A wide range of stakeholders continue to express concern about the social impact of large multinationals. Multinational companies are expected to tackle social crises—and to communicate on their progress—and will be held accountable by their stakeholders for any failure to do so. It is thus necessary for organisations to report on their social impacts in order to benefit from social legitimacy. Previous research has demonstrated that quality in sustainability reporting is low in the European Union, but does not provide a solution to how this quality might be improved. The importance of the role that the HRM function has to play in sustainable development has been proven, but research still does not describe how to report on HRM sustainability aspects. Building on these gaps, this study investigates how to ensure quality in reporting of HR aspects of sustainability. The case study research combines theoretical concepts and practical observations in order to assist companies in how to report on HRM sustainability aspects while ensuring that the reporting outcome will be of high quality. Furthermore, this work adds to the literature by offering a framework with which the content of HRM sustainability reporting may be analysed, as well as a novel perspective on how to implement and report on HRM sustainability through a cycle of change. ; Master [120] en sciences de gestion, Université catholique de Louvain, 2015