What it now costs a bank is decided in impairment models, credit decisions, scenario analysis and supervisory dialogue — not in the sustainability report.
The problem
Requirements land on risk and finance functions that already have a way of doing things. What follows is usually a parallel structure — methodologies, dashboards, reporting — built alongside the bank rather than inside it, and expensive to keep.
The supervisor is asking questions we cannot confidently answer.
We have built something. We do not know whether it will survive challenge.
Sustainability numbers are appearing in our disclosures and nobody has checked they reconcile to Finance.
This is not about doing more. It is about working out what actually matters — what the regulator requires, what could genuinely affect credit losses or collateral, what will survive challenge, and what can safely be stopped.
What I do
Are we ready for supervisory challenge? A fixed-fee review of how environmental and climate risk sits in the risk framework, with gaps, priorities and a management action plan.
EBA ESG risk management · ICAAP · credit process · governance
What happens under plausible environmental scenarios — and will the methodology hold? Design and review of scenario analysis that can be documented and defended.
Environmental scenario analysis under CRD VI · transmission channels · financial impact
You have built it. I will tell you whether it works, what will not survive challenge, and what I would change. Senior review without adding another project team.
Methodology · assumptions · disclosures · board and committee challenge
How do sustainability risks reach the numbers, and do the disclosures hold together? Where climate belongs in the accounts, and whether the narrative agrees with them.
Taxonomy KPIs · Green Asset Ratio · financial effects · IFRS and Czech accounting standards
Corporate reporting
Omnibus took most companies out of the CSRD altogether and cut the standards back sharply. What is left is a smaller group of large companies that still have to produce a sustainability statement — under standards that were revised while they were preparing for the old ones.
An assessment with a method behind it rather than a workshop output, because it decides the scope of everything that follows.
Who produces each number, on what timetable, with what evidence and what controls — built to run again next year rather than from scratch.
The sustainability statement sits alongside the financial statements. Where both describe the same thing, they have to agree.
Reporting under the revised ESRS adopted in July 2026, and the question that comes before it: what does the standard now actually require, and what was built for a version of the rules that no longer exists.
How I work
Knowing what a regulation says is not the difficult part. The difficult part is deciding what it means for this institution, at this size, with this data — and then producing something that holds up when a supervisor, an auditor or a board pushes back on it.
Engagements are fixed scope and fixed fee. Proportionate by default: I will usually recommend doing less, and doing the remainder properly.
Why Green Reg
No pyramid, no rotating team. I lead and deliver every engagement myself.
A background spanning audit, finance, banking risk and sustainability regulation — because this work ends in numbers that have to reconcile.
Thirty years with banks and financial groups across Central and Eastern Europe, and with their regulators.
I am a chartered accountant and a former partner at PricewaterhouseCoopers and at Deloitte. At PwC I led Risk and Regulatory Consulting for Central Europe and ESG and Sustainability for financial services; at Deloitte I was Financial Services Industry Leader for Central Europe.
Contact
A short conversation is usually enough to work out whether there is something worth doing, and whether I am the right person to do it.