Triple bottom line performance indicators for the public transport industry : A dissertation submitted in partial fulfillment of the requirements for the degree of Master of Applied Science at Lincoln University

Abstract

This dissertation reviews some leading annual reports of companies that have set a benchmark in the selection of social and environmental performance indicators. These indicators are useful in measuring performance towards social and environmental targets that the company is striving to achieve. This was done with the purpose of documenting what is included in contemporary annual reports - in the public transport industry in New Zealand and overseas - so that the research could aid New Zealand public transport companies that may be considering the implementation of a 'triple bottom line' reporting system. The triple bottom line concept is introduced and discussed in detail, as well as the various approaches and methods of selecting appropriate social and environmental indicators. The reviewing of annual reports was divided into three types: i.) New Zealand public transport companies, iL) overseas public transport companies, and iii.) companies acknowledged to have produced a quality triple bottom line report. The New Zealand examples of public transport company reporting were, from a sustainable development point of view, very poor. The reports were limited to revealing mainly financial information and there was very little consideration of the measurement of any social or environmental components, apart from workplace safety. The overseas transport companies that were reviewed fared marginally better, and appeared more proactive in formulating environmental and social policies for example. While ·this was certainly a significant improvement over the New Zealand examples, the reports produced also could not be thought of as triple bottom line reports (they had no active measurement of social and environmental indicators, targets or progress), and the information did not appear to be freely available from some of the companies. The leading annual reports were scrutinised for potential indicators that may be transferable to New Zealand public transport companies (such as Christchurch's Red Bus Ltd.) in the performance indicator selection process. These indicators were tabulated, and feedback was sought from the management of Red Bus Ltd. The findings and recommendations of this research are the final lists of suitable indicators that companies may wish to consider in their respective reporting processes, and is produced in detail in the final chapter of this dissertation.