Where we work, who we work with, and what we help set in motion.
Reiv Team's work spans the areas below. Each engagement is led by the senior people you first meet, and each starts with a site visit before it starts with a strategy. Below you will find the situations where our expertise sits, the industries we know from the inside, and the kinds of projects we take from first idea to working reality.
Areas in which we work
Each area follows the same path: understand the terrain, plan it with your team, deliver beside you, and stay once the program is live.
MaterialityStrategy and materiality
A hundred issues compete for a sustainability team's attention. The first job is separating the few that carry financial and impact weight from the many that merely look responsible, then sequencing them into a plan the business can fund.
- Double materiality assessment run to the CSRD and ESRS definitions, testing both financial materiality and impact materiality.
- Sustainability strategy with targets a board will sign and finance will back.
- Multi-year roadmaps that assign each initiative an owner, a budget, and a horizon.
- Peer benchmarking, so a prioritization survives challenge from an investor or an activist shareholder.
- Positioning of the strategy for the board, the auditor, and the rating agencies.
DecarbonisationCarbon and decarbonisation
Most companies can state a carbon number. Far fewer can show how it was calculated or fund the route to bringing it down. Both halves of that problem sit here.
- Greenhouse-gas inventories across Scope 1, 2 and 3, with real supplier data replacing spend-based estimates where it matters.
- Science-based targets developed and submitted to the SBTi.
- Decarbonization pathways modelled against the company's actual capital cycle, never a generic curve.
- Marginal abatement cost analysis, so the cheapest tones are cut before the expensive ones.
- Energy sourcing and procurement decisions costed against their effect on the number.
ReportingReporting and compliance
Disclosure has become an audited exercise with the same weight as the financial accounts. The work here produces filings that pass assurance and stay readable for the people who have to act on them.
- CSRD reporting mapped to the specific ESRS data points, with the gap analysis that shows what data is still missing.
- EU Taxonomy eligibility and alignment assessment across turnover, CapEx, and OpEx.
- CDP disclosure, including framework selection and scoring improvement.
- Assurance-ready data trails prepared for limited assurance now and reasonable assurance later.
- Narrative reporting that sets the numbers inside a story an investor follows to the end.
Supply chainSupply chain and nature
For most large companies the largest impact sits with suppliers they influence but do not own. This is the hardest terrain in sustainability, and where the new regulations bite first.
- Scope 3 mapping that finds the suppliers behind the majority of the footprint, then a program to engage them.
- EUDR readiness for deforestation-linked commodities, down to plot geolocation and the due-diligence statement.
- Human-rights and environmental due diligence structured to the CSDDD.
- Nature and biodiversity work covering both the company's impact on ecosystems and its dependency on them.
- Responsible sourcing standards written into supplier contracts, with the traceability to prove them.
ExecutionExecution and enablement
An approved strategy that never reaches the operation has changed nothing. This is the delivery work most advisors leave before, and where our engagements spend the most time.
- On-site delivery of the program, working alongside the teams who own each part.
- Data and reporting capability grown inside the company, so the muscle stays after we leave.
- Training and coaching for the program owners who inherit the work.
- Governance designed to survive the departure of its original champion.
- Post-launch review that catches drift while it is still a small correction.
Industries we know from the inside
We work with large European companies whose sustainability questions do not fit a template. Depth in a sector is what lets us be useful there.
For a food or agricultural group, most of the impact grows in fields and moves along routes the company will never own outright. The pressure now comes from EUDR traceability and from Scope 3 emissions concentrated at the farming end, alongside water and land use. We know how a commodity travels from a smallholder to a shelf, and where the evidence has to be captured along the way.
A bank or insurer answers for what it finances and underwrites long before it answers for its own buildings. The questions that matter here are financed emissions, taxonomy-aligned lending, and climate risk sitting inside the portfolio. Our role is to help the sustainability function speak the same language as the risk and treasury teams it depends on.
A health-technology or manufacturing company has to prove a product is responsible from raw material to end of life. That means supply-chain due diligence and product carbon footprints, with circularity designed in from the first drawing. Our work happens at the level of the bill of materials, a long way below the brochure.
A retailer lives by thousands of suppliers across dozens of countries, and its footprint is overwhelmingly the footprint of what it sells. The real reductions hide in supplier engagement at scale, in private-label sourcing standards, and in packaging and food-waste programs. Our job is to turn buyer relationships into leverage for change.
Types of projects we take on
The work tends to arrive as one of the following and often turns into two or three of them once we are inside it.
Assessment and diagnosis
A materiality assessment, a carbon baseline, a supply-chain risk map, a compliance gap analysis. The starting point that tells a company where it stands.
Strategy and roadmap
A sustainability strategy with targets, a decarbonization pathway, a multi-year plan of prioritized initiatives with owners and budgets attached.
Reporting and disclosure
A first CSRD report, an EU Taxonomy assessment, a CDP submission, or the data architecture that makes next year's reporting routine.
Implementation program
Delivery: establishing a supplier program, running a decarbonization initiative, and embedding a reporting process that continues beyond its original owner.
Capability and enablement
Training a sustainability team, coaching a program owner, and setting up the governance that keeps momentum after we step back.
Not sure which of these you need?
Few real problems arrive neatly labelled. A reporting deadline turns out to be a data problem, which turns out to be a supply-chain problem. Start a conversation and we will help you see which thread to pull first.
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