Beyond Carroll’s Pyramid and Elkington Triple Bottom Line (TBL) – integrated impact assessment driven corporate responsibility and sustainability performance reporting system is put forward to improve the quality and reduce variability of corporate responsibility and sustainability reports published by companies. However, key performance indicators specification and definition was found to be crucial for it to be operational. Analysis of reports by FTSE 100 companies revealed that key performance indicators used for reporting are in a state of chaos within industry and across industries. Thus point out the possibility of corporate reputational damage in futuristic terms as well as setting up uncertainties around delivery of world sustainable development performances.

There are no evidences of quietness of the academic community and research organisations on the matter of corporate responsibility and sustainability (CRS). In respect of this fact, academia efforts on the development of frameworks to connect CRS principles and rules in a harmonious manner to facilitate practices that delivered desired corporate sustainability performance remains a challenge. Central to strategic corporate responsibility performance management decision is CRS reporting. This currently faces with issues relating to availability of quality data and variability of presentations. Data reporting quality relates to rationalising and harmonising the economic, compliance, ethical, and sustainability dimensions of business operational activities in the context of stakeholder’s requirements.

Based on the understanding of importance of data reporting quality for stakeholders acceptability of CRS reports published by companies; then what CRS performance reporting system is capable of delivery of CRS reports with quality non-financial information that meet stakeholder’s requirements and reduce variability within industry and across industries (Katsoulakos and Katsoulacos, 2006a & 2006b)? To the extent of the pose question, this paper put forward CRS performance reporting system design with capability to support CRS strategy and publication of CRS reports containing quality non-financial information that meet stakeholder’s requirements and reduced variability. In delivery of this objective, the below described methodology was followed.