Balanced Scorecard da gestão estratégica do ESG

Abstract

The current competitive environment is characterized by high levels of complexity and uncertainty, intensified by environmental, social, institutional, and geopolitical pressures, which require organizations to develop adaptive strategic capabilities oriented toward longterm sustainable value creation. In this context, integrating Environmental, Social, and Governance (ESG) factors into organizational strategy serves as a structuring element for building sustainable competitive advantage. In response to this challenge, this study aims to propose a Strategic ESG management Balanced Scorecard, conceived as an integrated decisionmaking architecture to guide the formulation, implementation, and evaluation of organizational strategy under a sustainability logic, and to validate it through a case study. To develop the model, a systematic literature review was conducted, enabling the identification and formalization of a structure composed of six strategic perspectives: Environmental & Climate, ESG Learning & Innovation, Sustainable Finance, Strategic Governance, Sustainable Internal Processes, and Stakeholders & Social Impact. Empirical validation was carried out at an institution in the municipality of Ponta Grossa (PR) using a multicriteria decisionmaking (MCDM) approach. Initially, strategic objectives were identified with experts through the FuzzyDELPHI method. Subsequently, the hierarchy of perspectives was established using the Analytic Hierarchy Process (AHP), thereby formalizing the ESG strategic management map. Thereafter, systemic interrelationships among the perspectives and their relative importance were analyzed using the Decision Making Trial and Evaluation Laboratory (DEMATEL) and the Analytic Network Process (ANP), enabling the identification of causal relationships and the systemic relevance of the model’s dimensions. Finally, the organization’s strategic ESG management maturity was assessed. The results indicated that the Strategic Governance and Stakeholders & Social Impact perspectives were the most relevant for the institution, with Strategic Governance identified as the main structuring and influencing of the system. In contrast, the Sustainable Finance and Stakeholders & Social Impact perspectives emerged predominantly as system outcomes, demonstrating that value generation does not constitute a starting point, but rather a consequence of a governanceoriented strategic architecture. Additionally, the maturity level of strategic ESG management was classified as elementary, indicating an initial stage of systemic structuring.