Sustainability goals

Fouriertransform set sustainability goals for its own business activities and portfolio companies in 2013. 2015 featured some uncertainties surrounding its future investment mandate and portfolio orientation, and accordingly work on sustainability goals was set back. Accordingly, the sustainability goals were difficult to achieve within the established timeframe, but work in the same direction, and towards the same goals, will continue in 2016.

Goal Status 2015 Next step
By the end of 2014, Fouriertransform’s portfolio companies should have set the strategies and objectives for their sustainability goals.

Goals and processes were developed in portfolio company boards in 2015. Fouriertransform conducted a summary materiality analysis of portfolio companies in the year, to identify material risks and opportunities in business activities, including supplier and customer bases. This analysis of the value chain was then taken up by each portfolio company board.

The remaining portfolio companies that were not analyzed in 2015 will be followed up in 2016.

Follow-ups on portfolio companies’ goals and sustainability work will be through quarterly review scheduled four times yearly.

By 2014, sustainability work should have been fully integrated into Fouriertransform’s investment process, from proposal to exit, pursuant to the agreed action plan. Process support for sustainable value creation was developed in 2015, whereby sustainability aspects are integrated into relevant phases of the investment process. Continue to communicate, educate and followup through the investment organization.

To promote knowledge and the exchange of best practice, Fouriertransform should deal with current and relevant sustainability issues at its annual networking events.

No networking events were conducted in 2015. Convene a networking event to highlight current and relevant themes in sustainable value creation.
All Fouriertransform employees should take regular training packages to gain in-depth knowledge of sustainable entrepreneurship. All Investment Directors were active in the above analysis process. Otherwise, no direct training programs were executed. Identify relevant sustainability segments to train employees in, with the aim of providing indepth knowledge of sustainable value creation.