Accounting Business Reporting for Decision Making

584 Accounting: Business Reporting for Decision Making

vegetation and it was clear that 75 per cent of farmers were not meeting best practice targets for fer-

tiliser run-off. The report card has been classified as a clear fail and new programs and funding have

been    requested   to   stop   UNESCO  putting GBR on   the     ‘in-danger’    list.    The     performance    report  was  vital  

in alerting the community and government to the need to act to protect this global asset.

Source: Australian Government 2015, State Party report on the state of conservation of the Great Barrier Reef World

Heritage Area (Australia), http://www.environment.gov.au/system/files/resources/cb36afd7-7f52-468a-9d69-a6bdd7da156b/files/

gbr-state-party-report-2015.pdf.

The Sustainability Report Card

The balanced scorecard developed by Kaplan and Norton (1992) was presented earlier in the chapter. As

noted, there were two approaches to including sustainability in the original scorecard: (1) incorporate sustain-

ability measures in each of the original dimensions, or (2) add a new sustainability dimension. A further adap-

tation is the Sustainability Report Card, which reports solely on sustainability. This is shown in figure 14.6.

What are the scal benets of our

sustainability performance?

Financial perspective

Stakeholder

perspective

Business

processes

GOALS MEASURES

GOALS MEASURES

Organisational

learning

What sustainable activities add

value to the organisation?

How will we satisfy our

customer/stakeholder needs?

How do we recognise and sustain

innovation and continuous

improvement?

GOALS MEASURES

GOALS MEASURES

FIGURE 14.6 Sustainability Report Card

Source: KPMG 2002, Beyond the numbers: how leading organisations are linking values with value to gain competitive
advantage, KPMG, Amsterdam, http://www.kpmg.com.au/aci/docs/beyond-number.pdf.

(continued)