## 2 Methods
### Framework Application  
**First step:** Tag the Norwegian salmon value chain on the SDG stakeholders' commitment map. There is a clear governmental commitment toward the SDGs since their announcement in 2015. \"At a time when we need more, not less, global cooperation, the 2030 Agenda for Sustainable Development is the roadmap ensures everyone wins, even at the national level\"--quote from Norwegian Prime Minister [PERSON] at UN General Assembly 2019. There is a Norwegian governmental follow-up on the progress of the SDG transitional process [61]. At the industrial level **(private sector)**, the national association for seafood producers in Norway reported \"aiming to contribute\" to the progress of SDG achievement [82]. Annual sustainability reports from major companies in the NSVC mentioned the SDGs and presented the company's efforts toward their progress [69]. In 2016, corporate leaders and CEOs of the salmon industry in Norway and 12 other countries included the SDGs as part of the Global Salmon Initiative (GSI), with a clear voluntary commitment to the SDGs [83]. A National Committee for Agenda 2030 (SDG Norway) in higher education was formed in 2018 to strengthen the role of universities as relevant actors in the global endeavor raised by Agenda 2030 [73]. Evidence of commitment to the SDGs was found in the system's three most involved stakeholders: government, academia, and industry (see Figure 4). **Second step:** Complexity analysis of the system's structure. By reviewing the NSVC's structure [84; 85; 24; 86; 28], we identified certain structural, dynamic, and sociopolitical elements in the system that might add to or reduce its level of complexity in relation to SDG integration (see Table 5). \begin{table}
\begin{tabular}{c c c c c c} \hline \hline
**Complexity Category** & **Complexity Element** & **Adding** & **Reducing** & & **Reason** \\ \hline \multirow{5}{*}{**Structural**} & Geographical expansion & 0 & 1 & \(\bullet\) & International perspective, raise interest in SDG. \\ \cline{2-6}  & Multiple operational subsystems & 1 & 0 & \(\bullet\) & Require continuous/extended control and data acquisition. \\ \cline{2-6}  & Environment (marine and land) & 1 & 1 & \(\bullet\) & Norway’s environment is regulated and monitored. \\ \cline{1-1} \cline{2-6}  & Environment (marine and land) & 1 & 1 & \(\bullet\) & Raw material from multiple countries. \\ \cline{1-1} \cline{2-6}  & & & & & \\ \cline{1-1} \cline{2-6}  & & & & & \\ \end{tabular}
\end{table} 
Table 5: NSVC system’s complexity in relation to SDGs. Figure 4: Stakeholders’ commitment to SDGs. **Third step:** System's communication channels. The SDGs are present in stakeholders' communications and the associated literature. The NSVC information pool is nourished by input from institutions that are committed to the SDGs. This input is communicated through the channels of published research literature and education discourse [87] for professionals who serve the industry. The engagement of a broad range of researchers in scholarly discussions about SDG implementation is central [88]. Expanding the discussion to involve more groups of interest in the NSVC can be described as an area for further development. The system is regulated by governmental institutions that are committed to the SDGs; this is clearly communicated in the media, official websites, and reports. In addition, the Norwegian practices of science-industry platforms, conferences, and consortiums are a significant channel for communications about the SDGs. The practice of releasing annual corporate sustainability reports is common among Norwegian seafood corporations. Reports communicated to the public on company websites contribute to transparency and collective knowledge about the SDGs. Annual corporate sustainability reports can reflect the system's responsiveness to the SDGs, a feedback loop of information from companies to the SDG-committed society about the integration of SDGs in the operational structure of the NSVC.