Company reports don’t report people. People like you and me. Employees. Staff. Workers. Labourers. Who we are. What we do. What we think. What we know. What we bring – and, as Drucker famously noted, take home at night. Human capital – a company’s greatest asset – and as such greatest liability, as we know full well post GFC – doesn’t get so much as a column inch between the financial tables.

The Office for National Statistics (ONS) estimates that the UK’s Human Capital was worth £16,686 billion in 2009; more than two-and-a-half times as much as the net worth of our combined financial and non-financial assets (£6.669 billion, according to the Blue Book). This is amazing.

What have you got that is valuable that is not included in the balance sheet?

How many of your planning assumptions are based on non-financials?

What impact do you think investors broadly have on human capital management in corporate Britain?

How compatible is the Tata model with the socio-economic and cultural reality of Western Countries?

Are current attitudes in the UK more favourable towards regulatory reform than in 2005?

With the launch of Accounting for People 2.0, we’ve been busy scouring the web for the best articles, essays and ideas on human resource accounting. So far, so good. Human resource accounting; human asset reporting; human capital reporting;  extended narrative reporting; intangible asset reporting; people reporting – you can pick your term.

Accounting for People 2.0: The Business Case for Human Capital Reporting

Thursday 21st October 2010, the Soho Hotel, London, a successor to the 2003 Task Force on Human Capital Management was launched.

HPA resurrects the 2003-05 UK Government-led Accounting for People initiative, but in a radically new way.