<h1>Abstract</h1><p>At the UN Conference on Environment and Development in 1992 the nations stated that traditional environmental policies were not sufficient to handle the multidimensional challenges posed by sustainable development. Governments needed to broaden their political decision making procedures in order to coordinate and integrate environmental, social and economic policies. Therefore a new tool was introduced in Agenda 21, National Strategies for Sustainable Development (NSDS). The aim of an NSDS would be to bring together actors from all parts of society to jointly reach a consensus on how to work towards the vision of a sustainable society. An NSDS would be seen as a strategic tool to help focus national policies for SD. The NSDS should be an iterative learning process consisting of phases of situation analysis, policy formulation, implementation, follow-up and independent audits. Commitment in the highest political level and institutional leadership would be necessary to give legitimacy and ensure continuity in the process. </p><p>Sweden formulated its first NSDS in March 2002. The strategy has been revised twice since then, in 2004 and 2006, all formulated by Social Democratic governments. In the autumn of 2006 a new Right-wing Cabinet with four parties was installed in the government offices.  The main problem raised in this thesis is how the 2002-2006 Social Democratic Government organized the work with the 2006 strategy and how the Right-wing Government has chosen to continue these efforts. The aim is also to discuss some short-comings in the process and to discern which political role the strategy plays today.</p><p>The thesis uses a qualitative and descriptive approach to the problem. Empirical data were collected through six interviews and literature studies performed in the spring of 2008.  The starting point for the literature studies was a special issue in <em>the European Environment No. 17/2007 </em>where a number of scientific articles concerning national strategies for sustainable development were published.</p><p>It is showed that during the Social Democratic government there were institutional mechanisms designed for cross-sectoral co-operation, participation and implementation of the strategy, e.g a Co-ordination unit for sustainable development in the government offices, as well as a Council for sustainable development which were to facilitate local implementation of the strategy. Still, the strategy did not enjoy a high-level political status; regional strategies funded by the EU gained much more governmental attention. The NSDS strategy was formulated by civil servants at the government offices and the Council for SD was only invited as the strategy was to be implemented in local contexts. In many ways it seems that the Social Democratic government did not wish to establish the kind of broad and participative process that characterizes an ideal NSDS.</p><p>However, in 2006 an intense implementation process got underway in 15 municipalities, coordinated by the Council for SD. At the end of 2006, however, the process ceased as the new Cabinet decided to discontinue the Co-ordination unit and the Council for SD. Instead a new Commission for Sustainable Development, chaired by the Prime Minister, was initiated in 2007. The Commission is to promote cross-sectoral cooperation and link government with Swedish industry and scientific field. Today, the strategy plays a highly marginal role in Swedish SD-policies. The strategy has not been with-drawn by the new government, but there is no activism around the strategy and it carries only a symbolic meaning in international contexts. </p><p> </p> / <h1><em>Sammanfattning</em></h1><p>DATUM:                             2009-06-14</p><p>NIVÅ:                                 Magisteruppsats i Företagsekonomi med inriktning mot                                             ekologisk ekonomi, 15 hp</p><p>FÖRFATTARE:                   Maarit Nurkkala</p><p>Maarit.k.nurkkala@gmail.com</p><p> </p><p>HANDLEDARE:                 Sylvia Dovlén</p><p>TITEL:                                Den svenska nationella strategin för hållbar utveckling. En process av betydelse eller bara ett anonymt dokument?</p><p>PROBLEM:                         Sedan 2002 har Sverige en nationell strategi för hållbar utveckling, som ska vara ett strategiskt redskap för regeringen att samordna politiken inom ekonomi, miljö och sociala frågor. Den nu gällande versionen presenterades av socialdemokratiska regeringen 2006. Frågorna som denna uppsats velat besvara är: Hur lade den socialdemokratiska regeringen upp strategiarbetet och hur valde den borgerliga regeringen att fortsätta detta arbete?  Vilka brister kan urskönjas? Vilken betydelse har strategin för regeringen Reinfeldt?</p><p>SYFTE:                               Syftet med denna uppsats är att mot bakgrund av tidigare svensk miljö- och hållbarhetspolitik undersöka hur regeringen organiserat och genomfört arbetet med den nationella hållbarhetsstrategin. Tyngdpunkten för analysen ligger på den nu gällande strategin ”Strategiska utmaningar – En vidareutveckling av svensk strategi för hållbar utveckling” (Skrivelse Skr. 2005/06:126).  Syftet är även att granska vilken betydelse strategin har för regeringen.</p><p>METOD:                             I uppsatsen har en deskriptiv metod använts, och materialet har samlats in med hjälp av intervjuer och litteraturstudier. I litteraturstudierna har utgångspunkten varit en särskild utgåva i <em>European Environment</em> nr 17/2007 med vetenskapliga artiklar om nationella hållbarhetsstrategier. Vidare litteratursökning har gjorts på Mälardalens högskolas bibliotek i Västerås samt på internet.</p><p>RESULTAT:                        Under 2006 växte det under det socialdemokratiska styret fram en process, där det fanns mekanismer för implementering och initiativ till deltagande togs, om än först i implementeringsskedet. Strategin blev dock i mycket en socialdemokratisk deklaration för hållbarhet, snarare än en nationellt ägd strategi. Den borgerliga regeringen har inte tagit strategin till sig och den process som var i gång 2006 avbröts. Det finns idag ingen aktivitet runt strategin och den har endast en kosmetisk betydelse.</p>

Abstract At the UN Conference on Environment and Development in 1992 the nations stated that traditional environmental policies were not sufficient to handle the multidimensional challenges posed by sustainable development. Governments needed to broaden their political decision making procedures in order to coordinate and integrate environmental, social and economic policies. Therefore a new tool was introduced in Agenda 21, National Strategies for Sustainable Development (NSDS). The aim of an NSDS would be to bring together actors from all parts of society to jointly reach a consensus on how to work towards the vision of a sustainable society. An NSDS would be seen as a strategic tool to help focus national policies for SD. The NSDS should be an iterative learning process consisting of phases of situation analysis, policy formulation, implementation, follow-up and independent audits. Commitment in the highest political level and institutional leadership would be necessary to give legitimacy and ensure continuity in the process.  Sweden formulated its first NSDS in March 2002. The strategy has been revised twice since then, in 2004 and 2006, all formulated by Social Democratic governments. In the autumn of 2006 a new Right-wing Cabinet with four parties was installed in the government offices.  The main problem raised in this thesis is how the 2002-2006 Social Democratic Government organized the work with the 2006 strategy and how the Right-wing Government has chosen to continue these efforts. The aim is also to discuss some short-comings in the process and to discern which political role the strategy plays today. The thesis uses a qualitative and descriptive approach to the problem. Empirical data were collected through six interviews and literature studies performed in the spring of 2008.  The starting point for the literature studies was a special issue in the European Environment No. 17/2007 where a number of scientific articles concerning national strategies for sustainable development were published. It is showed that during the Social Democratic government there were institutional mechanisms designed for cross-sectoral co-operation, participation and implementation of the strategy, e.g a Co-ordination unit for sustainable development in the government offices, as well as a Council for sustainable development which were to facilitate local implementation of the strategy. Still, the strategy did not enjoy a high-level political status; regional strategies funded by the EU gained much more governmental attention. The NSDS strategy was formulated by civil servants at the government offices and the Council for SD was only invited as the strategy was to be implemented in local contexts. In many ways it seems that the Social Democratic government did not wish to establish the kind of broad and participative process that characterizes an ideal NSDS. However, in 2006 an intense implementation process got underway in 15 municipalities, coordinated by the Council for SD. At the end of 2006, however, the process ceased as the new Cabinet decided to discontinue the Co-ordination unit and the Council for SD. Instead a new Commission for Sustainable Development, chaired by the Prime Minister, was initiated in 2007. The Commission is to promote cross-sectoral cooperation and link government with Swedish industry and scientific field. Today, the strategy plays a highly marginal role in Swedish SD-policies. The strategy has not been with-drawn by the new government, but there is no activism around the strategy and it carries only a symbolic meaning in international contexts. / Sammanfattning DATUM:                             2009-06-14 NIVÅ:                                 Magisteruppsats i Företagsekonomi med inriktning mot                                             ekologisk ekonomi, 15 hp FÖRFATTARE:                   Maarit Nurkkala Maarit.k.nurkkala@gmail.com   HANDLEDARE:                 Sylvia Dovlén TITEL:                                Den svenska nationella strategin för hållbar utveckling. En process av betydelse eller bara ett anonymt dokument? PROBLEM:                         Sedan 2002 har Sverige en nationell strategi för hållbar utveckling, som ska vara ett strategiskt redskap för regeringen att samordna politiken inom ekonomi, miljö och sociala frågor. Den nu gällande versionen presenterades av socialdemokratiska regeringen 2006. Frågorna som denna uppsats velat besvara är: Hur lade den socialdemokratiska regeringen upp strategiarbetet och hur valde den borgerliga regeringen att fortsätta detta arbete?  Vilka brister kan urskönjas? Vilken betydelse har strategin för regeringen Reinfeldt? SYFTE:                               Syftet med denna uppsats är att mot bakgrund av tidigare svensk miljö- och hållbarhetspolitik undersöka hur regeringen organiserat och genomfört arbetet med den nationella hållbarhetsstrategin. Tyngdpunkten för analysen ligger på den nu gällande strategin ”Strategiska utmaningar – En vidareutveckling av svensk strategi för hållbar utveckling” (Skrivelse Skr. 2005/06:126).  Syftet är även att granska vilken betydelse strategin har för regeringen. METOD:                             I uppsatsen har en deskriptiv metod använts, och materialet har samlats in med hjälp av intervjuer och litteraturstudier. I litteraturstudierna har utgångspunkten varit en särskild utgåva i European Environment nr 17/2007 med vetenskapliga artiklar om nationella hållbarhetsstrategier. Vidare litteratursökning har gjorts på Mälardalens högskolas bibliotek i Västerås samt på internet. RESULTAT:                        Under 2006 växte det under det socialdemokratiska styret fram en process, där det fanns mekanismer för implementering och initiativ till deltagande togs, om än först i implementeringsskedet. Strategin blev dock i mycket en socialdemokratisk deklaration för hållbarhet, snarare än en nationellt ägd strategi. Den borgerliga regeringen har inte tagit strategin till sig och den process som var i gång 2006 avbröts. Det finns idag ingen aktivitet runt strategin och den har endast en kosmetisk betydelse.

<p><p><strong>Level:                           </strong>Master thesis in Business administration with concentration towards Ecological economics</p><p><strong> </strong></p><p><strong>Title:             </strong>Combating climate change – a case study of Statoil’s climate strategy<strong></strong></p><p><strong> </strong></p><p><strong>Problem:       </strong>The world is facing an environmental situation where we no longer can ignore problems like climate change, losses of species and an overall environmental degradation. Many actors have to take their responsibility and do as much as they can for a sustainable development. One crucial actor is the business world. Often, they both have the knowledge and financial power to make a difference. Higher environmental regulations and pressure from stakeholders, such as the Swedish government or the EU, forces companies to consider the environment while doing business. This requires a strategy.<strong></strong></p><p><strong> </strong></p><p><strong>Purpose:       </strong>The purpose with the essay is to identify and study Statoil’s climate strategy.  We also want to identify the most important internal and external factors that are affecting the strategy.</p><p><strong> </strong></p><p><strong>Method:       </strong>The thesis is based on a qualitative method made up by two parts, interviews and literature studies. We made one informant interview and two respondent interviews with two environmental executives from Statoil AB.<strong></strong></p><p><strong> </strong></p><p><strong>Results:        </strong>Statoil has a mainly pro-active strategy and are very ambiguous in the climate question, although their strategy is highly affected by the surrounding. Developing new technologies, cooperation and profiling are the main parts of their strategy. They are affected by the dominating discourse ecological modernization, as well as by the organizational field. They are in turn affecting the field by their offensive strategy. The customers and the legal framework are the most important external factors of impact. Whereas the corporate group StatoilHydro and financial resources are the most important internal factors. <strong></strong></p><p><strong> </strong></p><p><strong>Keywords:    </strong>Climate strategy, environmental strategy, responsible company, greening, ecological modernization</p><p> </p></p><p> </p>

Level:                           Master thesis in Business administration with concentration towards Ecological economics   Title:             Combating climate change – a case study of Statoil’s climate strategy   Problem:       The world is facing an environmental situation where we no longer can ignore problems like climate change, losses of species and an overall environmental degradation. Many actors have to take their responsibility and do as much as they can for a sustainable development. One crucial actor is the business world. Often, they both have the knowledge and financial power to make a difference. Higher environmental regulations and pressure from stakeholders, such as the Swedish government or the EU, forces companies to consider the environment while doing business. This requires a strategy.   Purpose:       The purpose with the essay is to identify and study Statoil’s climate strategy.  We also want to identify the most important internal and external factors that are affecting the strategy.   Method:       The thesis is based on a qualitative method made up by two parts, interviews and literature studies. We made one informant interview and two respondent interviews with two environmental executives from Statoil AB.   Results:        Statoil has a mainly pro-active strategy and are very ambiguous in the climate question, although their strategy is highly affected by the surrounding. Developing new technologies, cooperation and profiling are the main parts of their strategy. They are affected by the dominating discourse ecological modernization, as well as by the organizational field. They are in turn affecting the field by their offensive strategy. The customers and the legal framework are the most important external factors of impact. Whereas the corporate group StatoilHydro and financial resources are the most important internal factors.   Keywords:    Climate strategy, environmental strategy, responsible company, greening, ecological modernization