Subject category:
Finance, Accounting and Control
Published by:
Harvard Business Publishing
Version: 20 December 2011
Revision date: 31-Jan-2012
Length: 22 pages
Data source: Field research
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Abstract
In 2009, Southwest Airlines produced its first integrated annual report, the Southwest Airlines One Report, combing financial and nonfinancial performance information. This case examines Southwest's environmental and corporate social responsibility (CSR) reports produced in the two years preceding 2009 and follows the company's decision to transition to a new reporting format. Preparing for the 2010 report, the Southwest reporting team contemplates how to improve the One Report. The case also allows for debate on the future of integrated reporting, including its impact on internal management processes, integrated audits, and mandated non-financial reporting.
Location:
Size:
35,000+ employees, gross revenue USD10 billion
Other setting(s):
2010
About
Abstract
In 2009, Southwest Airlines produced its first integrated annual report, the Southwest Airlines One Report, combing financial and nonfinancial performance information. This case examines Southwest's environmental and corporate social responsibility (CSR) reports produced in the two years preceding 2009 and follows the company's decision to transition to a new reporting format. Preparing for the 2010 report, the Southwest reporting team contemplates how to improve the One Report. The case also allows for debate on the future of integrated reporting, including its impact on internal management processes, integrated audits, and mandated non-financial reporting.
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Location:
Size:
35,000+ employees, gross revenue USD10 billion
Other setting(s):
2010