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Accountants eye sustainable business management

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Accountants are increasingly being asked to deal with sustainability issues as more businesses are called upon by investors to report on how they are dealing with issues like climate change and carbon emissions.

This week, amid the United Nations COP29 climate change conference in Azerbaijan, business leaders have been playing a larger role, including fossil fuel companies, prompting an open letter on Friday from environmental groups calling for reforms in the COP process. 

ESG standard-setters have also been playing a role at COP, with groups like the Global Reporting Initiative and the Carbon Disclosure Project signing a memorandum of understanding to deepen their collaboration on making their standards interoperable as the International Sustainability Standards Board reported progress on growing acceptance of its standards by 30 jurisdictions around the world.

Last month, the Institute of Management Accountants released a report on why business sustainability depends on the competencies of management accountants. The report discusses the critical areas in which management accountants are crucial to ensuring sustainability within their organizations, along with how existing accounting capabilities support sustainable business.

Institute of Management Accountants headquarters in Montvale, N.J.

“The main focus and the main attention right now in the ESG field is going to compliance, to the reporting parts,” said Brigitte de Graaff, who chaired the IMA committee that authored the report. “There are a lot of rules and regulations out there.” 

For right now, those rules and regulations are mostly voluntary in the U.S., especially with the Securities and Exchange Commission’s climate disclosure rule on hold. But in the European Union, where de Graaff is based in Amsterdam, companies have to comply with the Corporate Sustainability Reporting Directive. 

“In Europe, of course, there is not a lot of voluntary reporting for the larger companies anymore, but it’s all mandatory with a huge amount of data points and aspects that they need to report, so there’s a lot of focus right now on how to comply with these rules and regulations,” said de Graaff. “However, there’s also a lot of discussion going on about whether it should be about compliance. What’s the reason for reporting all these aspects? For us what was really important was that there is a lot of opportunity for management accountants to work with this kind of information.”

She sees value beyond purely disclosing ESG information. “If you use this information, and you integrate this in your organization, there’s much more value that you can get out of it, and it’s also much more part of what kind of value you are creating as an organization, and it’s much more aligned with what you were doing,” said de Graaff. 

The report discusses the benefits of the information, and how management accountants can play an important role. “You can use and integrate this in your FP&A and your planning processes,” said de Graaff. “You can integrate this kind of information in your strategy, something that management accountants are very well equipped for, but also to track performance and see how you’re actually achieving your goals, not only on financial aspects, but also on these nonfinancial aspects that are much broader than the E, S and G factors.”

The report discusses how to go beyond the generic environmental, social and governance parts of ESG to understand how they relate to a business’s core operations and make it more sustainable.

Management accountants can even get involved in areas such as biodiversity. “Even though, as a management accountant, you might not be an expert on marine biology and what the impact of your organization is underwater, you are able to tell what are the checks that have been performed on this,” said de Graaf. “Is this a common standard? Is this information that is consistently being monitored throughout the organization? Or is it different and what are the benchmarks? What are the other standards? These kinds of processes are something that management accountants are well aware of, and how they can check the quality of this information without being a subject matter expert on every broad aspect that may entail in this ESG journey that an organization is on.”

ESG can become part of the other work that management accountants are already involved in performing for their organizations.

“Ultimately there are a lot of competencies that management accountants were already doing in their organization, and ESG might sometimes seem unrelated, but it basically ties in into the competencies that we already know,” said de Graaff. “I hope that with this report, we can also show that the competencies that we are so familiar with, that we’ve been dealing with other strands of financial information, that you can basically also use these competencies in the ESG arena. Even though there’s a lot that seems very new, if you are aware of how you can tie that in, you can use the skills that you already have, the skill set that you have as a management accountant, to really improve your risk management processes, your business acumen, your operational decision making, etc. I hope that with this publication, we can also take away a little bit of the big fear that might be around a huge topic, as ESG is now. This is actually just a very interesting and exciting way to look at this kind of information, and we are very well equipped to help organizations navigating through this changing ESG regulation world.”

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.

Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.

The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.

However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.

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Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

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U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

WASHINGTON — In a major escalation of cross-border trade friction, U.S. President Donald Trump has signed executive orders imposing new 50% tariffs on a wide selection of Canadian exports, citing discriminatory practices by Ottawa targeting American auto, dairy, and beverage industries.

The new duties, announced Monday, will take effect in 30 days. They target a broad spectrum of consumer and industrial goods—ranging from wine, liquor, and milk products to commercial cement, furniture, clothing, and hockey equipment.

Untested Legal Mechanism

To enact the sweeping measures, the administration invoked Section 338 of the Tariff Act of 1930—a rarely used legal provision allowing the executive branch to levy additional tariffs of up to 50% on foreign nations deemed to discriminate against U.S. commerce.

White House officials noted that Section 338 addresses trade discrimination rather than national security or economic emergencies. The move comes months after prior global emergency tariffs faced legal challenges in domestic courts, signaling Washington’s pivot toward alternate statutory authorities to maintain import duties.

Senior administration officials briefed reporters that the measure directly responds to Canadian provincial bans on U.S. alcohol, restrictions on American vehicle exports, and import quota disparities affecting U.S. dairy and cheese producers relative to third-party trading partners.

“While the administration continues to secure reciprocal trade agreements globally, Canada retaliated against efforts to protect domestic industry,” U.S. Trade Representative Jamieson Greer stated.

USMCA Impact and Carve-Outs

Significantly, the newly ordered 50% duties will apply to designated items even if they otherwise comply with the United States-Mexico-Canada Agreement (USMCA).

However, the administration confirmed key targeted exemptions:

  • Energy products (including oil and natural gas)
  • Potash and critical minerals
  • Fish and seafood
  • Goods already governed by sector-specific duties (such as existing steel and aluminum tariffs)

Administration representatives emphasized that the tariffs do not stem from recent disputes concerning drifting Canadian wildfire smoke, noting that policy options regarding environmental spillover remain under separate review.

Canadian Response and Market Reaction

Following the White House announcement, the Canadian dollar experienced a sharp decline against the U.S. dollar, falling approximately 0.4% during evening trading.

Canadian Prime Minister Mark Carney issued a statement emphasizing that Canada’s earlier counter-duties had merely matched previous U.S. trade actions. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens,” Carney stated, pointing to detailed proposals Ottawa submitted to modernize the USMCA framework.

Ontario Premier Doug Ford took a firmer stance, urging a “dollar-for-dollar” reciprocal response if the measures go into effect on August 19.

With a 30-day implementation window before the duties officially lock in, industry associations and trade groups on both sides of the border are calling for urgent bilateral negotiations to avert further supply chain disruption across North America.

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Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

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Transforming Compliance and Real-Time Financial Oversight

The traditional accounting paradigm—defined by periodic monthly closures and post-hoc annual audits—is rapidly giving way to continuous, automated financial oversight. As of July 2026, forward-thinking accounting practices and multinational corporate finance departments are leveraging continuous auditing systems powered by advanced machine learning models. These systems monitor operational transactions in real time, shifting audit methodologies from sample-based post-analysis to absolute, 100% transaction-level verification.

The operational advantages of continuous auditing are transformative. Standard auditing procedures historically relied on statistical sampling, which, despite rigorous methodology, inherently left gaps where anomalies or fraudulent transactions could go undetected for months. Modern continuous auditing platforms integrate directly with enterprise resource planning (ERP) databases, instantly cross-referencing purchase orders, invoices, bank feeds, and tax records. Any deviation from established control parameters or unusual transaction behavior triggers immediate flags for internal audit teams, dramatically reducing detection lag from quarters to seconds.

Beyond fraud prevention, continuous auditing fundamentally alters internal reporting and decision-making. Executive leadership no longer has to wait weeks after the close of a quarter to evaluate precise financial standing; real-time verified ledger data provides an uninterrupted view of operating margins, tax liabilities, and cash flow dynamics. This real-time visibility enables corporate controllers to adjust capital allocation strategies dynamically, mitigating liquidity constraints and capitalizing on emerging commercial opportunities far more efficiently than competitors bound to legacy reporting cycles.

However, implementing continuous auditing requires accounting professionals to acquire new analytical capabilities. The role of the auditor is evolving from manual data reconciliation toward system validation, algorithmic model governance, and strategic risk interpretation. Accounting firms and corporate finance departments must invest in continuous technical education, ensuring that audit staff possess the data engineering skills necessary to design, maintain, and evaluate complex automated compliance systems.

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