Systems engineering is widely regarded as a full life cycle discipline and provides methodologies and processes to support the design, development, verification, sustainment, and disposal of systems. While this cradle-to-grave concept is well documented throughout literature, there has been recent and ever-increasing emphasis on evolving and digitally transforming systems engineering methodologies, practices, and tools to a model-based discipline, not only for advancing system development, but perhaps more importantly for extending agility and adaptability through the later stages of system life cycles – through system operations and sustainment. This research adopts principles from the software engineering domain DevOps concept (a collaborative merger of system development and system operations) into a Systems Engineering DevOps Lemniscate life cycle model. This progression on traditional life cycle models lays a foundation for the continuum of model-based systems engineering artifacts during the life of a system and promotes the coexistence and symbiosis of variants throughout. This is done by facilitating a merger of model-based systems engineering processes, tools, and products into a surrogate and common modeling environment in which the operations and sustainment of a system is tied closely to the curation of a descriptive system model. This model-based approach using descriptive system models, traditionally leveraged for system development, is now expanded to include the operational support elements necessary to operate and sustain the system (i.e. executable procedures, command scripts, maintenance manuals, etc. modeled as part of the core system). This evolution on traditional systems engineering implementation, focused on digitally transforming and enhancing system operations and sustainment, capitalizes on the ability of model-based systems engineering to embrace change to improve agility in the later life cycle stages and emphasizes the existence of polymorphic systems engineering (performing a variety of systems engineering roles in simultaneously occurring life cycle stages to increase system agility). A model-based framework for applying the Systems Engineering DevOps life cycle model is introduced as a new Systems Modeling Language profile. A use-case leveraging this “Model-Based System Operations” framework demonstrates how merging operational support elements into a spacecraft system model improves adaptability of support elements in response to faults, failures, and evolving environments during system operations, exemplifying elements of a DevOps approach to cyber-physical system sustainment.

Many smaller ports in Cornwall and Devon (CAD) are situated in environmentally sensitive habitats and generate benefits for stakeholders and local communities. Such ports are often embedded in tourist based economies. Increasing environmental legislation is placing a strain on the resources of smaller ports making compliance a threat to profitability and thus the future of some ports and local economies. Over-reliance on environmental management systems (EMS) across the ports industry has predominated over the importance of holistic sustainability. This project develops and disseminates a port sustainability management system (PSMS) in CAD, assisting ports to plan marine and maritime operations more sustainably, to facilitate mitigation of potential risks, to increase knowledge and awareness of port sustainability, and to promote the adoption of a proactive stance towards sustainable port management. A constructivist philosophy suited a multiple methods research design which included ethnographic content analysis (ECA), statistical verification of qualitative coding, nine scoping interviews, and eight semi-structured interviews during the main phase of data collection. The seven Harbour Masters (HMs) in this phase represented all port governance types found in the UK. Charmaz’s grounded theory (GT) methodology guided the collection and analysis of primary data between August 2012 and February 2013 to create new theory using an inductive constructivist approach. Validation by fifteen of the thirty local HMs during industry testing revealed numerous advantages and benefits of deploying PSMS which is estimated to generate £50,000 worth of benefits per port annually, and £3,865,005 for the 15 participating ports over 5 years. A new model of smaller port sustainability has emerged. PSMS has eleven pillars of sustainability which underpin the spectrum of port operations. Within this model, each pillar is equally important in contributing to the overall sustainability of a port, and neglect of one could jeopardise sustainability overall and potentially cause a chain reaction with other pillars.

A Gestão Sustentável da Cadeia de Suprimentos (GCCS) é uma nova orientação das organizações que, através da integração de estratégias de suprimentos e sustentabilidade nas estratégias corporativas gerais, buscam maior competitividade. O objetivo da GSCS é a identificação de ameaças e oportunidades no mercado de suprimentos, sendo que a gestão estratégica da cadeia voltada à sustentabilidade estaria ligada a uma perspectiva de mudanças de processos, adequações legais e de fortalecimento das relações na cadeia, visando o compartilhamento de recompensas e riscos. No Brasil, o estudo de cadeias de suprimentos sustentáveis são ainda iniciais, mas começam a despertar o interesse de pesquisadores acadêmicos, bem como de empresas que buscam se antecipar às concorrentes e atuar de forma competitiva e responsável no mercado. O objetivo desta tese foi de analisar como se dá a integração da gestão estratégica da sustentabilidade em cadeias de suprimentos. O foco teórico deste estudo se situou na análise de cadeias de suprimentos com orientação para a sustentabilidade, principalmente, no que se refere à integração ao longo da cadeia. Para isso desenvolveu-se um modelo conceitual para análise dos relacionamentos e da integração de empresas focais e seus fornecedores e clientes. Para atingir aos objetivos propostos aplicou-se a metodologia do estudo de múltiplos casos. Foram entrevistados, portanto, representantes de empresas focais, fornecedores e clientes contemplando as cadeias de suprimentos da Braskem e da Mercur. Os resultados mostram distintas configurações estratégicas para se gerenciar a sustentabilidade nas cadeias de suprimentos. A Braskem segue uma orientação voltada ao desenvolvimento de produtos sustentáveis, com a produção do plástico verde. Já a Mercur desenvolveu uma gestão distinta internalizando os preceitos da sustentabilidade em todo o seu modelo de negócios e aplicada à sua cadeia, especialmente, aos fornecedores diretos. Já por parte da Braskem com relação aos seus fornecedores o relacionamento é permeado pelas certificações e código de conduta. Talvez por pertencer a um setor onde seus fornecedores são maiores do que a própria organização, o foco das estratégias da Braskem é voltado para seus clientes. A empresa possui relacionamentos mais cooperativos com seus clientes e busca desenvolver o conceito de sustentabilidade de seu produto com clientes e consumidores finais da sua cadeia de produção. Por sua vez, a Mercur vem desenvolvendo relacionamentos pautados na colaboração e desenvolvimento conjunto de projetos e ações específicas com seus fornecedores, visando melhorar a sustentabilidade de processos e produtos. No elo dos clientes o que existem são iniciativas isoladas com relação à gestão da sustentabilidade. Desta forma, os casos apresentados configuram-se como exemplos das duas linhas estratégicas propostas por Seuring e Müller (2008a), possuindo suas similaridades e também peculiaridades com relação à integração estratégica de cada empresa focal nas suas cadeias de suprimentos. Um resultado interessante da pesquisa se refere aos direcionadores da sustentabilidade, ou seja, influências e motivações para que empresas desenvolvam estratégias de sustentabilidade aplicadas às suas cadeias de suprimentos. Enquanto a literatura da área postula que pressões externas são mais determinantes para a mudança, constatou-se na pesquisa que a orientação pessoal e interna pode ser um direcionador forte e determinante para o desenvolvimento de estratégias de sustentabilidade aplicadas internamente às empresas, assim como às suas cadeias de suprimentos. / The Sustainable Supply Chain Management concept (SSCM) is considered the new guide for organizations that seek greater competitiveness by integrating supply strategies and sustainability into general corporate strategies. Aiming to identify threats and opportunities in the supply chain, the strategic sustainable supply chain management focuses on the perspective of changing processes, legal adjustments and the strengthening of relationships along the chain, in order to share rewards and risks. In Brazil, studies in the field are still preliminary but academic researchers have been interested on the topic as well as companies that seek to anticipate to competitors by acting in a more responsible and sustainable manner. The main objective of this PhD dissertation was to analyze how the sustainable strategies can be integrated in supply chain management. The theoretical background was developed on the traditional supply chain concept and the integration of a sustainability orientation along the chain. A conceptual model was developed to analyze the relationships and integration of focal companies and their suppliers and clients. On the methodological perspective we applied the method of multiple case studies. We have investigated representatives of two Brazilian focal companies (Braskem and Mercur) as well as their suppliers and customers. The main findings indicate the existence of distinct strategic configurations to manage sustainability in the supply chains. Braskem is orienting its strategies for develop sustainable products with the ―green plastic‖ made by sugar-cane In turn, Mercur has internalized sustainable values throughout its business model and applied to its entire supply chain, particularly to first-tier suppliers. The relationship with Braskem‘s suppliers is established based on codes of conduct and standards requirements. The company‘s suppliers for the ―green plastic‖ belong to the sector of sugar-cane and ethanol and are big players and stronger even than Braskem. The focus of Braskem‘s strategies is on the clients‘ side developing cooperative relationships and seeking to develop a sustainability orientation so that end users and customers can recognize it in the products. Regarding Mercur the relationship with suppliers is guided on collaboration and cooperative development of projects and specific actions based on a sustainability orientation in processes and products. In relation to the clients there is still a lack of integration with isolated initiatives concerning sustainability management. The supply chains investigated are considered examples of the two strategic dimensions proposed by Seuring and Müller, both have similarities and peculiarities regarding the strategic integration of each focal firm in their supply chain. An outstanding result of this research refers to the drivers of sustainability, i.e, influences and motivations for companies to develop sustainable strategies applied to their supply chains. While previous researches postulate that external pressures are more decisive for the change, it was found that the internal orientation may be a strong and crucial driver for the development of sustainable strategies applied along the focal companies supply chains.

A Gestão Sustentável da Cadeia de Suprimentos (GCCS) é uma nova orientação das organizações que, através da integração de estratégias de suprimentos e sustentabilidade nas estratégias corporativas gerais, buscam maior competitividade. O objetivo da GSCS é a identificação de ameaças e oportunidades no mercado de suprimentos, sendo que a gestão estratégica da cadeia voltada à sustentabilidade estaria ligada a uma perspectiva de mudanças de processos, adequações legais e de fortalecimento das relações na cadeia, visando o compartilhamento de recompensas e riscos. No Brasil, o estudo de cadeias de suprimentos sustentáveis são ainda iniciais, mas começam a despertar o interesse de pesquisadores acadêmicos, bem como de empresas que buscam se antecipar às concorrentes e atuar de forma competitiva e responsável no mercado. O objetivo desta tese foi de analisar como se dá a integração da gestão estratégica da sustentabilidade em cadeias de suprimentos. O foco teórico deste estudo se situou na análise de cadeias de suprimentos com orientação para a sustentabilidade, principalmente, no que se refere à integração ao longo da cadeia. Para isso desenvolveu-se um modelo conceitual para análise dos relacionamentos e da integração de empresas focais e seus fornecedores e clientes. Para atingir aos objetivos propostos aplicou-se a metodologia do estudo de múltiplos casos. Foram entrevistados, portanto, representantes de empresas focais, fornecedores e clientes contemplando as cadeias de suprimentos da Braskem e da Mercur. Os resultados mostram distintas configurações estratégicas para se gerenciar a sustentabilidade nas cadeias de suprimentos. A Braskem segue uma orientação voltada ao desenvolvimento de produtos sustentáveis, com a produção do plástico verde. Já a Mercur desenvolveu uma gestão distinta internalizando os preceitos da sustentabilidade em todo o seu modelo de negócios e aplicada à sua cadeia, especialmente, aos fornecedores diretos. Já por parte da Braskem com relação aos seus fornecedores o relacionamento é permeado pelas certificações e código de conduta. Talvez por pertencer a um setor onde seus fornecedores são maiores do que a própria organização, o foco das estratégias da Braskem é voltado para seus clientes. A empresa possui relacionamentos mais cooperativos com seus clientes e busca desenvolver o conceito de sustentabilidade de seu produto com clientes e consumidores finais da sua cadeia de produção. Por sua vez, a Mercur vem desenvolvendo relacionamentos pautados na colaboração e desenvolvimento conjunto de projetos e ações específicas com seus fornecedores, visando melhorar a sustentabilidade de processos e produtos. No elo dos clientes o que existem são iniciativas isoladas com relação à gestão da sustentabilidade. Desta forma, os casos apresentados configuram-se como exemplos das duas linhas estratégicas propostas por Seuring e Müller (2008a), possuindo suas similaridades e também peculiaridades com relação à integração estratégica de cada empresa focal nas suas cadeias de suprimentos. Um resultado interessante da pesquisa se refere aos direcionadores da sustentabilidade, ou seja, influências e motivações para que empresas desenvolvam estratégias de sustentabilidade aplicadas às suas cadeias de suprimentos. Enquanto a literatura da área postula que pressões externas são mais determinantes para a mudança, constatou-se na pesquisa que a orientação pessoal e interna pode ser um direcionador forte e determinante para o desenvolvimento de estratégias de sustentabilidade aplicadas internamente às empresas, assim como às suas cadeias de suprimentos. / The Sustainable Supply Chain Management concept (SSCM) is considered the new guide for organizations that seek greater competitiveness by integrating supply strategies and sustainability into general corporate strategies. Aiming to identify threats and opportunities in the supply chain, the strategic sustainable supply chain management focuses on the perspective of changing processes, legal adjustments and the strengthening of relationships along the chain, in order to share rewards and risks. In Brazil, studies in the field are still preliminary but academic researchers have been interested on the topic as well as companies that seek to anticipate to competitors by acting in a more responsible and sustainable manner. The main objective of this PhD dissertation was to analyze how the sustainable strategies can be integrated in supply chain management. The theoretical background was developed on the traditional supply chain concept and the integration of a sustainability orientation along the chain. A conceptual model was developed to analyze the relationships and integration of focal companies and their suppliers and clients. On the methodological perspective we applied the method of multiple case studies. We have investigated representatives of two Brazilian focal companies (Braskem and Mercur) as well as their suppliers and customers. The main findings indicate the existence of distinct strategic configurations to manage sustainability in the supply chains. Braskem is orienting its strategies for develop sustainable products with the ―green plastic‖ made by sugar-cane In turn, Mercur has internalized sustainable values throughout its business model and applied to its entire supply chain, particularly to first-tier suppliers. The relationship with Braskem‘s suppliers is established based on codes of conduct and standards requirements. The company‘s suppliers for the ―green plastic‖ belong to the sector of sugar-cane and ethanol and are big players and stronger even than Braskem. The focus of Braskem‘s strategies is on the clients‘ side developing cooperative relationships and seeking to develop a sustainability orientation so that end users and customers can recognize it in the products. Regarding Mercur the relationship with suppliers is guided on collaboration and cooperative development of projects and specific actions based on a sustainability orientation in processes and products. In relation to the clients there is still a lack of integration with isolated initiatives concerning sustainability management. The supply chains investigated are considered examples of the two strategic dimensions proposed by Seuring and Müller, both have similarities and peculiarities regarding the strategic integration of each focal firm in their supply chain. An outstanding result of this research refers to the drivers of sustainability, i.e, influences and motivations for companies to develop sustainable strategies applied to their supply chains. While previous researches postulate that external pressures are more decisive for the change, it was found that the internal orientation may be a strong and crucial driver for the development of sustainable strategies applied along the focal companies supply chains.

A Gestão Sustentável da Cadeia de Suprimentos (GCCS) é uma nova orientação das organizações que, através da integração de estratégias de suprimentos e sustentabilidade nas estratégias corporativas gerais, buscam maior competitividade. O objetivo da GSCS é a identificação de ameaças e oportunidades no mercado de suprimentos, sendo que a gestão estratégica da cadeia voltada à sustentabilidade estaria ligada a uma perspectiva de mudanças de processos, adequações legais e de fortalecimento das relações na cadeia, visando o compartilhamento de recompensas e riscos. No Brasil, o estudo de cadeias de suprimentos sustentáveis são ainda iniciais, mas começam a despertar o interesse de pesquisadores acadêmicos, bem como de empresas que buscam se antecipar às concorrentes e atuar de forma competitiva e responsável no mercado. O objetivo desta tese foi de analisar como se dá a integração da gestão estratégica da sustentabilidade em cadeias de suprimentos. O foco teórico deste estudo se situou na análise de cadeias de suprimentos com orientação para a sustentabilidade, principalmente, no que se refere à integração ao longo da cadeia. Para isso desenvolveu-se um modelo conceitual para análise dos relacionamentos e da integração de empresas focais e seus fornecedores e clientes. Para atingir aos objetivos propostos aplicou-se a metodologia do estudo de múltiplos casos. Foram entrevistados, portanto, representantes de empresas focais, fornecedores e clientes contemplando as cadeias de suprimentos da Braskem e da Mercur. Os resultados mostram distintas configurações estratégicas para se gerenciar a sustentabilidade nas cadeias de suprimentos. A Braskem segue uma orientação voltada ao desenvolvimento de produtos sustentáveis, com a produção do plástico verde. Já a Mercur desenvolveu uma gestão distinta internalizando os preceitos da sustentabilidade em todo o seu modelo de negócios e aplicada à sua cadeia, especialmente, aos fornecedores diretos. Já por parte da Braskem com relação aos seus fornecedores o relacionamento é permeado pelas certificações e código de conduta. Talvez por pertencer a um setor onde seus fornecedores são maiores do que a própria organização, o foco das estratégias da Braskem é voltado para seus clientes. A empresa possui relacionamentos mais cooperativos com seus clientes e busca desenvolver o conceito de sustentabilidade de seu produto com clientes e consumidores finais da sua cadeia de produção. Por sua vez, a Mercur vem desenvolvendo relacionamentos pautados na colaboração e desenvolvimento conjunto de projetos e ações específicas com seus fornecedores, visando melhorar a sustentabilidade de processos e produtos. No elo dos clientes o que existem são iniciativas isoladas com relação à gestão da sustentabilidade. Desta forma, os casos apresentados configuram-se como exemplos das duas linhas estratégicas propostas por Seuring e Müller (2008a), possuindo suas similaridades e também peculiaridades com relação à integração estratégica de cada empresa focal nas suas cadeias de suprimentos. Um resultado interessante da pesquisa se refere aos direcionadores da sustentabilidade, ou seja, influências e motivações para que empresas desenvolvam estratégias de sustentabilidade aplicadas às suas cadeias de suprimentos. Enquanto a literatura da área postula que pressões externas são mais determinantes para a mudança, constatou-se na pesquisa que a orientação pessoal e interna pode ser um direcionador forte e determinante para o desenvolvimento de estratégias de sustentabilidade aplicadas internamente às empresas, assim como às suas cadeias de suprimentos. / The Sustainable Supply Chain Management concept (SSCM) is considered the new guide for organizations that seek greater competitiveness by integrating supply strategies and sustainability into general corporate strategies. Aiming to identify threats and opportunities in the supply chain, the strategic sustainable supply chain management focuses on the perspective of changing processes, legal adjustments and the strengthening of relationships along the chain, in order to share rewards and risks. In Brazil, studies in the field are still preliminary but academic researchers have been interested on the topic as well as companies that seek to anticipate to competitors by acting in a more responsible and sustainable manner. The main objective of this PhD dissertation was to analyze how the sustainable strategies can be integrated in supply chain management. The theoretical background was developed on the traditional supply chain concept and the integration of a sustainability orientation along the chain. A conceptual model was developed to analyze the relationships and integration of focal companies and their suppliers and clients. On the methodological perspective we applied the method of multiple case studies. We have investigated representatives of two Brazilian focal companies (Braskem and Mercur) as well as their suppliers and customers. The main findings indicate the existence of distinct strategic configurations to manage sustainability in the supply chains. Braskem is orienting its strategies for develop sustainable products with the ―green plastic‖ made by sugar-cane In turn, Mercur has internalized sustainable values throughout its business model and applied to its entire supply chain, particularly to first-tier suppliers. The relationship with Braskem‘s suppliers is established based on codes of conduct and standards requirements. The company‘s suppliers for the ―green plastic‖ belong to the sector of sugar-cane and ethanol and are big players and stronger even than Braskem. The focus of Braskem‘s strategies is on the clients‘ side developing cooperative relationships and seeking to develop a sustainability orientation so that end users and customers can recognize it in the products. Regarding Mercur the relationship with suppliers is guided on collaboration and cooperative development of projects and specific actions based on a sustainability orientation in processes and products. In relation to the clients there is still a lack of integration with isolated initiatives concerning sustainability management. The supply chains investigated are considered examples of the two strategic dimensions proposed by Seuring and Müller, both have similarities and peculiarities regarding the strategic integration of each focal firm in their supply chain. An outstanding result of this research refers to the drivers of sustainability, i.e, influences and motivations for companies to develop sustainable strategies applied to their supply chains. While previous researches postulate that external pressures are more decisive for the change, it was found that the internal orientation may be a strong and crucial driver for the development of sustainable strategies applied along the focal companies supply chains.

This thesis defends a hypothesis of transition towards sustainable development through the use of management and marketing tools within free market conditions. The main idea is the use of changing consumer preferences in favour of nature friendly products as a business opportunity.

Debatten om miljöns överlevnad är idag spridd i samhället. Redan 1987 fick FN ett stort genomslag med Brundtlandrapporten där en hållbar utveckling definieras (Frostenson & Helin, 2018). För att företag ska ta sitt ansvar och skapa ett hållbart företagande krävs en integration av ekonomiska, ekologiska och sociala aspekter i en organisations kort- och långsiktiga planering (Dyllick & Hockerts, 2002). Studien fokuserar på den ekologiska aspekten då utveckling och tillväxt måste äga rum på miljöns villkor (FN, 2012). Små och medelstora företag, SME, som är studiens andra avgränsning, står idag för ca 70 % av de globala föroreningarna (Hillary, 2017). Hur sektorn ska skapa ett hållbart företagande är svårt då verktygen som finns för ekologisk hållbarhetsstyrning är svåra att implementera direkt från stora företag (Johnson & Schaltegger, 2016), då sektorn fungerar fundamentalt annorlunda (Jenkins, 2009; Kechiche & Soparnot, 2012). Studiens utgångspunkt är att undersöka hur SME utformar sin ekologiska hållbarhetsstyrning, hur de förhåller sig till ett hållbart entreprenörskap samt hur de överkommer de interna och externa barriärer som definierats (Johnson och Schaltegger, 2016). Forskningsfrågorna undersöktes i en fallstudie hos ett medelstort tillverkande företag. Det utfördes fyra semistrukturerade intervjuer med ledande personer inom företaget samt interna styrdokument och externa rapporter undersöktes. Resultatet indikerar att små och medelstora företag utformar sin ekologiska hållbarhetsstyrning utifrån den arbetsmodell som beskrivs i ISO 14001 standarden (International Standards Organization [ISO], 2015). En miljöpolicy lägger grunden för allt fortsatt arbete och beskriver de åtaganden som görs. Arbetsgången fortsätter med analyser som mynnar ut i miljömål och en handlingsplan med ansvarsfördelning och tidsramar. Nyckeltal används för uppföljning och regelbundna revisioner utförs av externa revisorer. Fallstudien indikerar också att den mest framträdande barriären inom små och medelstora företags implementering av verktyg för hållbarhetsstyrning är bristen på kompetens. Det övervinns genom anlitande av expertkompetens hos konsulter. Det undersökta fallföretaget har ekologisk hållbarhet som konkurrensstrategi vilket innebär att de ser affärsmöjligheter i att lösa hållbarhetsproblem och på så sätt förhåller sig till ett hållbart entreprenörskap (Shepherd & Patzelt, 2011). Av effectuation och causation så är causation den dominerande logiken i beslutsprocesser när företag huvudsakligen utgår från målstyrning. / The debate about the survival of the environment is spread throughout society today. Already in 1987, the UN had a major impact with the Brundtland Report, which defines sustainable development (Frostenson & Helin, 2018). For companies to take responsibility and create sustainable business, integration of economic, ecological and social aspects into an organization's short and long-term planning is required (Dyllick & Hockerts, 2002). This study focuses on the ecological aspect because development and growth must take place on environmental conditions (UN, 2012). Small and medium-sized companies, SMEs, which are the second boundary of this study, currently account for about 70% of global pollution (Hillary, 2017). How SMEs should be able to create a sustainable business is difficult as the tools available for ecological sustainability management are difficult to implement directly from large companies (Johnson & Schaltegger, 2016), as SMEs are fundamentally different (Jenkins, 2009; Kechiche & Soparnot, 2012). The study examines how SMEs design their ecological sustainability management and how they relate to sustainable entrepreneurship. How SMEs overcome the internal and external barriers defined in previous studies (Johnson & Schaltegger, 2016), will also be investigated. The research questions were investigated in a case study in a medium-sized manufacturing company. Four semi-structured interviews were conducted with managers and internal control documents and external reports were also investigated. The results indicate that SMEs design their ecological sustainability management based on the working model described in the ISO 14001 standard (International Standards Organization [ISO], 2015). The environmental policy lays the foundation for all continued work and describes the commitments that are made. The process continues with analyzes that lead to environmental goals and an action plan with responsibilities and time frames. Key performance indicators are used for monitoring and regular audits are performed by external auditors. The case study also indicates that the most prominent barrier in SMEs implementation of sustainability management tools is the lack of competence. It is overcome by employing expertise from consultants. The surveyed company has ecological sustainability as a competitive strategy, which means that they see business opportunities in solving sustainability problems and thus relate to sustainable entrepreneurship (Shepherd & Patzelt, 2011). By effectuation and causation, causation is the dominant logic in decision-making processes when companies are primarily based on goal management.

Inom området hållbarhetsledning så finns det många verktyg som har utvecklats för att hjälpa företag att adressera och hantera olika delar av hållbarhet. Mängden verktyg som finns tillgängliga innebär att det är en utmaning i sig att välja det bästa möjliga verktyget för ett givet företag. För små och medelstora företag finns ytterligare svårigheter inom de flesta delar av hållbarhetsledning, framför allt på grund av begränsade resurser. En av dessa utmaningar är att hitta och implementera lämpliga och användbara hållbarhetsledningsverktyg. Många hållbarhetsledningsverktyg fokuserar på olika områden av hållbarhet, indelade i indikatorer. Olika industrier har olika verktyg som är utvecklade för och passar dem, och lägger olika vikt vid indikatorer baserat på vilken påverkan industrin har inom hållbarhetsområdet. Utöver detta har företag olika krav på hållbarhetsledningsverktyg, baserat på deras unika omständigheter, påverkan, resurser och existerade hållbarhetsarbete. En metod för att hantera valet av verktyg är därför att matcha verktyg och företag baserat på indikatorer och faktorerna beskrivna ovan. Detta projekt försöker förenkla processen att välja verktyg genom att skapa en strukturerad modell för urvalsprocessen, baserad på hållbarhetsindikatorer, och att testa den genom att skapa en verktygslåda med kombinationer av verktyg för två fallstudieföretag. Verktygslådan framtagen i projektet innehåller verktyg företaget använder i nuläget, verktyg som föreslås som komplement, och verktyg som är onödiga att fokusera på då använda verktyg täcker ekvivalenta indikatorer. I det här projektet utfördes två jämförande kartläggningar av verktyg och indikatorer för att testa modellen. Detta baserades på information om verktyg och vilka indikatorer de täcker, tillsammans med information om nuläge och hållbarhetsarbete hos två medelstora svenska företag. De båda företagen är Houdini, som arbetar med produktion och försäljning av kläder, och Jämtkraft, från energisektorn. Den utvecklade modellen kunde användas för att generera förslag på verktygslådor för de båda fallen. Dock visade dessa verktygslådor även modellens begränsningar och brister, såsom exkluderingen av verktyg som inte använder indikatorer, och antagandena att verktygen passar medelstora företag lika bra och producerar lika bra resultat om de täcker samma indikatorer. Projektets slutsats är därför att det är möjligt att använda den här modellen för att välja verktyg baserat på indikatorer, men dess användning begränsas av vad som exkluderas. Dock bör fortsatt vidareutveckling av modellen kunna lösa dessa problem. / Within sustainability management, there are several sustainability management tools which have been developed to help companies address disparate aspects of sustainability. This multitude of options means that selecting the best possible tool for companies is a challenge in and of itself. In the case of small- and medium sized companies, there are additional difficulties in regard to most aspects of sustainability management, primarily due to a lack of resources. Among these challenges are finding and implementing suitable and useful sustainability management tools. This project attempts to simplify the tool selection process, by creating a structured tool selection model based on sustainability key performance indicators. A large number of sustainability management tools are focused on different areas of sustainability, often divided into some form of indicators. Different industries have different tools available and suitable for them, and different priorities among sustainability performance indicators, based on which impacts and effects the industry has on sustainability. Individual companies have differing requirements on sustainability management tools as well, based on unique circumstances, impacts, available resources, and existing sustainability measures. One way to handle tool selection is thus to match tools to companies, based on indicators and the factors described above. The intention for this project is to create a model for simplifying tool selection, and to test it by creating suggested combination of tools, a “toolbox”, to use for two case companies. The toolbox includes which tools are currently used, suggestions for which additional tools should be implemented to cover indicator gaps, and which tools are unnecessary to focus on, since used tools cover equivalent indicators. In this project, two mappings of tools and indicators were performed to test the model. This was based on information gathered about the tools and which indicators they cover, combined with information about the conditions and sustainability work from two Swedish medium sized companies. The selected companies were Houdini, from the Swedish clothing retail industry, and Jämtkraft, from the Swedish energy sector. The model can be used to generate toolbox suggestion for these cases. However, there are several limitations to this model, such as the exclusion of non-indicator focused tools, and the assumptions that these sustainability tools produce equal results and are useful for medium sized companies. The conclusion is reached that a decision-making process based on indicators is possible, but there are several important considerations not included within this specific model which limits its potential use. Further development of this model can be done to remedy these shortcomings.

This paper-based dissertation comprises three essays dealing with sustainability management and reporting from a capital market perspective and their implications on capital markets. The dissertation is divided into four chapters. The first chapter provides a general overview of the research context by outlining the structure and aims of the dissertation and introducing the three manuscripts. The second chapter corresponds to the first manuscript and analyses how a chief sustainability officer influences sustainability reporting. The third chapter corresponds to the second manuscript and analyses how sustainability key performance indicators affect sustainability performance. The fourth and final chapter corresponds with the third manuscript. It deals with the question of how analysts perceive and evaluate different stages of sustainability strategy: a standalone sustainability strategy and sustainability integrated into the corporate strategy.

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