Intention for Implementation of Green Organizational Performance: Case of Fabrication Workshop

This study examines the intention to implement Green Organizational Performance (GOP) in PT. EEI. The intention is to develop strategies for integrating sustainability into business in the company’s fabrication. Taking the qualitative approach, this study employs Business Model Canvas (BMC), SWOT, and TOWS. Primary data were gathered through stakeholders’ interviews. The results show that ESG market pressure, internal efficiency, and environmental compliance are key drivers influencing GOP implementation. The recommended business strategies include investment in green technology, sustainable partnerships, and the development of low-carbon value. A seven-step implementation plan is created, including strategic planning, process reengineering, green procurement, human capital development, and pilot implementation. This study assists in the comprehension of how fabrication firms manage to transform their business models for competitiveness and sustainability in global markets. 

Introduction

Green Organizational Performance is the application of environmental factors to business operations (Noor, 2021). Organizations that can adopt Green Organizational Performance will likely accommodate changes in regulatory requirements and accommodate customer needs for green products and services (Halkoset al., 2021).

In all regions of the world, the majority of manufacturing sectors have begun to embrace greener methods with regulatory and market pressures. This is not only true of big companies but also of the fabrication workshop business, which is a part of the supply chain of the manufacturing sector (Haleemet al., 2023). Despite the growing trend towards adopting Green Organizational Performance, some fabrication workshops are yet to adopt it in its entirety due to lack of understanding, being costly, and limited access to technologies that support green transformation (Lesmanaet al., 2024).

Moreover, the willingness to practice Green Organizational Performance in a manufacturing support company such as PT. EEI still faces difficulties in accommodating the existing business model. In responding to these issues, the intention to implement Green Organizational Performance is a major initiative for PT. EEI to enhance its competitiveness and operational sustainability. Intention to implement Green Organizational Performance can help the company reduce its dependence on conventional energy sources through energy efficiency optimization, utilizing eco-friendly technologies, and improved waste management (Asmaraningtyaset al., 2024). Hence, the company can minimize its long-term costs of production while meeting increasingly stringent environmental regulations.

There are currently few research studies that directly aim at the adoption intention of Green Organizational Performance under the theme of fabrication workshops, with specific reference to those using SWOT analysis and the Business Model Canvas. A better understanding of Green Organizational Performance drivers and inhibitors will enable companies to develop more sustainable business models to align with regulation and market needs. More research on the intention to adopt Green Organizational Performance at PT. EEI is therefore necessary to provide pragmatic solutions. The strategies made must be in a position to overcome investment challenges, employee readiness, compliance policy, and running efficiency in case the company intends to be competitive in an enhanced sustainability-oriented manufacturing industry.

The study identifies multiple gaps in studies. Even with multiple studies done on Green Organizational Performance, especially in high-scale industries, targeted studies concerning its application within fabrication workshop scenarios are still very few. Furthermore, few studies emphasize the variables influencing the use of Green Organizational Performance in this sector, and that is in the context of SWOT analysis as well as the Business Model Canvas. SWOT analysis will be used to identify the strengths, weaknesses, opportunities, and threats facing the company when applying the Green Organizational Performance, and the Business Model Canvas will be utilized in designing a sustainable business model. With this approach, the research is expected to provide a comprehensive strategic mapping for the application of Green Organizational Performance in PT. EEI.

The research is expected to be a worthy contribution towards creating sustainability models for the manufacturing sector, particularly in the fabrication and EPC sectors. In addition, the result of this study can serve as a reference for other business players who want to apply more environmentally friendly practices and suggest policies that are more supportive of instituting Green Organizational Performance at company level. Hence, the study not only adds to the scholarly work on Green Organizational Performance but also provides actionable implications for the industry to shift towards greener manufacturing processes.

Materials and Methods

The data collected in this study are primary and secondary data relevant to the company’s conditions. The primary data were collected from interviews with the stakeholders of the company, including the President Director, Workshop Manager, General Manager, and clients. This research employs the qualitative approach through the combination of Business Model Canvas (BMC) analysis, SWOT analysis, and TOWS analysis to have a profound understanding of the decision to implement Green Organizational Performance. The research approach is conducted as follows.

The result of the Business Model Canvas (BMC) analysis serves as the main point of reference in order to understand the existing business model and identifying challenges and opportunities in implementing sustainability measures (Taipale-Erävalaet al., 2020). BMC allows for the evaluation of nine building blocks that are vital to the business, such as Customer Segments, Value Propositions, Key Activities, and Revenue Streams, making sustainability not merely an initiative but an integral part of the firm’s core business model (Fakiehet al., 2022). After conducting BMC analysis, the subsequent step is to conduct SWOT analysis and identify the strengths, weaknesses, opportunities, and threats that may impact business sustainability (Fakiehet al., 2022).

The SWOT analysis is framed with the help of primary and secondary data to determine the internal and external factors affecting the sustainability strategy of the company in detail (Puytet al., 2023). The analysis is applied to each element of the Business Model Canvas (BMC) such that every business facet is considered while adopting green approaches.

TOWS analysis is finally used to take the results of the SWOT analysis and develop strategies that promote corporate sustainability. By matching internal factors such as strengths and weaknesses with external factors such as opportunities and threats, the TOWS matrix creates four groups of strategies: SO (leveraging strengths to capitalize on opportunities), WO (leveraging opportunities to overcome weaknesses), ST (leveraging strengths to overcome threats), and WT (mitigating weaknesses and threats). Through this approach, TOWS helps the company to develop effectively targeted strategic plans from internal and external environmental scanning (Porter, 1980).

Result And Discussion

This study examines the intention of PT. EEI to implement Green Organizational Performance (GOP) by exploring market dynamics, internal-external conditions, green integration within fabrication, and strategic responses. The results are presented in four thematic subsections based on the research questions.

Market Analysis and Its Influence on the Intention to Implement GOP

The company is facing extreme internal and external pressures in embracing Green Organizational Performance (GOP). Externally, market pressure from big clients such as multinational oil and gas companies has pushed PT. EEI to implement Environmental, Social, and Governance (ESG) practices. This pressure not only influences the company’s inclination toward going green but also reshapes corporate identity in terms of green marketing campaigns, exhibition activity within industries, as well as a firm web presence that promotes sustainability milestones such as ISO 14001:2015 certification. Market research informs the company’s strategic growth. PT. EEI repositions itself not just as an implementor of projects but as a sustainability partner enabling clients to fulfill their green dreams sustainably. This is evident in an inclusive business model where green values are infused in tender portfolios, marketing collateral, and stakeholder communications. PT. EEI actively showcases its green initiatives as point-of-difference sales tools for a more ESG-aware market landscape. Greening of manufacturing has been integrated into the company’s operations strategy with a focus on saving energy, minimizing waste, and emission control (Rafiqueet al., 2020). Eco-friendly technologies such as solar lights and electric welding machines have been integrated by the company. Apart from this, a multilevel review system has also been implemented for monitoring environmental performance through regular review by key performance indicators (KPIs) (Aithal & Aithal, 2023; Levin, 2012). These indicate that sustainability is not only viewed as a compliance matter but as a major operational parameter. The other initiatives consist of a paperless administration system, cloud-based document management, and virtual meetings to reduce the company’s carbon footprint. Waste management is also dealt with in an integrated manner through initiatives such as source reduction, material reuse, and coordination with authorized external waste management service providers (Oliver, 1999). Such activities demonstrate that PT. EEI not only responds to market or regulatory pressure but embraces GOP as a business strategy and driver of productivity. Sustainable operations also result in cost leadership success, improving internal effectiveness, and building client trust through open, communicative, and collaborative practices.

Internal and External Conditions in GOP Implementation

The implementation of Green Organizational Performance (GOP) at PT. EEI is driven by a complex array of internal strengths and weaknesses, and external opportunities and threats. Internally, the company boasts the strength of certified and skilled human resources, a quality- and safety-oriented management system, and cost-efficient operations.

Based on Table I, IFAS-EFAS SWOT analysis scores indicate high readiness in certain key categories of revenue streams (score: 2.52) and key activities (score: 2.71), reflecting the main actions undertaken by a company to operate its business model and deliver value to its customers. However, there are still internal weaknesses in terms of low green infrastructure, dependence on fossil-based equipment, and the slow digitalization of core business processes. These weaknesses hinder the full-scale incorporation of green manufacturing and energy efficiency practices. From the value chain perspective, PT. EEI has competitive advantages in project management and fabrication engineering but requires radical changes in green logistics, sustainable procurement, and waste management systems. The supporting functions such as infrastructure and human capital development are emerging but require greater alignment of green technology and environmental training to achieve the long-term sustainability goals. Externally, general environmental forces are significant. Tightening environmental regulation in Indonesia and in the international market is both a threat and a driver for green adoption. Market demand is shifting towards greener practices, particularly from multinational clients with strict ESG criteria.

Table I. IFAS-EFAS SWOT Analysis

No	Element	SWOT				Total
		Strength	Weakness	Opportunity	Threats
1	Value propositions	0.86	0.29	0.68	0.27	2.10
2	Revenue streams	0.86	0.20	1.17	0.29	2.52
3	Cost structure	0.58	0.20	0.72	0.29	1.79
4	Key resources	0.91	0.38	0.77	0.20	2.26
5	Key activities	1.11	0.29	1.01	0.29	2.71
6	Key partnership	0.97	0.29	0.59	0.29	2.13
7	Customers segments	0.91	0.29	0.68	0.20	2.08
8	Channels	0.86	0.29	0.77	0.29	2.20
9	Customer relationships	0.86	0.20	0.68	0.38	2.12

In embracing Green Organizational Performance, PT. EEI must contend with several industry forces using Porter’s Five Forces. There is a moderate threat of new entrants, with high capital investment and ESG certification requirements serving as entry barriers, but increasing green demand may attract new players (Porter, 1980). The bargaining power of suppliers is relatively high, especially for green-certified raw materials and eco-friendly equipment, lowering flexibility and increasing procurement risks. Meanwhile, the bargaining power of buyers is high, as buyers such as multinational oil and gas companies now prefer partners with proven environmental compliance, and so sustainability has emerged as a contract award differentiator. The threat of substitutes is low since pressure vessels and steel structures are very specialized and bespoke products that cannot be easily replaced by other products. However, there is strong industry competition with competitors moving quickly in green technology innovation, green marketing, and affordability, and this pushes PT. EEI to strengthen its sustainability position in order to remain competitive in the green building sector. Competitor benchmarking reveals that several local and international fabrication firms are more aggressively developing their green capabilities. This makes it increasingly necessary for PT. EEI to deepen its green positioning, not only in operations transformation but also sustainable value creation manifested in client relationships, certifications, and performance metrics.

Integration of Green Aspects into Fabrication Engineering

PT. EEI has developed several sustainability-driven practices as part of the company’s bid to embed green principles into its fabrication engineering business. They are based on four main areas, which include productivity improvement, waste reduction, environment-driven marketing, and the utilization of technology allowing for eco-friendly outcomes. In productivity improvement, the company uses digital solutions to enhance the efficiency of processes and reduce its environmental footprint. They include paperless document systems, information management in the cloud, and virtual meeting platforms such as Zoom and Microsoft Teams. By reducing physical documents and meetings, these technologies lower paper use, fuel consumption, and administrative latency. This kind of digitalization aligns environmental goals with improved productivity and process efficiency.

In minimizing waste, PT. EEI adheres to systematic waste management procedure in accordance with the ISO 14001:2015 guidelines. The company aims at reducing waste at the source by increased utilization of materials in design and construction. Materials left over from one project are reused in others wherever possible. The company also operates in liaison with third-party waste management contractors, who are certified, in order to enable environmentally compliant recycling and disposal. These steps reflect proactive commitment to minimizing environmental footprint during the production process. In terms of green marketing, the company uses its environmental achievement in supporting its market positioning. Participation in industry exhibitions, including sustainability initiatives in project tenders, and selling ISO certification are main methods through which PT. EEI markets its green reputation to prospective customers and stakeholders. The strategy supports the company’s image as a progressive and responsible fabrication supplier, especially with clients that appreciate environmental, social, and governance factors. PT. EEI is beginning to introduce technologies that directly support its environmental goals. It has introduced electric-powered welding machines and installed solar panels for yard lighting. These technologies reduce the need for conventional energy sources and enable lower operational emissions (Haleemet al., 2023). Although in the early stages, these technological choices are a clear direction forward for more sustainable and energy-efficient fabrication processes.

Business Strategies to Support GOP Implementation

The transformation from PT. EEI’s original Business Model Canvas to its proposed model represents a clear strategic shift to performance based on sustainability. Under the Customer Segments component, the focus has shifted away from core sectors such as oil and gas and SOEs to foreign markets, specifically companies with high ESG commitment and businesses in the renewable energy industry (Utomoet al., 2024). This change indicates the company’s strategy for green awareness-based market segmentation to respond to global demand for low-carbon engineering services.

The Value Propositions block evolves from a classical emphasis on technical reliability to value provision in terms of green processes, minimizing carbon footprint, and compliance with environmental standards. Based on Table II, PT. EEI aspires to weave in environmental performance as a core selling attribute, differentiating itself from others on the basis of cleaner technology adoption and measurable contributions to sustainability per project. Under the Channels category, PT. EEI expands market coverage by establishing digital media and participating actively in green exhibitions and forums. These actions are aimed at positioning the company in the value chain of the green industry and increasing communication with environmentally friendly customers. In terms of Customer Relationships, PT. EEI promotes transparency through environmental performance reporting and establishes technical consultations through the incorporation of green practices to embed long-term loyalty among ESG-based stakeholders. Revenue Streams are rooted in EPC services but diversified based on green business opportunities such as environmental certification services, low-emission infrastructure maintenance services, and participation in ESG-based contract project participation. The diversification is consistent with the company’s initiative to stabilize the cash flow while moving into emerging markets of sustainability. Key Activities and Key Resources are revamped to include green-skilled workers development, energy-efficient system development, and investments in clean technologies. Operations strategy now includes traceability of waste, design-for-recyclables products, and emission audits to further bolster the company’s internal ability to sustainably integrate its Green Organizational Performance guarantees. In the Key Partnerships block, PT. EEI builds partnership with ESG certifying bodies, green supply chain providers, and environmental innovation research institutes. By these partnerships, in addition to enhancing the technical expertise of PT. EEI, they enhance its legitimacy in implementing ESG-compliant projects. Cost Structure costs more in the near term but is warranted with long-term focus on energy conservation, waste management effectiveness, and automation. This would be with the understanding that sustainability-driven expenditures are strategic investment for operational excellence and business resiliency.

Table II. Proposed Analysis of the Business Model Canvas

Proposed Analysis of the Business Model Canvas		Company Name: PT. EEI		Date: 2025
8. Key PartnersOptimization and Economy of Scale:• Equipment and material vendors• External engineering consultants• Financial institutions• Shipping & logistics partners• Green Raw Material Suppliers: Partnering with vendors adhering to sustainability standards.• Research Institutions and Universities: Collaborating for green technology innovations.• Government and Green Funding Agencies: Leveraging incentives, green financing, and policy support.	7. Key Activities• Production:- Technical planning & procurement- Project management and supervision- Using a Minimal waste reduction- Provide an Optimal working and product environment• Problem Solving:- Technical planning & procurement- Project management and supervision- Traceability of the Waste industrial- Provide an insight of the end product design• Green Technology-Based Product Innovation: R&D focused on sustainable solutions.• Digitalization of Operations: Automation and IoT integration to improve efficiency and reduce carbon footprint.• Sustainable Supply Chain Management: Optimizing logistics and selecting eco-friendly materials.• Sustainability-Oriented Human Resource Training and Education.	2. Value Proposition• Performance: Providing high-quality products and services tailored to the needs of the industrial sector• Customization: Products and services can be customized to meet client needs• Getting the job done: Comprehensive engineering and procurement services• Convenience: Delivering efficiency in processes and outcomes• Compliance: Delivering an environmentally friendly Product through a sustainable process• Environmentally Friendly: By putting Environment it will establish a sustainable longevity outcome• Eco-Friendly Products and Services: Delivering energy-efficient and low-emission solutions.• Carbon Footprint Transparency: Providing sustainability data on every product or project.• Regulatory Compliance with Local & Global Green Standards: Building client trust and project viability.• Green Certification as Added Value: For example, ISO 14001, LEED certification.	4. Customer RelationshipPersonal Assistance:• Consulting and project management servicesDedicated Personnel:• Technical Support & Project ManagementAutomated Services:• Monitoring performance and service KPIs• Sustainability-Based Loyalty Programs: Incentives for clients opting for eco-friendly solutions.• Digital Feedback Loops: Enhancing customer satisfaction and green feature development.• Sustainability Advisory Services: Assisting clients in achieving their ESG targets.	2. Customer Segments• Oil and Gas Companies (Upstream and Down streams) Domestic• Oil and Gas Companies (Upstream and Down streams) Overseas• Renewable Energy Company Domestic• Renewable Energy Company Overseas• ESG Private and State-Owned Enterprises• ESG-Oriented Corporate Clients: Companies looking for sustainable EPC partners.• Government or Public Sector Green Projects.• Global Markets with Demand for Low-Emission Products.
	6. Key resourcesPhysical:• Engineering team• Software design and planning• Production infrastructureIntellectual:• Patents, technical SOPs, work track recordHuman:• Certified and expert human resourcesGreen technology resources:• Monitoring systems, carbon footprint tracking tools.Sustainability experts:• Environmental engineers, ESG analysts.Access to green investment or government subsidies.		3. Channels• Sales:- Direct marketing team (B2B)- Participation in industry exhibitions• Digital:- Social media- Website and other digital platforms• Partnerships:- Through professional networks and industry associations• E-commerce platforms and green digital showcases: To reach wider markets for sustainable products.• Partnerships with sustainable project tender platforms.• Carbon footprint transparency in digital channels.
9. Cost StructureFixed Costs:• Employee salaries• Office operations• Investment in software and trainingInvestment in new energy asset and infrastructure of the workshopVariable Costs:• Material and equipment procurement costs• Marketing and promotion costs• Tender and project administration costs• Routine costs of maintenance of the New Infrastructure• Waste management program on recyclingInvestment in Green Innovation and Digitalization: Long-term cost-saving and value creation.Compliance Costs with Environmental Regulations.Operational Efficiency through Automation and Digital Tools.			5. Revenue StreamsAsset Sale:• Sales of EPC products and fabricationUsage Fee:• Technical services and installationBrokerage Fees:Partnerships with goods/services providersDynamic Pricing:• Project-based pricing offersESG Consulting and Green Certification Services.Premium Pricing for Sustainable Products and Services.Subscription-Based Low-Emission Maintenance Services.Revenue from Green Government Projects and Environmental Incentives.

Based on Table III, the TOWS analysis highlights the proposed BMC framework. SO strategies are personified in PT. EEI’s expansion into emerging markets and value addition via green solutions. WO strategies guide in-house growth through investment in renewable technology, green reskilling, and digitalization. ST strategies entail partnerships with eco-centric institutions to anticipate regulatory changes and build supply chain strength. WT strategies support cost-effectiveness through systemic waste management systems and realignment of intelligent logistics.

Table III. TOWS Matrix

	S-Strength	W-Weakness
TOWS matrix	1. To what extent does the company adapt the value proposition and innovation of products or services to the needs of clients, while supporting the achievement of green organizational performance?	1. What are the main obstacles companies face in delivering value propositions to clients, including challenges in differentiating their value from competitors?
	2. What are the main advantages of the company’s products and services over competitors, especially in terms of sustainability and their impact on client satisfaction?	2. How do companies address client resistance to sustainable products or services, and what aspects of sustainability are still difficult to implement?
Internal	3. How is the company’s current business model generating profits, and to what extent is the company’s revenue stream stable and predictable?	3. Does the company rely on a single main source of revenue, and what strategies are implemented to address uncertainty and revenue fluctuations?
	4. How much do sustainable products and services contribute to the company’s total revenue, and how is the potential for revenue diversification from sustainability-based services?	4. What are the main challenges in monetizing sustainable products, and how does the company manage these challenges to maintain stable revenue?
	5. What are the key costs in a company’s operations, and how effective are the strategies implemented to manage those costs efficiently?	5. What are the biggest challenges companies face in managing operational costs, including constraints in reducing production costs?
External	6. How does the company balance cost efficiency with investment in environmentally friendly innovations to support sustainability?	6. What is the impact of investment costs in sustainability on the company’s profitability, and how does the company manage the risk of increasing costs due to environmental regulations?
	7. What are the key resources that support the company’s sustainability, and how optimally does the company manage the use of these resources?	7. What are the main limitations of the resources the company possesses, and how does the company address its dependence on certain resources to maintain operational continuity?
	8. To what extent does the company invest in sustainable resources, and how does the company’s strategy address the limitations of available resources?	8. What challenges does the company face in sourcing sustainable raw materials, as well as in recruiting and developing human resources with expertise in sustainability?
	9. What are the key activities of the company that support operations and sustainability, and how significant is the contribution of these activities to green organizational performance?	9. What are the main obstacles in daily operations and activities that are still inefficient, hindering the company’s productivity?
	10. What are the main challenges the company faces in improving the efficiency and sustainability of its key activities, and how does the company’s strategy address them?	10. How does the company manage risks and challenges in implementing digitization or automation in key activities oriented toward sustainability?
	11. Who are the key partners supporting the sustainability of the business, and how significant is their role in enhancing the efficiency and green practices of the company?	11. Does the company face challenges and risks related to dependence on finding and establishing partnerships with business partners who share the same sustainability vision?
	12. How does the company build and manage long-term relationships with strategic partners to support sustainability?	12. How does the company address challenges in establishing partnerships with green raw material suppliers and managing differing sustainability standards with business partners?
	13. Who are the company’s main client targets, and how effectively does the company tailor its products and services to meet their needs, including sustainability trends?	13. Does the company face difficulties in reaching new customer segments, and how does it strategize to address dependency on certain customer segments to maintain revenue stability?
	14. How significant is the demand from clients for sustainable products and services, and how does the company respond to these changing trend needs?	14. How does the company deal with customers who are not yet aware of sustainability, and what challenges does it face in understanding and meeting the specific needs of certain customer segments?
	15 .Through which channels does the company reach its clients, and how effective is the company in managing and improving those distribution channels?	15. Does the company face challenges in the effectiveness of distribution channels, and how does it address the limitations of environmentally friendly logistics infrastructure?
	16. How are digital technologies and carbon footprint reduction initiatives applied in the distribution of products and services to support sustainability?	16. How does the company overcome obstacles in integrating digital technology into distribution and the challenges of reaching customers in remote areas or international markets?
	17. How does the company build and maintain relationships with clients, including loyalty programs and incentives that support sustainability?	17. What are the main challenges in building and maintaining long-term relationships with customers, including managing feedback related to sustainable products?
	18. How does the company handle client feedback related to sustainability and implement strategies to improve long-term customer satisfaction?	18. How does the company address dynamic changes in customer preferences and overcome obstacles in developing attractive loyalty programs or incentives?
O-Opportunity	Strategi-SO	Strategi-WO
1. Are there new market opportunities and green industry trends that the company can leverage to enhance its value proposition and competitiveness?	1. Develop new products by considering green alternatives that enhance company value (S1, O1, O2, O4, O11, S2, S3, S4, S6, S11, S12, S13, S14, S16, S17, S18)	1. Develop new innovations based on green technology for sustainable products (O1, O2, W1, W2, W4, W5, W13, W14)
2. To what extent are new innovations and client target expansion strategies implemented by the company to strengthen its position in the market?	2. Establish new business models and sustainability-based services by utilizing green innovation technologies and digitalization to improve operational cost efficiency and supply chain management (S5, S6, S7, S8, S9, S10, S13, S15, S16, O5, O4, O7, O9, O11)	2. Establish partnerships with green suppliers (O11, O12, O13, W3, W4, W8, W11, W12)
3. Are there new business models and opportunities for product or service diversification based on sustainability that could enhance the company’s revenue streams?	3. Collaborate with strategic partners to support business sustainability through long-term relationship management and increased profitability with relevant partners or government institutions (S11, S12, S13, O3, O11, O12, O16)	3. Utilize digital strategies to create new markets by adopting green technologies (O1, O18, W5, W7, W15)
4. How can the company monetize additional services and improve profitability through expansion into global markets?	4. Create new opportunities and strategies that are suitable for the company based on green innovation (S9, S10, S8, S6, O9)
5. Does the company leverage technology, green innovation, and digitization to reduce operational costs and improve supply chain efficiency?
6. To what extent does the company take advantage of government incentives to reduce production costs and support sustainability?
7. Does the company have opportunities to optimize resource use and leverage technological advancements to improve efficiency?
8. How does the company take advantage of funding opportunities and collaborations with the government or other institutions in sustainable resource investments?
9. How does the company integrate sustainability practices into core operational activities and optimize business processes to reduce waste and carbon emissions?
10. Are there new opportunities and strategies the company has implemented to improve production efficiency and sustainability within the supply chain?
11. Are there potential partners and collaboration opportunities with research institutions or universities that could strengthen the company’s sustainability and green technology innovation?
12. How does the company collaborate with sustainability-oriented suppliers and leverage strategic partnerships to improve access to new markets?
13. Are there new customer segments and market penetration opportunities in the corporate segment that the company can reach with a sustainability strategy?
14. How does the company leverage consumer trends toward eco-friendly products and adapt products/services to attract a broader customer base?
15. Does the company have opportunities to expand its distribution reach through e-commerce platforms and develop a more energy-efficient and eco-friendly distribution system?
16. How does the company enhance the effectiveness of distribution channels and leverage new digital technologies to improve customer experience?
17. How can the company increase customer engagement and develop sustainability-based loyalty programs?
18. Does the company leverage service personalization and new digital strategies to enhance customer satisfaction and interaction?
T-Threats	Strategies-ST	Strategies-WT
1. What are the biggest threats to the company’s value proposition, including regulatory changes and market trends that could impact the business?	1. Develop a business model aligned with regulations and market trends (S3, S7, S9, S11, S12, S13, S14, S15, S16, T1, T2, T4)	1. Reduce logistics and product distribution costs efficiently through green financing (T6, T5, T8, T10, W3,W16, W6, W7)
2. How does the company adapt to increasingly complex client demands in the context of sustainability?	2. Improve efficiency in production, raw materials, operations, and distribution through the implementation of green financing (T6, T5, T10, T13, T15, S2, S5, S9, S10, S15, S16, S18)	2. Address supply chain delivery delays and develop new distribution models (T15, T16, T7, W13, W12, W15, W16)
3 .Does the company face risks related to dependence on primary revenue sources, and how does it address declining demand due to changing customer preferences?	3. Utilize technological advancements to support the development of sustainable products and implement effective green marketing strategies (T9, T12, T14, T16, S6, S8, S12, S15, S18)
4. How does the company anticipate threats from competitors and the impact of global economic fluctuations on revenue?
5. How does the company address the rising costs of raw materials, operations, and the risk of increased production costs due to environmental regulations?
6. Does the company face challenges in accessing green financing and efficiently reducing logistics and distribution costs?
7. How does the company address resource limitations and threats from suppliers or the supply chain to business sustainability?
8. How does the company deal with fluctuations in raw material prices and changes in government policies that affect access to resources?
9. What are the main risks that could hinder the company’s operational continuity, including supply chain disruptions and technological changes?
10. How does the company address challenges in maintaining production efficiency amid market fluctuations?
11. Does the company face risks related to dependence on certain partners, and how does it manage the risk of losing key partners in the supply chain?
12. How does the company deal with threats from new competitor partners and the potential changes in partner strategies that could affect collaboration?
13. Does the company face threats from changes in customer preferences and the risk of customers switching to competitors offering better value?
14. How does the company address the challenge of maintaining customer loyalty for sustainable products and adjust its marketing strategy when industry trends shift?
15. To what extent is the company able to maintain the effectiveness of distribution channels in the face of challenges such as technological changes, new distribution models, shipping delays, and supply chain disruptions?
16. How prepared is the company to handle risks from new distribution regulations that may limit market access and hinder distribution?
17. To what extent is the company able to manage increasing customer expectations for fast and personalized service while maintaining their loyalty?
18. How effective is the company’s strategy in handling risks such as negative reviews, negative viral marketing, and branding mistakes in maintaining its reputation and customer retention?

These business practices are also substantiated by Dianet al. (2022), who found that green human resource management and green supply chain management have a significant impact on green business performance. Their findings reinforce the necessity for PT. EEI to adopt a resource-based strategy to enhance operating and human capital dimensions of sustainability. Theoretically, this strategic change is a differentiation strategy as defined in Competitive Theory, external institutional requirements according to Institutional Theory, and supports the notion that value is being created throughout the supply chain according to Value Chain Theory (Benitoet al., 2019; Kauppi, 2022). Furthermore, the use of the 3P (People, Planet, Profit) model offers a holistic framework for sustainable change (Elkington, 2013). Under People, PT. EEI must build green leadership and employee capacity. Under Planet, it must invest in clean technology and waste management infrastructures. Under Profit, the strategy concentrates on long-term efficiency, enhanced reputation, and green international financing access. Together, the holistic approaches build a strong foundation for PT. EEI to implement a green business model that is not only globally relevant but also socially responsible and economically viable.

Conclusion

This study answers the research questions on applying Green Organizational Performance (GOP) in PT. EEI efficaciously. First, market analysis points out that pressure across the world and ESG needs from clients are the strongest motivating factors towards the company’s adoption of GOP. Second, the company’s internal and external environment demonstrate technical capability strengths and long-term contracts, and green market opportunities and availability of green funds. Weaknesses continue to exist in human capital capacity for sustainability, and threats in competition and strict regulation. Third, the integration of green factors is implemented through the use of clean technologies, waste reduction based on ISO 14001, and digitalization of processes. Lastly, the proposed business strategies from TOWS analysis and Business Model Canvas prioritize sustainability, low-carbon value proposition creation, green partnerships, and internal capacity building to support GOP implementation in full.

To ensure GOP successful implementation, it is recommended that PT. EEI have a seven-stage plan from May 2025 to April 2026. The stages are strategic planning and stakeholder consultation, process mapping and enhancement, green procurement, human capital development and compliance preparedness, green technology deployment, pilot implementation and feedback gathering, and end audit and assessment. This plan is expected to facilitate business strategy, sustainability aspirations, and operational capabilities alignment to facilitate PT. EEI to be a successful and competitive company both in Indonesia and worldwide.

Conflict of Interest

Conflict of Interest: The authors declare that they do not have any conflict of interest.