This includes a specification of what sustainability performance entails in the context of the organization, its business environment and social setting. Such specification will in many cases lead to a focus on a number of prioritized aspects of sustainability (such as eco-efficiency of production, health and working conditions in the supply chain, etc.) which, if individually improved, will improve overall sustainability performance. Based on the identification of key sustainability issues the requirements and management accounting tools for which data need to be gathered, classified, accumulated and used in different decision settings can be specified. Skill sets of accountants need to be developed in order that they can build beyond conventional accounting to address sustainability issues. An inside-out approach to developing sustainability accounting tools and processes first identifies KFls from corporate and business strategies and second builds management support systems founded in the sustainability accounting system (Burritt & Schaltegger, 2010; Schaltegger & Wagner, 2006). The complementary outside-in approach raises the pragmatic problem of how to identify opportunities and risks, and establish sustainability policies, sustainability accounting and standardised reporting and assurance from an outsider‘s perspective. Sustainability accounting in practice requires an inside-out and an outside-in perspective, a twin-track approach. One unifying foundation suggested is through eco-control (Henri & journeault, 2010; Schaltegger & Sturm, 1996) as a number of factors affecting company environmental performance (regulatory compliance, process and product improvements, innovations, financial impacts and stakeholder relations) mediate between eco—control and economic performance, but a similar set of factors are yet to be revealed in the literature for integrated sustainability-control which would form part of management accounting.