Pana Chocolate commenced operations in July 2012 and since this time it has grown significantly. It now supplies its handmade chocolates to over 5,000 retailers throughout Australia, including Woolworths and Coles. It has a growing online presence in Europe and other countries around the world. The Pana brand has a strong commitment to using organic, non-pesticide, non-GMO products and all products and ingredients are made and packaged in Australia where possible. Pana Chocolate's core activities are the manufacturing and distribution of its organic chocolate range. No machinery is used in the manufacture of its products and all products are handmade and packaged using recyclable products and the inks used in the packaging are plant based. The business employs approximately 63 people and is based in Richmond, Victoria. Revenue in 2020 reached approximately $23.3 million. The Pana company not only want to produce a great product, but they also want to ensure that the environment is taken care of. The company engages in practices such as tree planting and only sources ingredients from ethical and sustainable suppliers. According to Pana Barbounis founder of Pana Chocolate, he says that "we want to be a household name and we want Pana Chocolate products to be in everyone's pantry: to be an organic company

Pana Chocolate that has a wide reach."1 He also goes on to say that his long-term vision is to become a 'global brand with global recognition' 2 As a result of the popularity in the product there has been significant growth in the business. Due to the increasing growth, the business has decided that certain strategic tools and initiatives need to be implemented to ensure success for the future of the brand. The first initiative is related to providing clean drinking water for the workers from Bolivia where the cacao is sourced for the company, to ensure that workers are treated fairly and are provided with basic human needs. Information regarding this project is detailed below in Part A. Due to the global expansion of the business and its focus on sustainability, the company would like to implement a balanced scorecard for the business as their second strategic initiative. There is not presently one in existence for the business. Information relating to this project is detailed below in Part B. You are the Senior Management Accountant for the Pana Chocolate company and have been assigned to assist the Project Manager of the Sustainable practices and Balanced Scorecard Implementation Project. You are guided by Pana Barbounis's leadership and he has defined one of the key areas within the company's practices as "we truly care about where our food comes from, it's impact on the earth and how we nourish people with healthy food ."

Part A

Due to Pana's commitment to sourcing its products ethically, the company has decided to invest in a water treatment plant for one of its largest growers in Bolivia. This treatment plant will be provided to the grower at no cost to them. This water treatment plant will ensure that the workers on these plantations have access to adequate sanitation and safe drinking water. Pana believes that this initiative is in line with the ethos of the company's goals towards a safe environment not only for the workers but the planet also. Feasibility studies have been conducted and the project team have provided the company with two options that would be suitable. The estimated useful life of the projects is 10 years with no salvage value. The plant will be required to produce 120,000 gallons per day (GPD) of clean water*. Details are provided in the table below.

Part A: Due to Pana's commitment to sourcing its products ethically, the company has decided to invest in a water treatment plant for one of its largest growers in Bolivia. This treatment plant will be provided to the grower at no cost to them. This water treatment plant will ensure that the workers on these plantations have access to adequate sanitation and safe drinking water. Pana believes that this initiative is in line with the ethos of the company's goals towards a safe environment not only for the workers but the planet also. Feasibility studies have been conducted and the project team have provided the company with two options that would be suitable. The estimated useful life of the projects is 10 years with no salvage value. The plant will be required to produce 120,000 gallons per day (GPD) of clean water*. Details are provided in the table below.

Microfiltration system (MF) Reverse osmosis system (RO) Cost $1,250,000 $1,500,000 Installation including labour cost $150,000 $170,000 Shipping costs $50,000 $40,000 Flow rates capacity (gallons per 150,000 GPD 350,000 GPD day GPD) Variable costs per GPD $0.07 $0.001 Fixed costs per annum $10,000 $15,000 Waste disposal costs per GPD $0.02 $0.01 Waste disposal sent to waterways 0.006 per GPD 0.002 per GPD based on annual flow rates Carbon emissions per annum 9 tonnes 12 tonnes (from power generation requirements based on maximum flow rate capacity) Utility costs per GPD $0.02 $0.03 Compliance testing per annum $5,500 $2,500 *assume a 365 day year