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‡ Stage #1 Metrics tied to strategy

± Metrics financial
± Investments in long-term capabilities and customer relationships
were not critical for success
‡ Stage #2 Balanced Scorecard (the early 90¶s)
± Financial, customer, internal processing, learning and growth
± Investments in sustainability were not critical to create shareholder
‡ Stage #3 Sustainable balanced scorecard (mid 2000)
± Evolves over time within a firm as we observe in the Amanco case



Sustainable Balanced Scorecard

‡ Possible methods to integrate sustainability

into Balanced scorecard
± Sustainability aspects integrated in the existing
four standard perspectives.
± An additional perspective added to take
environmental and social aspects into account
± A separate scorecard should only be used to
augment the previous two options


Sustainability Scorecard System

‡ ³Our strategy is the best for sustainable

creation of value´
» Amanco¶s founder

‡ Simultaneously maintain a sustainable

strategy and an increase in profitability
± Earnings increased from $520 to $700 million
from 2001 to 2006



‡ Amanco executive started the World
Business Council for Sustainable
± Coined the term eco-efficiency
‡ Adding greater value to goods and services while
using fewer resources and generating less waste and
± Developed GHG accounting and reporting
standard with the World Resource Institute


‡ Evolution of Amanco¶s sustainable
scorecard follows«.



Amanco¶s first Sustainability
scorecard (2001)
‡ Class discussion of Exhibit 7
‡ Identify perspectives
‡ Explain the level of integration of sustainability
‡ Objectives in each block
± Translated into action plans
± Details responsibility
± Determine necessary resources need for each objective
‡ Action plans revised quarterly
‡ Action plans thoroughly discussed with middle



Amanco¶s Triple Bottom Line
Sustainability Strategy Map (2002)
‡ Previous version did not present the triple bottom
line concept as an element for competitive
advantage, development and value creation
‡ Class discussion of Exhibit 8
‡ Strategy management committee met quarterly to
learn from the scorecard
‡ Link of sustainability scorecard to compensation
to improve accountability


Revised Sustainability Strategy Map
‡ Class discussion of Exhibit 9
‡ Connect sustainability scorecard to value creation
‡ Economic value added ± profits after subtracting
the expected return to shareholders
‡ Goal to increase EVA $4.6 million per year
beginning in 2005
‡ Local sustainability scorecards developed in
countries and divisions
± Local scorecards aligned with corporate scorecard



Linking Sustainability to
‡ Managers must be motivated to act upon new
‡ Financial, environmental and social metrics have
significant influence on employee awards
‡ Employees that do not reach the target do not
receive the reward for that dimension
‡ Compensation link sporadically implemented
because labor laws varied by country


Selected Indicators (Exhibit 10)
‡ For each indicator the unit, source, responsible
party, methodology, frequency and classification
are determined
‡ Indicators
± Economic
‡ Change in economic value added
± Social
‡ External ranking of the 150 best places to work
± Environmental
‡ Savings as a result of environmental efficiency