Case: Amanco Essay

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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 …show more content…
... 1 made a radical decision, even though I did not have the faintest idea of how this change was to be implemented. I publicly announced that the group would cease to manufacture products containing asbestos. I made the decision to get out of asbestos based on the human and environmental problems associated with the mineral. It was a painful period, but it was invaluable preparation for my later being thrown into a position of leadership on business and society issues.V In 1984, the Group was split between two of the founder's sons and heirs. Schmidheiny became the owner of the Etemit Group. He launched a diversification strategy by acquiring distressed companies in need of basic restructuring. He expanded the tamily's investrnents in Latin America, where it had operared since the 1930s. Schmidheiny attracted global attention by publicly addressing business decisions in social and environmental terms. In 1990, he was appointed chief advisor for Business and Industry to the Secretary General of the United Nations Conference on Environment and Development (UNCED), better known as the Rio de Janeiro Earth Summit of 1992. He helped to organize a forum that later became the World Business Council for Sustainable Development, WBCSD. This organization

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Amanco: Developing

the Sustainability

Scorecard

107-038

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