For corporate teams
A new rule doesn't just create filing work. It moves demand — some of your product lines get bigger, some get smaller — and that is the part that decides where next year's capital goes.
Who this lands on
The CFO
You are allocating against half a picture.
Sustainability reaches you as a cost line and a filing obligation. What it does to demand — which of your lines regulation and reputation grow, which they hollow out — arrives late, if at all. That is the half that moves revenue, and it is the half we price.
Whoever owns sustainability
Accountable for everything. Resourced for reporting.
The remit is the whole organisation; the budget is the disclosure. The read is written so you can carry it into the rooms that fund things — revenue moved, product line by product line, and the department that has to act on each one.
Why it travels
Not a maturity score. Not a rating. A priority map for the money: what to fund, what to stage, what to monitor — with an owner named against every project, inside the company or outside it.
The hardest question for the person accountable for sustainability is usually not what to do. It is who in the organisation can be made to do it. Putting an address on each project is how the read answers that.
Foundation · three depths
Start at The Read — depth one, public record only. There is nothing to request from you, no system access and no security review, which is why it can start this week rather than next quarter.
Add your own data and it becomes The 360: the circle closed around the company, and an instruction to management rather than evidence about a target. Build in your own criteria and it becomes The House View, standing across every entity you run.
Within 7 business days.
One read, one name, public record only. We need nothing from you to begin.
