data that they paid for during remediation projects. Charges were incurred each time sites were transferred between consultants, and the quality and consistency of the data was not being managed properly. They needed a single repository to manage their data, unify reporting and streamline the process of generating data tables.

San Jose Water Company (SJWC), a large water utility serving over a million people in the greater San Jose area, was in need of a more robust and comprehensive software solution for managing drinking water and general environmental compliance data. They were collecting routine and ad hoc samples from various activities and assets, and needed a solution to automate the entire process from sample planning to the preparation of regulatory reports. They also wanted robust data analysis tools to optimize their system operations and organizational performance, and integrated GIS to quickly view field and analytical data in real time.

San Jose Water Company (SJWC) is a tech-forward company that manages dozens of internal and third-party applications. However, they faced challenges in managing their compliance programs and environmental recordkeeping. The regulations required recording company activities, which were not very predictable and involved diverse records to maintain. Before this effort, records were all managed on paper and in Excel, with no validation or backup. This made it difficult to ensure data accuracy and completeness. For example, the annual report for NPDES Discharge Reporting required hand-reviewing a full year's records, verifying data accuracy, entering it all into Excel, running analysis as required by permit, and formatting data for submission to the state.

Honeywell, a Fortune 500 diversified technology and manufacturing leader, was in need of an enterprise remediation data management system. The company required a system that could protect and preserve the integrity and quality of their substantial investment in generating site remediation data, have it available for future use, and assure business partners that legacy data is of reliable quality. Their existing data resided in stand-alone consultant systems, spreadsheets and paper records that was not readily available and shared within the company.

Grain Processing Corporation (GPC), a leading U.S. manufacturer of corn-based products, was struggling with an inefficient system for tracking and reporting compliance parameters for the Clean Air Act Title V. They were using SharePoint to enter over 20 daily logs at two facilities, with several questions per log and per shift, throughout a two-shift day. Their system lacked reporting or notifications, and there was no consistency between the forms in the system. The EHS manager would spend weeks searching through information to obtain the data needed for GPC’s annual Title V certification report and other reporting needs.

The Environmental Data Flow Six Sigma improvement project was initiated in September 2009, driven by a cost-benefit analysis on data validation conducted earlier that year. The project aimed to improve LANL’s environmental data processing following receipt from the analytical laboratories. The project identified thirty-three process improvements, broken into seven subgroups. However, six of the improvements were never implemented, and two of the seven improvement subgroups did not lead to any cost savings but did lead to more accurate sample planning and increased transparency into the system.

Del Monte Foods, a large manufacturer and marketer of processed foods in the U.S., was struggling to meet its sustainability goals due to issues with data validation and manual report creation. The company was exporting data to spreadsheets to create reports, a process that was time-consuming and prone to errors. Del Monte needed a solution that would simplify reporting, ensure data quality, and make data more transparent within the company.

Corestate Capital Group, a Luxembourg-based integrated investment manager, recognized the importance of ESG (environmental, social, governance) principles in driving the future of real estate. The company predicted that the pressure to report ESG performance and meet certain standards would soon be driven not only by investors, but also by regulators in Europe. However, Corestate lacked the necessary data to start implementing and scaling its ESG efforts. The company needed a solution that would offer quick and reliable access to quality ESG data. The challenge was to find a technology that could help them understand the energy usage and carbon intensities of their assets to lay the groundwork for an actual strategy.

RXR Realty, a leading real estate owner, investor, operator, and developer, sought to make sustainability a core part of every business decision. However, their previous ESG (environmental, social, governance) solution was insufficient to keep internal and external stakeholders informed of its portfolio’s ESG performance or track progress toward any of its sustainability goals. The legacy process involved a consultant collecting data annually, with no involvement for the rest of the year. RXR needed a purpose-built ESG portal that could continuously collect and track environmental data, ensure the information was complete and accurate, and provide a comprehensive view of its buildings’ ESG performance as well as highlight areas of improvement.

Nuveen, a global real estate investment manager, was looking for ways to further optimize the performance of its properties, particularly 99 High Street in Boston, which had already undergone significant efficiency improvements. The challenge was to find a solution that could provide real-time performance monitoring and optimization without requiring a large upfront investment. The solution also needed to be able to centralize data and provide actionable insights for further improvements. The onset of the COVID-19 pandemic further emphasized the need for such a solution, as it led to an increased focus on ESG performance from both tenants and investors.

Beacon Capital Partners, a tenant-focused private real estate investment firm, was looking for ways to reduce operating costs and improve building performance. The firm had made a strong commitment to sustainability and ESG initiatives, including a public commitment to reduce energy consumption and carbon emissions by 2.5% annually over a 10-year period. However, implementing firmwide policies and initiatives was a challenge due to the decentralized nature of their operations. Additionally, the firm struggled to quickly and easily get operational recommendations into the hands of engineers, who were busy with other tasks. This often resulted in a delay in the implementation of energy efficiency measures.

WashREIT, an owner and operator of 46 properties in the Washington Metro area, has been actively pursuing strategies to optimize all aspects of manageable energy consumption, demand, and cost since 2015. They aimed to ensure that building occupants are working and living in healthy and efficient spaces. To obtain benchmarks for their energy and overall ESG data, they began reporting to ENERGY STAR and GRESB. In 2018, they set an aggressive goal to reduce energy consumption and greenhouse emissions by 20% by 2025.

Credit Suisse Asset Management sought to achieve transparency regarding its ESG (environmental, social, governance) performance throughout its real estate portfolio. The team also needed to identify the right building optimisation metrics to track and improve upon. Before adopting Measurabl, ESG data collection and recording was done manually, requiring a team of full-time employees to contact multiple internal stakeholders for information. Knowing that conversations surrounding ESG were becoming more quantitative and data-driven, and determined to stay well ahead of investor demands and EU regulations surrounding ESG performance, the sustainability team, led by Andreas Wiencke, knew that it needed a purpose-built ESG platform to continuously collect and centralise its asset-level data.

Pro-invest Group, a member of INREV and builder of Australia’s first 5-star NABERS hotel, initially lacked a dedicated ESG team. When they decided to report to GRESB for the first time, the task was handled by the Fund Manager and Group Chief Financial Officer. The process involved a detailed 90+ page survey that required an in-depth look into the ESG efforts at both the company and asset level. Despite the challenges, reporting to GRESB provided transparency that assured investors of Pro-invest’s commitment to ESG and aligned internal stakeholders with a common goal. After their second year of reporting, with dedicated sustainability resources and a full-time in-house ESG Coordinator, Pro-invest was able to more than double their score, but they knew they could do even better.

Digital Realty began in 2014 to take a more standardized and consistent approach to ESG (environmental, social, governance). While it continued to make concerted efforts in areas like energy efficiency and green building certifications, Digital Realty identified several gaps in its ESG data that would need to be filled before the company could truly scale its sustainability efforts. Before Measurabl, Digital Realty did much of its environmental data collection and analysis manually in spreadsheets. The team needed a more sophisticated way to capture ESG data from disparate sources as well as assess and improve its data coverage and quality. Digital Realty was also looking to begin reporting to benchmarks like GRESB and CDP, so its sustainability team needed a system that could store and format the data for disclosure.

Crown Realty Partners, a commercial real estate company based in Canada, was committed to being a sustainability leader in the real estate industry. However, the company faced challenges in automating the collection of utility data and streamlining ESG reporting across its portfolio. The company's first year reporting to GRESB in 2019 was time-consuming due to the lack of a central repository for all the required information. Crown Realty Partners needed a solution that could automate data collection, streamline ESG reporting, and provide metrics for investor reporting on demand.

Rubenstein Partners, a real estate owner and operator, faced challenges related to energy use, which accounts for approximately one third of a typical commercial building’s operating costs. The company's manual solutions for energy management were time-consuming and inefficient. For instance, property managers had to manually input data into ENERGY STAR’s Portfolio Manager every month. Additionally, engineers had to physically record usage on tenant meters, which was then inputted into a spreadsheet by an assistant property manager. This process was not only laborious but also failed to provide real-time insights into energy usage. The company realized the need for a more efficient and comprehensive energy management program to increase operational efficiency and investor confidence.

Alcoa, a leading producer of primary and fabricated aluminum, aimed to integrate sustainability with its business operations to enable financial success, environmental excellence, and social responsibility. The company needed to ensure full compliance with regulations, standards, and company policies across its global operations. Alcoa also sought to continuously improve its management processes to drive operational excellence. The challenge was to manage compliance with over 1,200 active permits, including 2,500 rules and 225,000 requirement citations, across 250 jurisdictions worldwide, as well as adhering to 87 Alcoa corporate standards and a host of international standards.

Anadarko Petroleum Corporation, one of the world's largest independent oil and natural gas exploration and production companies, was faced with the challenge of complying with new U.S. regulatory requirements to support Safety and Environmental Management System (SEMS). The company needed to streamline its drilling permit application process and simplify the management of change. Additionally, Anadarko was faced with the challenge of minimizing operational disruption and delays due to the replacement of experienced staff. The company was deeply affected by the tragic Deepwater Horizon events in 2010, which led to a six-month moratorium on deepwater drilling operations across the Gulf of Mexico and the mandatory adoption of SEMS by federal authorities.

Archer Daniels Midland Company (ADM) is a vast, international agribusiness with 30,000 employees working at more than 725 facilities in 160 countries. The company's growth over the years is attributable in part to the breadth and diversity of its operations. However, environmental information management was decentralized at ADM. Environmental managers developed their own work processes to meet the needs of their grain elevators, flour mills, corn processing or oilseed processing plants. Their information systems were narrowly scoped and fragmented because they had been built separately by consultants, locations, divisions and departments to comply with only the local, regional and national government regulations applied to their operations. This diverse group of corporate and operations professionals formed an Environmental Leadership Team (ELT) to promote collaboration and enable joint decision-making. In 2009, the ELT responded to proliferating regulations and demands for greater transparency from ADM’s senior management by hiring a third-party consultant to do a formal risk analysis benchmarking study of existing environmental practices and procedures.

BASF, the world’s largest chemical producer, was facing challenges in managing plant risks and safety processes. The company was using Word, Excel, or specialized desktop software to document process hazards, leading to inconsistencies in documentation across the global organization. Staff members were using different languages for classification and different methods for HAZOP assessments and data collection. This lack of consistency limited the visibility of BASF managers across facilities and hindered comparisons of issues and safeguards. Comparisons had to be done 'intellectually', by experienced staff reviewing documents that were up to 300 pages long, which was inefficient, time-consuming, and labor-intensive.

In 2010, CenterPoint Energy stepped up to address one especially critical environmental management challenge facing US energy companies – global climate change. The company’s Greenhouse Gas (GHG) Program team began implementation of an enterprise-level Environmental Management System (EMS) that is significantly enhancing their ability to maintain compliance with mandatory government regulations as well as voluntary sustainability reporting. CenterPoint Energy had previously managed its environmental reporting processes with hundreds of spreadsheets that were separately developed and maintained at its many facilities. But, to meet more rigorous information management demands imposed by a new generation of regulations, including the Environmental Protection Agency’s (EPA’s) GHG Mandatory Reporting Rule (MRR), and voluntary reporting to non-governmental organizations such as the Carbon Disclosure Project (CDP), senior managers realized that complying with these complex new requirements using spreadsheets would be inefficient and potentially risky.

Chevron, a global energy company, has been committed to managing greenhouse gases (GHGs) in its operations. With the proliferation of GHG regulations worldwide, timely and accurate emissions reporting has become essential for the company. Many new GHG protocols include cap-and-trade or carbon pricing requirements, making GHG emissions data financially significant and subject to stringent standards associated with accounting and third-party auditing. Chevron, with its 55 business units and 10,000 sites worldwide, required a standardized system for tracking and reporting GHG emissions data.