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The True Profits Assessment, developed by the Impact Economy Foundation in collaboration with Impact Institute and Singapore Management University, introduces a new metric: True Profit, a company's financial profit after accounting for its key positive and negative social and environmental externalities.

Publication: True Profits Assessment

The True Profits Assessment, developed by the Impact Economy Foundation in collaboration with Impact Institute and Singapore Management University, introduces a new metric: True Profit, a company’s financial profit after accounting for its key positive and negative social and environmental externalities. Grounded in the Impact Weighted Accounts Framework (IWAF), it gives businesses, investors and policymakers a new economic compass: not just which companies are financially profitable, but which are genuinely profitable for society.

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Rethinking Fiscal Policy to Reward Impact

Rethinking Fiscal Policy to Reward Impact

Apr 28, 2026

When social and environmental costs are fully accounted for, the combined €209 billion in profits of Europe’s 20 largest companies would turn into a net loss of €19 billion, according to our recent True Profit Assessment Report. The conclusion is clear. Europe’s current market rules still reward companies for externalising harm, leaving businesses that cut emissions, invest in circular production, strengthen value chains, and improve social outcomes often compete at a disadvantage in a market that still rewards the lowest price, not the highest positive impact. For Europe to be truly resilient and competitive, it must make impact profitable. This is a problem fiscal policy can help solve. The True Profits Initiative provides a compass address this issue through specifically rethinking fiscal policy to reward impact.

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Making Impact Profitable: the next phase of European competitiveness

Making Impact Profitable: the next phase of European competitiveness

Mar 2, 2026

The European Union is searching for a new model of competitiveness. That brings Europe to a strategic crossroads: it can attempt to lower environmental and social standards to compete on price alone, or it can build markets in which organisations compete towards the highest impact. The choice determines whether impact remains a cost to be managed or becomes a structural source of competitive advantage.

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