## 2 Methods
### Framework Development

Table 2: SE concepts [23; 57] as required criteria in the developed framework. **Step 4: Analyze and Optimize. **  
To analyze the outcomes of steps 1-3, we looked at the NSVC system, including its subsystems. The SDG integration process is a top-down approach that starts with commitment and relies on knowledge, education, and communication flow among stakeholders. Therefore, seeking evidence to validate the framework can be achieved by reviewing the sustainability reports coming out of the industry. In this step, we aim to define which factors drive SDG integration within the NSVC. Reviewing the empirical findings on the SDGs in Norway and in the NSVC can define insight factors that can drive the merge between the SDGs and NSVC or other factors that will add to the complexity of this integration. **Step 5: Design and Solve. **  
This step aimed to design a framework solution that can allow for gaining holistic multi-stakeholders insight. Elements defined in the previous steps were deployed in a conceptual structure (see Table 3). The proposed framework is composed of five steps, summed in the acronym (TCSAS) (see Figure 3), to be applied on the value chain as a targeted system. **First step**: Review the status of the existing commitments to the SDGs by the system's stakeholders. It is important to identify where the system is located, between governmental commitment to the SDGs and the voluntary commitment by academia and industrial sectors. **Second step**: A complexity analysis of the system to define obstacles and drives for SDG integration. The system's complexity will be approached by reviewing the system's three dimensions: structure, dynamic (operations), and sociopolitical [58; 59]. **Third step**: Identify the sys  
Figure 2: Conceptual scheme for SDG integration into value chains. \begin{table}
\begin{tabular}{c c} \hline \hline
**Variables** & **Reasoning** \\ \hline
**Commitment** & Agenda 2030: Top governmental commitment. \\  & SDG: Voluntary stakeholders’ commitment. \\ \hline
**Complexity** & Obstacles, incentives, and enablers for the integration of a global agenda. \\ \hline
**Communication** & SDG 17: Creating partnerships through communication. \\  & Flow of information to support the system and \\  & SDG integration. \\ \hline
**System’s Data** & System’s ability to measure performance in relation to SDGs \\  & and provide supporting data. \\ \hline
**Sustainability KPI** & Optimum form of a goal’s integration in a company’s strategy. \\ \hline \hline \end{tabular}
\end{table} 
Table 3: Summary of the conceptual variables as elaborated by the authors. tem's communication channels between the stakeholders and the operational structure (company/corporation). Highlight the presence of the SDG in stakeholders' communications and in the operational responding communications. **Fourth step**: Align the system's existing data pool with the SDG and its associated global indicators framework. Identify existing data that serves SDG indicators and the needed measurable parameters to reflect the system's SDG progress track. **Fifth step**: How SDGs are being adopted as key performance indicators within the culture and practice of the company. Sustainability KPIs must be fit for corporate reporting and public communication on SDGs, rising from a supportive body of knowledge and cutting-edge scientific findings. Tag system's location on the commitment map  
Complexity  
We reviewed the Norwegian government's official follow-up report on the SDGs, which is publicly available on the ministry of foreign affairs website. In a list published by salmonbuisness.com for the largest salmon producers in 2019, classified according to their production size in kilotons per year, 11 out of the top 20 companies were Norwegian. We reviewed these 11 companies and found that four of them do not have the practice of annual sustainability reports, and one company has no mention of the SDGs. The selected six companies are the largest producers in Norway and do have annually released sustainability reports.