Point of view.

The Environmental Profit & Loss account at Kering was never meant to be a report. It put a cost on supply-chain impact so executives could weigh it against margin, and its main finding reset the Group's priorities: more than 66% of the impact sat in raw materials.

Frontier AI deserves the same test. It can now read a fragmented supplier estate, a decade of disclosures and a shifting rulebook in days. That is only useful if someone does something different on Monday morning. So every piece of our work starts by naming the decision, who makes it, and what would change it.