If you haven’t heard of TruCost yet, you’ll hear more about them over the coming months. I came across them last week at a Conference I was chairing and a recent BBC article details the work they have recently conducted for Puma in creating the first Environmental Profit and Loss (EPnL) accounts that bears proper scrutiny. Although not a complete picture of the company’s environmental impact (the cost of waste and land-use change has yet to be calculated and included later in the year), it goes further than most in reversing the trend of ‘greenwashing’ I talked about recently.

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With the Carbon Reduction Commitment (CRC) looming just around the corner, the online news has been full for the last week or so with stories of those that are doing good and those that will have to buy carbon credits to meet requirements.
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This is not a joke, folks – so stop treating it as one.
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Attending a sustainability workshop the other evening on the theme of remote working and its associated challenges (another extremely useful event run by Ashridge Business School together with InterfaceRAISE), I was struck by what the guest speaker, Roland Fristch, VP and Head of Global Services at Danfoss, proposed as the key differentiator between organisations that make this work and those who don’t; leadership and management.
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An argument often made for the avoidance of including environmental considerations into financial plans, budgets and the like is the fact that the duty of the financial officer is not to carry the social conscience of the organisation.
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There is a great debate going on at the moment entitled - “This house believes that accountants are not professionally obliged to promote environmentalism”… actually, it’s been going on a while now; in fact, ever since the green lobby gained a credible voice and ‘greening’ became big business (just look at all the carbon NGOs and QUANGOs that have sprung up over the last 10 years).

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