Identification and selection of environmental performance indicators: Application of the balanced scorecard approach

Abstract The popular “balanced scorecard” system can be applied in the selection and development of environmental performance indicators. As presented, the balanced scorecard integrates environmental performance within the context of corporate strategic objectives. The basic premise of the balanced scorecard is that the ultimate corporate objectives commonly targeted by senior management such as economic value-added, net income, return, on equity, and return on assets are of little use in day-to-day dicision-making or in the motivation of employees Rather than look ahead, these measures reflect the past and, therefore, are not closely linked with the immediate actions which might be expected to be associated with future performance improvements. To create incentives for future improvement in these long-term measures, we must develop “leading” measures, which can be easily monitored in the short term. Such an approach lends itself to the selection of environmental performance indicators which are most clearly associated with the firm's strategic goals.