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Sustainability Balanced Scorecard
Sustainability Balanced Scorecard
Professor Doug Cerf Donald Bren Graduate School of Environmental Science and Management Environmental Accounting &Financial Management (ESM 284) Spring 2007
Internal Management tool to operationalize sustainability goals from the companys strategic plan
Presentation based on
The Sustainability Balanced Scorecard Linking Sustainability Management to Business Strategy Figge, Hahn, Schaltegger and Wagner, Center for Sustainability Management University of Lneburg, Germany
Printed on recycled paper-actually better, not printed at all
Overview
Overall goal is to implement sustainability issues in the companys strategic plan through the balanced scorecard system Balanced Scorecard is a promising starting-point to incorporate environmental and social aspects into the main management system of a firm. Sustainability management with Balanced Scorecard helps to overcome the shortcomings of conventional approaches to environmental and social management systems by integrating the three pillars of sustainability into a single and overarching strategic management tool.
Printed on recycled paper-actually better, not printed at all
Methods of integration
Three possibilities to integrate environmental and social aspects in the BSC
Environmental and social aspects integrated in the existing four standard perspectives. An additional perspective added to take environmental and social aspects into account A specific environmental and/or social scorecard is formulated
particularly appropriate for environmental and social aspects that are already integrated in the market system. Printed on recycled paper-actually
better, not printed at all
Example
a firm that aims at an environmental customer segment
the core measure market share in the customer perspective would have an environmentally oriented dimension the leading indicator product features would have an environmental dimension
Environmentally friendly packaging
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Consequently a non market perspective needs to be added to incorporate these strategic aspects In order to justify introduction of an additional non-market perspective, environmental and social aspects from outside the market system must explicitly represent strategic core aspects of the firm Should only be used if the aspects can not be represented within the standard four perspectives
Printed on recycled paper-actually better, not printed at all
must lead to integration of environmental and social management into business management the SBSC is business unit specific environmental and social aspects of a business unit must be integrated according to their strategic relevance
Printed on recycled paper-actually better, not printed at all