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Environmental Management Accounting Procedures and Principles

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<strong>Environmental</strong> <strong>Management</strong> <strong>Accounting</strong><br />

<strong>Procedures</strong> <strong>and</strong> <strong>Principles</strong><br />

The approach <strong>and</strong> shortcomings of methods such as the payback period, internal rate of return<br />

or internal interest rate (IIR) are discussed in any textbook on corporate finance.<br />

The methods for determining the value of a company for mergers <strong>and</strong> acquisition are also<br />

based on capitalized future earnings. Low environmental risks <strong>and</strong> the capacity to respond to<br />

future trends <strong>and</strong> stakeholder dem<strong>and</strong>s can increase the value of the company.<br />

The high risks, difficult monetarization <strong>and</strong> high uncertainty of many environment-related future<br />

costs, as well as the potential cost savings of cleaner technologies arising from the reduced<br />

use of hazardous auxiliary <strong>and</strong> operating materials <strong>and</strong> related environmental protection<br />

measures have made estimation of the future even more difficult. Still, the methods are widely<br />

used. The task is not so much to change the basic concept of discounting future monetary<br />

flows, but to ensure the inclusion of all relevant earnings <strong>and</strong> expenses.<br />

8.2. Budgeting for environmental protection<br />

From the point of view of environmental protection investments, conventional investment<br />

appraisal methods often cannot be used without adaption. Quantifying future earnings <strong>and</strong><br />

output flows resulting from measures for environmentally protection is a difficult venture.<br />

Particularly in the area of environmental management, one must often work with “soft” or less<br />

tangible data. In addition to pure investment <strong>and</strong> operation costs, factors such as image,<br />

contacts with environmental <strong>and</strong> other agencies, legal compliance, employee motivation etc.<br />

need consideration. As discussed in chapter 3, the determination of the “environmental” part of<br />

investments <strong>and</strong> operational expenditure is difficult.<br />

In a compl iance cont ext , a fact ory ’s choi ce between an end-of- pipe or a pr event ion st rategy wil l<br />

depend heavi ly on the compar ati ve ec onomic s of these options . Thi s is so ev en in instances<br />

wher e prof it abi lit y is negat ive, that is, when the firm ex pects a net loss on its inves tment . Unl ik e<br />

most end-of- pipe tec hnologies, pol lution prevention projec ts tend to reduc e operat ing cost s by<br />

reducing was te gener ati on, regulat or y acti vi ties <strong>and</strong> polluti on- rel at ed liabi lit ies . In addi tion,<br />

investment s in pol lution prevention may incr eas e rev enue by improv ing produc t or cor por ate<br />

image. Incl udi ng these indi rec t or les s tangible benefit s in the financ ial anal ysi s of projects may<br />

enhance the est imated prof it abi lit y of the prev ent ion strategy, <strong>and</strong> may be deci siv e in sel ec ting a<br />

poll uti on pr eventi on versus an end-of-pipe opti on. It is at this decis ion point that the concepts <strong>and</strong><br />

methods of Total Cos t Assess ment (TCA) -- the comprehensiv e, long- term financial analys is of<br />

poll uti on pr eventi on pr oject s -- can pl ay a rol e in improv ing the fi nancial pic tur e of a pol lut ion<br />

pr ev ent ion investment, <strong>and</strong> enhance its competit iveness vis -à-vi s end- of- pipe projec ts . TCA<br />

techniques can als o improv e the pr oj ect ed fi nancial per for mance of disc ret ionar y pol lut ion<br />

pr ev ent ion proj ect s, thereby increas ing thei r abil it y t o c ompet e f or li mit ed capit al resourc es. 19<br />

In addition to initial investment <strong>and</strong> annual operating expenditure, future liability costs <strong>and</strong><br />

saving potentials need consideration for investment appraisal.<br />

19 See A. White (1993) <strong>and</strong> D. E. Savage <strong>and</strong> A. L. White (1995).<br />

20 See A. White (1993) <strong>and</strong> D. E. Savage <strong>and</strong> A. L. White (1995).<br />

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