We are currently in a transition moving from a linear economy grounded on economic value maximization based on material transformation to a circular economy. Core of this transition is organising value preservation from various yet interlinked perspectives. The underlying fundamental shift is to move away from mere financial value maximization towards multiple value creation (WCED, 1987; Jonker, 2014; Raworth, 2017). This implies moving from mere economic value creation, to simultaneously and in a balanced way creating ecological and social value. A parallel development supporting this transition can be observed in accounting & control. Elkington (1994) introduced the triple bottom line (TBL) concept, referring to the economic, ecological and social impact of companies. The TBL should be seen more as a conceptual way of thinking, rather than a practical innovative accounting tool to monitor and control sustainable value (Rambaud & Richard, 2015). However, it has inspired accounting & control practitioners to develop accounting tools that not only aim at economic value (‘single capital’ accounting) but also at multiple forms of capital (‘multi capital’ accounting or integrated reporting). This has led to a variety of integrated reporting platforms such as Global Reporting Initiative (GRI), International Integrated Reporting Framework (IIRC), Dow Jones Sustainable Indexes (DJSI), True Costing, Reporting 3.0, etc. These integrated reporting platforms and corresponding accounting concepts, can be seen as a fundament for management control systems focussing on multiple value creation. This leads to the following research question: How are management control systems designed in practice to drive multiple value creation?
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Due to climate change the frequency of extreme precipitation increases. To reduce the risk of damage by flooding, municipalities will need to retrofit urban areas in a climate-resilient way. To justify this investment, they need insight in possibilities and costs of climate-resilient urban street designs. This chapter focused on how to retrofit characteristic (Dutch) typologies of urban residential areas. For ten cases alternative street layouts were designed with a determination of the life cycle costs and benefits. All designs are resilient to extreme rain events. The results show that most flat urban typologies can easily be retrofitted in a climate-resilient way without additional costs compared to the standard way of retrofitting. Climate proofing sloping areas are highly dependent on the situation downstream. When there is no space downstream to divert the water into waterways or parks, costs to provide storage easily rise above traditional levels for retrofitting. In addition to reducing flood risk, for each case one variant includes resilience to extreme heat events making use of green. The life cycle costs and benefits of the green variants showed that especially green designs in high-density urban areas result in a better value for money.
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Steeds meer dringt het besef door dat er geen andere weg meer is dan duurzaam ondernemen. Organisaties die dit inzien streven naar meer dan al- leen nanciële winstmaximalisatie: er moet ook winst worden gecreëerd voor de mens, samenleving en milieu. Als de MVO-ambities meer zijn dan window-dressing, dan moet die winst hard aantoonbaar zijn. Dat kan alleen als duurzaamheid wordt verankerd in de strategische kaders en vast onderdeel is van de planning & control- cyclus. Daarmee ligt MVO op het bord van de controller. In deze bijdrage wordt ge- schetst welke instrumenten de controller kan gebruiken om het leiderschap in MVO op zich te nemen.