With the introduction of various climate change related legislations in Australia, many companies are now incorporating social/environmental/sustainability measures in their multi-perspective Strategic Performance Measurement Systems (SPMS). An increasing number of Australian companies have shown a willingness to publicly disclose their SPMS adoption (see for example Elijido-Ten, 2011; 2013) thereby enabling various stakeholders to evaluate both financial and non-financial performance of the firm. There is however, mounting criticism that such public disclosures are no more than 'green washing' mechanisms particularly if the SPSM targets/measures are not linked to rewards system or compensation plans. This is in line with various motivational theories which align with the quote 'what gets measured gets done'. Specific requirements: A1 -Multi-perspective SPMS Research: Conduct a review of literature on multi-perspective SPMS such as Balanced Scorecard or Triple (or Quadruple) Bottom Line. Provide a brief but succinct analysis on its salient features. Citing academic research that examine real companies' experience/s on SPMS adoption, discuss the benefits/pitfalls/challenges including the advantages and disadvantages reported by companies in their SPMS adoption