For those accountable for their impact, and determined to improve it.
Whether you are a fund producing an LP report on companies in your portfolio, a manufacturer whose emissions figure sits inside a regulatory filing, or a nonprofit that wants to show its impact to attract more support, the common thread is the same: your impact counts. Sedoha builds multi-capital accounting solutions around your organisation, to help you improve it.
Multi-capital accounting
- See the full picture
- Earn trust in your figures
- Decide with evidence
- Improve your impact
How Sedoha builds custom solutions for you.
Walk through an engagement below, using the example that best suits your use case. Each engagement ends in a solution built into how your organisation already works, for the teams that will use it: impact measurement and management, finance and accounting, investment and portfolio teams, or strategy and operations.
Impact Fund: portfolio accounts
Year to 30 Sep 2026 · one chart of accounts
- Natural
- Social
- Human
- Manufactured
- Financial
- Intellectual
- Regional Fund’s small gain in natural capital hides two opposite results: soil restored at Company B and water drawn at Company C. Ask Regional Fund for its water plan for Company C. Trade-off: working through Regional Fund is slower, but keeps the conversation where the influence sits.
- Water drawn at Company C almost cancels the soil gains at Company B. Make a dry-season water plan a condition of your next follow-on in Company C; it is also your largest adverse impact under SFDR. Trade-off: a condition may slow the round, or push Company C towards other investors.
- Company C’s new household connections bring most of your social capital. Any water plan should keep them growing. Trade-off: every new connection adds to dry-season demand, working against the water plan.
- Cover crops bring your largest gain outside financial capital. Extending them to the remaining fields is the clearest way to grow it. Trade-off: cover crops can lower the first season’s yield on new fields.
- Review licences you hold but no longer use before year end, to avoid another write-down. Trade-off: dropping them early removes options if the market shifts.
- Water drawn in the dry season is your largest loss. Storing water from wetter months would cut it most. Trade-off: storage needs capital and land up front, and raises tariffs if the cost is passed on.
- New household connections bring your largest gain outside financial capital. Keep them growing while you cut the dry-season draw. Trade-off: each new connection adds to the dry-season demand you are trying to cut.
- Jobs Trust carries most of the human capital you reach. Pairing its job coaching with Skills provider’s courses would let participants leave with both a job and a qualification, lifting two ESF+ results at once. Trade-off: joint delivery takes longer per person, so fewer people go through on the same budget.
- Paying Jobs Trust’s next grant per participant still in work after six months, rather than per cost, rewards the results that last. ESF+ rules allow this, and the books can confirm each result. Trade-off: payment by results can lead providers to favour people closest to work; weighting payments for those furthest away offsets it.
- Your main result is people moving into work. Keeping in touch for six months after they start helps them stay, which is also the ESF+ result the programme values most. Trade-off: follow-up takes adviser time away from new participants.
- The peer groups you run add social capital. Keeping them going after people find work protects both results. Trade-off: they need volunteers or funding beyond the current grant.
- Course completion is your strongest result. Short follow-up sessions after courses end would lift it further, and with it the ESF+ qualification result. Trade-off: extra sessions add cost the contract may not cover.
- Your course materials add intellectual capital. Sharing them with other providers in the programme would extend their reach. Trade-off: it gives rivals for the next contract a head start.
- Community centre reaches people furthest from work. A referral route into Social enterprise’s placements would move them a step closer, and shows up in the programme’s ESF+ employment results. Trade-off: placements are limited, so referrals may take places from people already closer to a job.
- Social enterprise’s furniture refurbishment adds natural capital. Scaling it adds placements too, and counts towards the programme’s green transition. Trade-off: it needs workshop space and supervision, which raises the cost of each placement.
- Social capital is your main result. Recording who is still taking part after six months shows whether it holds; a first step into job searching also counts under ESF+. Trade-off: follow-up questions can feel intrusive to people whose trust the centre has only just won.
- Placements build human capital. Linking each one to a local employer would turn more of them into paid jobs, the ESF+ employment result. Trade-off: employers prefer job-ready candidates, which can squeeze out those who need a placement most.
- Refurbishing furniture adds natural capital. Growing it gives the same contract a second result. Trade-off: more workshop hours mean more supervision, which raises costs.
- Most of the group’s natural capital loss is water drawn at Plant in Vietnam. A closed-loop line there is the single biggest improvement available, and it lowers the water consumption the group reports under ESRS E3. Trade-off: the investment competes with capacity expansion for the same capital budget.
- Plant in Vietnam adds the most human capital of any site. Copying its on-the-job training in Packaging division would lift skills across the group, which ESRS S1 reports as training per employee. Trade-off: training time cuts production hours while it runs.
- Apprenticeships are your largest impact gain. Offering places to staff from the Asia sites would spread the skills across the group. Trade-off: each place given to Asia is one fewer local apprentice.
- Your paper-based designs add intellectual capital. Registering them protects a lead competitors could close. Trade-off: registration makes the design public and costs fees in each market.
- Plant in Vietnam drives the region’s natural capital loss. Setting it a water recycling target gives the plant a clear goal, and the group an ESRS E3 target to report. Trade-off: a firm target may need investment before the plant can meet it.
- Distribution centre’s fuel use also draws on natural capital. Better route planning is a quick saving before the fleet changes. Trade-off: tighter routes can mean later deliveries for some customers.
- Water drawn is your largest loss. A closed-loop line would cut it most, and lower the water figure the group reports. Trade-off: installing it means downtime and a large up-front cost.
- Hiring locally builds social capital with the community around the plant. A training partnership with a local college would deepen it. Trade-off: trainees take supervisors’ time on the line.
- Fuel for transport draws on natural capital. Moving vans to electric at their next replacement would cut it, and the group’s direct emissions with it. Trade-off: electric vans cost more to buy and have less range on longer routes.
Choose any entity to see what the analysis has found for it so far.
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Illustrative examples.
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Investors & funders
You report on more than one entity — a portfolio, a fund family, a grant book — and answer to more than one framework.
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Companies & institutions
Your impact figures appear in filings that carry consequences: a rate case, a reimbursement submission, an accreditation review.
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Nonprofits & social enterprises
You report the same work to several funders, each on their own template, and a decision depends on the outcome.
It works like your accounting firm.
You bring the records. Sedoha keeps the books, and prepares the reports you need from them.
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What you bring
The records you already have: spreadsheets, surveys, programme reports, finance exports. They don’t have to be clean. And someone who can answer a question when a judgment call needs your knowledge.
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What Sedoha does
Maps everything onto one chart of accounts, reconciles it until the books balance, and keeps them current as new records arrive. Nobody on your team learns a new system.
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What you get
A balance sheet and a profit-and-loss statement for each capital you account for, every figure traceable to its source. Sedoha prepares the reports you need from those books, for your board, funders or regulator. Your goals sit on the accounts, so each cycle shows which strategies are moving them.
Sedoha’s AI runs underneath all three. It reads each record as it arrives, posts it to the right account under the published rules, and does the reconciling, cross-checking and report drafting no team could do by hand. When a call needs judgment, it doesn’t make it: it brings the question to a person, records the ruling, and applies it the same way every time the question comes back.
Your books, your data, a public standard.
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Your data stays yours
Your records, chart of accounts, valuations and books belong to you. Each client’s books sit in their own database, open only to people you invite.
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Kept to an open standard
Every client’s books meet A Working Standard for Impact Accounting, the open standard Sedoha maintains, available on request.
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Your methods stay private
Where your work needs a method the standard doesn’t cover yet, it is marked as yours on your books, and shared only if you choose to offer it.
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Lessons improve the system
What the work teaches, stripped of your name and figures, improves the books for every client. If you would rather it didn’t, say so.
Let’s talk about managing your impact.
Start a conversation. You’ll hear whether your figures are ready for the books and what the first steps would look like.
The easiest first step: start a conversation. Bring the reports you have to produce; nothing else to prepare.
Or email inquiries@sedoha.com.