Climate change "*" indicates required fields Company identity & structure Company identity & structure*SBU Name* Industry classification Please select your company’s Standard Industrial Classification (SIC) Code from the list below: if you are active in multiple industries, select the one where you have the most of your revenues Industry classification* Section A: Agriculture, Forestry and Fishing Section B: Mining and Quarrying Section C: Manufacturing Section D: Electricity, gas, steam and air conditioning supply Section E: Water supply, sewerage, waste management and remediation activities Section F: Construction Section G: Wholesale and retail trade; repair of motor vehicles and motorcycles Section H: Transportation and storage Section I: Accommodation and food service activities Section J: Information and communication Section K: Financial and insurance activities Section L: Real estate activities Section M: Professional, scientific and technical activities Section N: Administrative and support service activities Section O: Public administration and defense; compulsory social security Section P: Education Section Q: Human health and social work activities Section R: Arts, entertainment and recreation Section S: Other service activities Section T: Activities of households as employers; undifferentiated goods- and services-producing activities of households for own use Section U: Activities of extraterritorial organizations and bodies Your Sustainable Development Orientation Na doorklikken specifieke keuze formulier met volgende vragen; SDG Depth* Our business objectives are strongly influenced by these SDGs. We monitor our orientation and commitment to these SDGs. Our company takes these SDGs very seriously. Our company is firmly committed to these SDGs. SDG Distribution* We have attention for these SDGs across all relevant departments. We communicate about these SDGs across all relevant hierarchical levels of our organization. In our organization, we collaborate on these SDGs across organizational boundaries. SDG Selection* In our organization, we frequently conduct an in-depth analysis of trends related to these SDGs. We systematically track and monitor trends related to these SDG. In our industry, we are always among the first to learn about new developments related to these SDGs. Stakeholder, Institutional Drivers, Resources, and Strategic FlexibilityStakeholder monitoring* In our organization, we often carry out an extensive stakeholder analysis. Our stakeholders do not have any secrets from us. In our organization, we systematically monitor developments that influence our stakeholders. Stakeholders’ needs and complaints are systematically registered in our organization. In our industry, we are always the first to know what’s going on with our stakeholders. Stakeholder involvement* Our main stakeholders are highly involved in our processes, decision-making, and implementation efforts. Our main stakeholders show strong commitment and take great responsibility for the success of our organization. There is a high level of coordination and alignment with our stakeholders. Institutional drivers, adopted from Scott (2008)* In my organization, our business practices closely align with those of industry leaders. We are always the first to adopt new practices of the leading companies in our industry. When leading competitors introduce a new business practice, we are among the first to adopt it. Strategic flexibility, adopted from Volberda et al 2012* Our organization can easily add new products/services to the existing assortment. In our organization, we frequently adopt new technologies. Our organization is very active in creating new product–market combinations. In our organization, we strive to mitigate risks by ensuring that we have products and services at various stages of their life cycles. Resources driver:Explorative innovation Capability, adopted from (2006); Jansen et al. (2006); McWilliams and Siegel (2000); Verwaal (2017)* Our organization extensively responds to demands beyond our current product or service offerings. We actively develop new products and/or services. We frequently experiment with new products and/or services in our local market. We regularly introduce products or services that are entirely new to our organization. We proactively explore new opportunities in emerging or untapped markets. We extensively utilize new distribution channels. We consistently search for and approach new customers in new markets. Corporate Reputation, adopted from Chun (2005); Lamotte et al. (2021)* Our company’s brand is widely recognized and trusted by customers. Our corporate reputation is excellently positive among stakeholders and the public. Customers consistently express trust and goodwill toward our company. Our company holds significant influence and credibility within its industry. Innovative culture, adopted from Martín-de Castro et al. (2013)* Our company strongly promotes creativity and innovation, considering the generation of new ideas a core cultural value. We maintain a highly cohesive system of values, beliefs, and objectives, all firmly focused on driving innovation. Our company vigorously encourages bold experimentation and innovative approaches to significantly enhance work processes. Organizational structure, adopted from Van der Weerdt et al 2012.* Our organization uses extensive and structured systems for planning and control. In our organization, the division of work is defined in detailed descriptions of jobs and tasks. In our organization, everything has been laid down in rules. In our organization, there are a lot of consultation bodies. Nonroutine technology* Our organization is up-to-date regarding ‘know-how’. Our equipment and information systems can be used for multiple purposes. Our employees master a broad range methods of production and operations. The layout and set-up of our primary process can be changed easily. Knowledge drivers adapt to SDGs* Our unit regularly engages with corporate headquarters to share and acquire knowledge relevant to advancing our SDG initiatives Employees frequently visit other branches to exchange best practices on sustainability and responsible operations We actively collect sustainability insights through informal networks, such as discussions with peers in the industry and collaboration with sustainability partners. We are progressively enhancing cross-divisional engagement to better align sustainability strategies. Our unit routinely organizes stakeholder meetings to co-create sustainable solutions and innovations. Employees consistently seek advice from external experts, including ESG consultants and policy advisors. We are continuously improving our ability to detect and interpret emerging sustainability-related risks and trends. We rapidly recognize new opportunities that align with client needs and support SDG outcomes. We respond efficiently and proactively to evolving sustainability demands from markets, regulators, and other stakeholders. Absorptive Capacity to SDGs* Our unit regularly considers sustainability trends when developing new products and services. Employees consistently document newly acquired SDG-related knowledge for future use. New external sustainability insights are quickly and effectively integrated with existing knowledge. Practical sustainability experiences are rarely shared within the unit. We often struggle to identify opportunities from external SDG knowledge. Our unit periodically discusses market trends and sustainable product development. Roles and responsibilities in sustainability efforts are clearly defined. Client feedback on sustainability issues is frequently ignored. Our unit clearly organizes tasks to support sustainable practices. We actively seek better ways to apply sustainability knowledge. Implementing sustainable products and services is often difficult for our unit. Employees generally share a common understanding of our sustainable offerings. Partnership capability, adopted from Mitrega et al. (2012)* Our organization systematically identifies and rigorously evaluates potential business partners based on strategic alignment and resource capabilities. We proactively communicate our relational successes and consistently highlight our strengths to attract high-value partners. Our teams actively collaborate with partners to share critical insights and jointly develop tailored solutions. We consistently clarify mutual goals and maintain transparent dialogue with partners to ensure operational cohesion. Our employees deliberately build close social ties with partners and strategically engage stakeholders across functions. Our organization effectively resolves conflicts using formal protocols and comprehensively trains employees to handle disputes. We continuously monitor partner performance against metrics and decisively terminate underperforming relationships. We rigorously assess the profitability, costs, and risks of partnerships to ensure financial and strategic viability. Sustainable Development Strategy Process* Sustainable development is included in the firm’s strategic planning process. Sustainable development strategy is well connected to the firm’s strategic goals. Sustainable development impact is measured in terms of its contributions to the firm’s strategic success. Sustainability development execution is well embedded in our organization. Global value chain monitoring (3 datapoints per partner)Partner Name:*Location (Country):* AfghanistanAlbaniaAlgeriaAmerican SamoaAndorraAngolaAnguillaAntarcticaAntigua and BarbudaArgentinaArmeniaArubaAustraliaAustriaAzerbaijanBahamasBahrainBangladeshBarbadosBelarusBelgiumBelizeBeninBermudaBhutanBoliviaBonaire, Sint Eustatius and SabaBosnia and HerzegovinaBotswanaBouvet IslandBrazilBritish Indian Ocean TerritoryBrunei DarussalamBulgariaBurkina FasoBurundiCabo VerdeCambodiaCameroonCanadaCayman IslandsCentral African RepublicChadChileChinaChristmas IslandCocos IslandsColombiaComorosCongoCongo, Democratic Republic of theCook IslandsCosta RicaCroatiaCubaCuraçaoCyprusCzechiaCôte d'IvoireDenmarkDjiboutiDominicaDominican RepublicEcuadorEgyptEl SalvadorEquatorial GuineaEritreaEstoniaEswatiniEthiopiaFalkland IslandsFaroe IslandsFijiFinlandFranceFrench GuianaFrench PolynesiaFrench Southern TerritoriesGabonGambiaGeorgiaGermanyGhanaGibraltarGreeceGreenlandGrenadaGuadeloupeGuamGuatemalaGuernseyGuineaGuinea-BissauGuyanaHaitiHeard Island and McDonald IslandsHoly SeeHondurasHong KongHungaryIcelandIndiaIndonesiaIranIraqIrelandIsle of ManIsraelItalyJamaicaJapanJerseyJordanKazakhstanKenyaKiribatiKorea, Democratic People's Republic ofKorea, Republic ofKuwaitKyrgyzstanLao People's Democratic RepublicLatviaLebanonLesothoLiberiaLibyaLiechtensteinLithuaniaLuxembourgMacaoMadagascarMalawiMalaysiaMaldivesMaliMaltaMarshall IslandsMartiniqueMauritaniaMauritiusMayotteMexicoMicronesiaMoldovaMonacoMongoliaMontenegroMontserratMoroccoMozambiqueMyanmarNamibiaNauruNepalNetherlandsNew CaledoniaNew ZealandNicaraguaNigerNigeriaNiueNorfolk IslandNorth MacedoniaNorthern Mariana IslandsNorwayOmanPakistanPalauPalestine, State ofPanamaPapua New GuineaParaguayPeruPhilippinesPitcairnPolandPortugalPuerto RicoQatarRomaniaRussian FederationRwandaRéunionSaint BarthélemySaint Helena, Ascension and Tristan da CunhaSaint Kitts and NevisSaint LuciaSaint MartinSaint Pierre and MiquelonSaint Vincent and the GrenadinesSamoaSan MarinoSao Tome and PrincipeSaudi ArabiaSenegalSerbiaSeychellesSierra LeoneSingaporeSint MaartenSlovakiaSloveniaSolomon IslandsSomaliaSouth AfricaSouth Georgia and the South Sandwich IslandsSouth SudanSpainSri LankaSudanSurinameSvalbard and Jan MayenSwedenSwitzerlandSyria Arab RepublicTaiwanTajikistanTanzania, the United Republic ofThailandTimor-LesteTogoTokelauTongaTrinidad and TobagoTunisiaTurkmenistanTurks and Caicos IslandsTuvaluTürkiyeUS Minor Outlying IslandsUgandaUkraineUnited Arab EmiratesUnited KingdomUnited StatesUruguayUzbekistanVanuatuVenezuelaViet NamVirgin Islands, BritishVirgin Islands, U.S.Wallis and FutunaWestern SaharaYemenZambiaZimbabweÅland Islands Country Nature of strategic partnership:* Manufacturing Technology development Distribution Marketing Sales Services Logistics Commodities SDG Depth For the SDGs that you focus on, indicate your agreement with the following statements. (Adapted from Deshpande, 1998. Klein et al 2001) Our business objectives are strongly influenced by these SDGs*7654321We monitor our orientation and commitment to these SDGs*7654321Our company takes these SDGs very seriously*7654321Our company is firmly committed to these SDGs*7654321
