Case: Amanco

7674 Words Jun 2nd, 2011 31 Pages
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REV: JANUARY 29, 2008

ROBERT RICARDO

S, KA PLAN REISEN DE PINHO

Amanco: Developing

the Sustainability

Scorecard

A modern company must have a much broader and more sophisticated relationship with society, and must respond to issues ihai didn'i exisi previously ... Our strategy is the bestfor the sustainable creation of uaiue. -Stephan Schmidheiny, Grupo Nueva and Amenco's founder-

On January 9, 2006, CEO Roberto Salas arrived at the new Amanco after a long and strenuous tour through the company's key units in conducted intense and productive discussions about how to strengthen Sustainability Scorecard system (SSC), for use in executing Amanco's new
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Same of the world's biggest investors had chosen water as the commodity that could appreciate the most in the next several decades. "There is only one direction for water prices at the moment, and that's up," stated the manager of a $2.9 billion water fund based in Ceneva.? Similarly, General Electric's CEO Jeffrey Immelt anticipated doubling GE's revenue from water purification and treatrnent to $5 billion by 2010.10 The Inter-American Development Bank invested $3.1 billion in water and sanitation projects in Latin American between 2003 and 2005.11

Commitment to Social and Environmental Performance
Stephan Schmidheiny, a Swiss lawyer and experienced world traveler, had become CEO of the Schrnidheiny Group in 1976 at age 29. The Group was a business conglomerate with decentralized operations in multiple world locations. It owned, among other companies, Etemit AG, an asbestos cement company with operations in more than 20 countries. Etemit's plants had been threatened by expensive lawsuits and strict environmental standards, including a potential ban on asbestos by the European Union. Schmidheiny initially took pre-emptive measures by installing new equipment in the factories, implementing personnel training programs, and

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