DOCSLIB.ORG

Annual and Sustainability Report 2020 Posten Norge

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual and Sustainability Report 2020 Posten Norge At the forefront of the future Annual and sustainability report 2020 Posten1 Norge Contents In this report you can read about how we have created results and opportunities for people, the environment and society – through an unprecedented 2020. Key figures 2020 2019 2018 2017 2016 2015 About us Operating revenues NOK million 23 996 24 212 23 894 24 678 24 772 25 074 Message from the CEO ................................................................. 6 About Posten Norge ...................................................................... 8 Adjusted earnings (EBIT) NOK million 1 423 808 531 703 645 686 Group structure .............................................................................10 Group Management .......................................................................11 percentage 5.9% 3.3% 2.2% 2.8% 2.6% 2.7% 01 Key events in 2020 ........................................................................12 Adjusted operating margin The Board of Posten Norge .........................................................14 Operating profit/loss (EBIT) NOK million 1 485 162 415 692 178 239 Board of Directors' Report ..........................................................15 Our development .........................................................................22 Profit before tax NOK million 1 344 21 366 621 230 151 Our strategy for 2020-2023 ......................................................24 Return on invested capital (ROIC) 1) in % 14.1% 7.4% 7.3% 9.8% 9.0% 9.9% Cash flow from operating activities 2 607 2 143 598 592 945 1 213 Sustainability Equity 2 7 367 6 363 6 481 6 375 5 912 5 926 Results 2020 .................................................................................28 The greenest logistics provider.................................................30 Total assets 2 19 643 19 867 16 071 16 962 15 299 16 097 A responsible social player and employer ...............................40 02 An efficient cost structure .........................................................48 Return on equity after tax (ROE), in % 16.4% 0.2% 3.9% 6.3% 0.7% -1.0% Equity to assets ratio in % 37.5% 32.0% 40.3% 37.6% 38.6% 36.8% Financials Debt ratio 0.1 0.6 0.0 0.0 0.1 0.0 Corporate Governance ...............................................................56 Sickness absencein % 6.0% 5.9% 6.0% 5.9% 6.0% 6.1% Financial statements and notes for Posten Norge Group......62 Financial statements and notes for Posten Norge AS .......... 131 H2 injuries 3 rate 7.0 7.8 8.7 6.5 7.7 9.6 03 Alternative performance measures (APM) .............................177 Statement of the Board of Directors .......................................183 Registered near-accidents 26 122 33 273 33 126 38 552 42 879 41 756 Independent auditor's report ...................................................184 COࣗ-emissions (grammes) per NOK earned 12.2 13.9 14.4 14.6 15.6 18.8 Renewable energy sources in vehicles 4 1 577 1 451 1 242 1 593 1 904 1 413 Parcels quantity in thousands 5 77 838 59 945 53 649 50 586 51 198 48 194 Letters quantity addressed in thousands 438 148 542 793 602 764 685 454 763 103 857 743 In line with IFRS 16 Leases, the accounts figures for 2018 and previous years have not been restated 2 1 Calculated based on adjusted operating profit. 3 The rate of work-related injuries per million working hours. Return to table of contents 3 2 The figures have been taken from published financial statements. The figures 4 See page 32 have not been restated in relation to changes to policies or other changes 5 Parcels to the private and business market in the Nordic region. that have been made. 01 About us Message from the CEO ................................................. 6 About Posten Norge ..................................................... 8 Group structure ...........................................................10 Group Management ......................................................11 Key events in 2020 .......................................................12 The Board of Posten Norge .........................................14 Board of Directors' Report .........................................15 Our development ........................................................22 Our strategy for 2020-2023 ......................................24 We shall be our customers’ first choice by providing the best experience, delivered by the most committed and competent employees. 4 01 About us | Message from the CEO Message from the CEO | About us 01 Extraordinary efforts in an First and foremost, I am proud of how we have extraordinary year managed to ensure infection control while maintaining operations and high 2020 has been a year characterised by the pandemic and the closure of society. Thanks to the fantastic efforts of the entire delivery quality. organisation, we have handled an extraordinary year in a good and proactive way for our customers, society and ourselves. Our contingency plans were in A record adjusted operating profit of distribution every other day. The We have launched a new strategy friendly vehicles. Our goal for 2020 points who went to “war” against place when Norway was shut down NOK 1 423 million has been achieved new Nordic parcel network that was leading up to 2023 and a new, ambi- was for 24% of vehicles in the car an invisible opponent, with face on 12 March 2020. This meant that by an organisation running in high established has given customers tious target vision. The strategy sets fleet to be powered by renewable masks, antibac and Plexiglas as their we could mobilise quickly, and gear. Mail and goods deliveries are improved service and flexibility and a clear direction for our focus in the energy. I am very pleased that we weapons. The terminal workers who that our customers, partners and important social functions, and now consists of approximately coming period. In short, we will con- exceeded that goal, achieving 26%. handled record volumes week after employees were informed about the demand for our services has 7 000 distribution points in the tinue to develop new, sustainable and week, those who dedicated them- what to expect from us and the increased sharply in the last year. Nordic region. We have sold the innovative services that make us the Alliances and partnerships in selves to launching new services, all guidelines in force at an early stage. E-commerce took off in earnest and transport company Bring Freight customer's first choice, and we will sustainability are crucial in achieving those who have been working from in the Nordic region it has led to a Forwarding in Sweden. We have also adapt our operations and network to the big picture goals. Among other home for a whole year, with all the I would say that so far we have 48% increase in parcel deliveries. chosen to cease operations in the the market. This means that we will things, it is important to make the issues this involves. We are part of handled the crisis in a good and pro- Slovak company Bring Trucking and deliver the best customer experience necessary framework conditions the backbone of the infrastructure in active way. First and foremost, I am We have introduced new innovations, instead purchase transport capacity and the industry's most attractive visible. We have done this in dialogue the Nordic region, which is a region proud of how we have managed to including the launch of unattended in the international market. service portfolio, we will focus even with stakeholders in individual cases with many nooks and crannies, from ensure infection control while main- parcel boxes, the AMOI platform more on technology and innovation, such as biofuel taxes, and in a larger north to south and east to west. taining operations and high delivery service and Urban Home Delivery While we have moved at a breakneck and through responsible value context where several players in the I think this creates internal pride quality. The internal mobilisation with green, fast deliveries in major pace in terms of both development creation we will be the green choice. business community work together. and makes us want to perform meant that we achieved a great deal cities. We have also invested in new and delivery speed, customers are We are a member of Nordic CEOs even better. in a short time, including contact- ventures. At the beginning of 2021, more satisfied than ever. It makes For us, sustainability is about and Skift. The latter consists of the less signing for collection and home the Group was several years ahead me genuinely happy. We have turning today's challenges into most ambitious companies in Norway I would like to extend a big thank delivery, and delivering groceries of previous volume forecasts strengthened our market positions tomorrow’s opportunities - for the with regard to the climate, and I you to all our customers, partners to the door all over the country for the logistics segment. in the Nordic region, and Posten's world and for us. Every day, close have the pleasure of sitting on the and subcontractors who have in collaboration with Coop. By reputation is among the top 10 in to 13 000 employees contribute to board. We have also been present trusted in us during this unprece- adapting to new needs quickly and Growth in e-commerce is expected Norway. The annual organisational creating long-term value for the with active participation during the dented year. And an equally big smoothly, we have demonstrated to continue and the Group is survey indicated that employees are environment, people and our own Zero Conference. thank you
Load more

Recommended publications
  • OFFERING CIRCULAR Avinor AS
    OFFERING CIRCULAR Avinor AS (incorporated with limited liability in Norway) €3,000,000,000 Euro Medium Term Note Programme Under this €3,000,000,000 Euro Medium Term Note Programme (the Programme), Avinor AS (the Issuer or Avinor) may from time to time issue notes (the Notes) denominated in any currency agreed between the Issuer and the relevant Dealer (as defined below). The Notes may be issued in bearer form or uncertificated book entry form (the VPS Notes) cleared through the Norwegian Central Securities Depositary, the Verdipapirsentralen ASA (the VPS). The maximum aggregate nominal amount of all Notes from time to time outstanding under the Programme will not exceed €3,000,000,000 (or its equivalent in other currencies calculated as described in the Programme Agreement described herein), subject to increase as described herein. The Notes may be issued on a continuing basis to one or more of the Dealers specified under “Overview of the Programme” and any additional Dealer appointed under the Programme from time to time by the Issuer (each a Dealer and together the Dealers), which appointment may be for a specific issue or on an ongoing basis. References in this Offering Circular to the relevant Dealer shall, in the case of an issue of Notes being (or intended to be) subscribed by more than one Dealer, be to all Dealers agreeing to subscribe such Notes. An investment in Notes issued under the Programme involves certain risks. For a discussion of these risks see “Risk Factors”. Application has been made to the Commission de Surveillance du Secteur Financier (the CSSF) in its capacity as competent authority under the Luxembourg Act dated 10 July 2005 on prospectuses for securities (the Prospectus Act 2005) to approve this document as a base prospectus.
    [Show full text]
  • NORWAY LOCAL SINGLE SKY IMPLEMENTATION Level2020 1 - Implementation Overview
    LSSIP 2020 - NORWAY LOCAL SINGLE SKY IMPLEMENTATION Level2020 1 - Implementation Overview Document Title LSSIP Year 2020 for Norway Info Centre Reference 20/12/22/79 Date of Edition 07/04/2021 LSSIP Focal Point Peder BJORNESET - [email protected] Luftfartstilsynet (CAA-Norway) LSSIP Contact Person Luca DELL’ORTO – [email protected] EUROCONTROL/NMD/INF/PAS LSSIP Support Team [email protected] Status Released Intended for EUROCONTROL Stakeholders Available in https://www.eurocontrol.int/service/local-single-sky-implementation- monitoring Reference Documents LSSIP Documents https://www.eurocontrol.int/service/local-single-sky-implementation- monitoring Master Plan Level 3 – Plan https://www.eurocontrol.int/publication/european-atm-master-plan- Edition 2020 implementation-plan-level-3 Master Plan Level 3 – Report https://www.eurocontrol.int/publication/european-atm-master-plan- Year 2020 implementation-report-level-3 European ATM Portal https://www.atmmasterplan.eu/ STATFOR Forecasts https://www.eurocontrol.int/statfor National AIP https://avinor.no/en/ais/aipnorway/ FAB Performance Plan https://www.nefab.eu/docs# LSSIP Year 2020 Norway Released Issue APPROVAL SHEET The following authorities have approved all parts of the LSSIP Year 2020 document and the signatures confirm the correctness of the reported information and reflect the commitment to implement the actions laid down in the European ATM Master Plan Level 3 (Implementation View) – Edition 2020. Stakeholder / Name Position Signature and date Organisation
    [Show full text]
  • Aviation in Norway Sustainability and Social Benefit
    AVIATION IN NORWAY SUSTAINABILITY AND SOCIAL BENEFIT PROJECT REPORT Summary 1 Oslo, 30 January 2008 1. INTRODUCTION The main task of Norwegian aviation is to contribute beneficially to social A project was started in spring 2007 to promote initiatives that contribute and economic development in Norway by providing safe, efficient and to sustainable and socially beneficial aviation. The major goals for the eco-adapted air transportation within all regions of the country and to project have been threefold: make arrangements that enable the nation to participate actively in global economic and social development. 1) To investigate initiatives to reduce the negative environmental impact of the industry. The work has concentrated in the areas for which the The Intergovernmental Panel on Climate Change (IPCC) concluded in industry itself has responsibility and over which it can have an influence, its fourth major report published in 2007 that it is highly probable that but the project has also been looking at initiatives within associated human emissions of greenhouse gases have been the main cause of the areas, such as ground transport access to the airports. increase in global temperature since the mid-20th century. If emissions are not reduced, the global mean temperature will continue to rise. Resol- 2) To give a comprehensive presentation of the environmental impact of ving the climate problem is a major social and societal challenge. Aviation the industry. industry operations involve the emission of greenhouse gases and the sector therefore has a responsibility to find solutions for the environmen- 3) To contribute to a comprehensive presentation of the social and tal challenges.
    [Show full text]
  • AIBN Accident Boeing 787-9 Dreamliner, Oslo Airport, 18
    Issued June 2020 REPORT SL 2020/14 REPORT ON THE AIR ACCIDENT AT OSLO AIRPORT GARDERMOEN, NORWAY ON 18 DECEMBER 2018 WITH BOEING 787-9 DREAMLINER, ET-AUP OPERATED BY ETHIOPIAN AIRLINES The Accident Investigation Board has compiled this report for the sole purpose of improving flight safety. The object of any investigation is to identify faults or discrepancies which may endanger flight safety, whether or not these are causal factors in the accident, and to make safety recommendations. It is not the Board's task to apportion blame or liability. Use of this report for any other purpose than for flight safety shall be avoided. Accident Investigation Board Norway • P.O. Box 213, N-2001 Lillestrøm, Norway • Phone: + 47 63 89 63 00 • Fax: + 47 63 89 63 01 www.aibn.no • [email protected] This report has been translated into English and published by the AIBN to facilitate access by international readers. As accurate as the translation might be, the original Norwegian text takes precedence as the report of reference. Photos: AIBN and Trond Isaksen/OSL The Accident Investigation Board Norway Page 2 INDEX ACCIDENT NOTIFICATION ............................................................................................................ 3 SUMMARY ......................................................................................................................................... 3 1. FACTUAL INFORMATION .............................................................................................. 4 1.1 History of the flight .............................................................................................................
    [Show full text]
  • Challenges and Solutions for Transport in Norway
    09.06.2017 Challenges and solutions for transport in Norway Therese Ustvedt, adviser Director General’s Staff Norwegian Public Roads Administration National Transport Plan 2018-2029 Transport Network Public roads, total 94 600 km - National roads 10 700 km - County roads 44 500 km - Municipal roads 39 400 km Road tunnels 1 100 tunnels Road bridges 18 200 bridges Rail network 4 200 km Rail tunnels 736 tunnels Rail bridges 2 577 bridges State owned airports 45 airports National ports 32 ports National Transport Plan 2018-2029 1 09.06.2017 The Norwegian Parliament (Stortinget) The Norwegian Government (Regjeringen) Ministry of Transport and Communication Norwegian Norwegian Public Roads Norwegian Railway Norwegian Coastal air traffic authority Administration Directorate Administration Avinor AS (Statens vegvesen) (Jernbanedirektoratet) (Kystverket) National Transport Plan 2018-2029 Background • In 1998, the Government directed the four transport agencies to prepare a joint proposal for the first long-term national transport plan (for the period 2002-2011). • The fifth joint input from the transport agencies was presented in February 2016. • The Government presented the white paper on transport to the Storting in April 2017. • The white paper presents a plan that will apply for the period 2018-2029. • The Storting will adopt the white paper in June 2017. National Transport Plan 2018-2029 2 09.06.2017 Official Steering Documents National Transport Plan (12 Year Period) Action Programme (Focus on first 4 Years) Annual National Budget Appropriation Projects National Transport Plan 2018-2029 Overall goal A transport system that is safe, promotes economic growth and contributes to the transition into a low- emission society.
    [Show full text]
  • Bane NOR Eiendom AS – Company Presentation Norway's Leading Hub Developer Important Information (1/2)
    Bane NOR Eiendom AS – Company Presentation Norway's leading hub developer Important information (1/2) This presentation and its appendices (collectively the "Presentation") has been produced by Bane NOR Eiendom AS (the "Company") with assistance from Danske Bank, Norwegian Branch and Skandinaviska Enskilda Banken AB (publ) (together the "Managers") in connection with the offering of bonds by the Company (the "Offering"). This Presentation is strictly confidential and may not be reproduced or redistributed, in whole or in part, to any other person. This Presentation has not been reviewed by or registered with any public authority or stock exchange and does not constitute a prospectus. To the best of the knowledge of the Company and its board of directors, the information contained in this Presentation is in all material respects in accordance with the facts as of the date hereof, and contains no omissions likely to affect its import. This Presentation contains information obtained from third parties. As far as the Company is aware and able to ascertain from the information published by that third party, such information has been accurately reproduced and no facts have been omitted that would render the reproduced information to be inaccurate or misleading. Only the Company and the Managers are entitled to provide information in respect of matters described in this Presentation. Information obtained from other sources is not relevant to the content of this Presentation and should not be relied upon. This Presentation does not constitute an offer to sell or a solicitation of an offer to buy any securities in any jurisdiction to any person to whom it is unlawful to make such an offer or solicitation in such jurisdiction.
    [Show full text]
  • Bane NOR Eiendom AS – Company Presentation Norway's Leading Hub Developer Important Information (1/2)
    Bane NOR Eiendom AS – Company Presentation Norway's leading hub developer Important information (1/2) This presentation and its appendices (collectively the "Presentation") has been produced by Bane NOR Eiendom AS (the "Company") with assistance from Danske Bank, Norwegian Branch and and Nordea Bank AB (publ), filial i Norge (together the "Managers") in connection with the offering of bonds by the Company (the "Offering"). This Presentation is strictly confidential and may not be reproduced or redistributed, in whole or in part, to any other person. This Presentation has not been reviewed by or registered with any public authority or stock exchange and does not constitute a prospectus. To the best of the knowledge of the Company and its board of directors, the information contained in this Presentation is in all material respects in accordance with the facts as of the date hereof, and contains no omissions likely to affect its import. This Presentation contains information obtained from third parties. As far as the Company is aware and able to ascertain from the information published by that third party, such information has been accurately reproduced and no facts have been omitted that would render the reproduced information to be inaccurate or misleading. Only the Company and the Managers are entitled to provide information in respect of matters described in this Presentation. Information obtained from other sources is not relevant to the content of this Presentation and should not be relied upon. This Presentation does not constitute an offer to sell or a solicitation of an offer to buy any securities in any jurisdiction to any person to whom it is unlawful to make such an offer or solicitation in such jurisdiction.
    [Show full text]
  • The State Ownership Report 2019
    The State Ownership Report 2019 Contents The Minister’s introduction 7 Category Goal of the highest possible Scope and key figures 8 return over time and where Key issues for the State as owner 16 the State no longer has a How the State exercises its ownership 22 A sustainable portfolio for 1 rationale for its ownership long-term value creation 34 Ambita AS 42 Baneservice AS 43 Entra ASA 44 Flytoget AS 45 Giek kredittforsikring AS 46 Mesta AS 47 Category Goal of the highest possible return over time and where the State has a special 2 rationale for its ownership Aker Kværner Holding AS 50 Argentum Fondsinvesteringer AS 51 DNB ASA 52 Eksportfinans Norway ASA 53 Electronic chart centre AS 54 Equinor ASA 55 Investinor AS 56 Kommunalbanken AS 57 Kongsberg Gruppen ASA 58 Mantena AS 59 Nammo AS 60 Norsk Hydro ASA 61 Nysnø Klimainvesteringer AS 62 Posten Norge AS 63 Statkraft SF 64 Telenor ASA 65 Vygruppen AS 66 Yara International ASA 67 Category Goal of the most efficient possible attainment of 3 public policy goals Andøya Space Center AS 70 Simula Research Laboratory AS 104 Avinor AS 71 Siva – Selskapet for Industrivekst SF 105 Bane Nor SF 72 Space Norway AS 106 Bjørnøen AS 73 Statnett SF 107 Carte Blanche AS 74 Statskog SF 108 Den Nationale Scene 75 Staur gård AS 109 Andøya Space Center AS 76 Store Norske Spitsbergen Kulkompani AS 110 Den Norske Opera & Ballett AS 76 Talent Norge AS 111 Avinor AS 77 Trøndelag Teater AS 112 Eksportkreditt Norge AS 77 Universitetssenteret på Svalbard AS 113 Enova 78 Vinmonopolet AS 114 Entur AS 79 Fiskeri- og
    [Show full text]
  • Regulatory Reform in Norway
    Regulatory Reform in Norway MARKETISATION OF GOVERNMENT SERVICES – STATE-OWNED ENTERPRISES © OECD (2003). All rights reserved. 1 ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT Pursuant to Article 1 of the Convention signed in Paris on 14th December 1960, and which came into force on 30th September 1961, the Organisation for Economic Co-operation and Development (OECD) shall promote policies designed: • to achieve the highest sustainable economic growth and employment and a rising standard of living in Member countries, while maintaining financial stability, and thus to contribute to the development of the world economy; • to contribute to sound economic expansion in Member as well as non-member countries in the process of economic development; and • to contribute to the expansion of world trade on a multilateral, non-discriminatory basis in accordance with international obligations. The original Member countries of the OECD are Austria, Belgium, Canada, Denmark, France, Germany, Greece, Iceland, Ireland, Italy, Luxembourg, the Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States. The following countries became Members subsequently through accession at the dates indicated hereafter: Japan (28th April 1964), Finland (28th January 1969), Australia (7th June 1971), New Zealand (29th May 1973), Mexico (18th May 1994), the Czech Republic (21st December 1995), Hungary (7th May 1996), Poland (22nd November 1996), Korea (12th December 1996) and the Slovak Republic (14th December 2000). The Commission of the European Communities takes part in the work of the OECD (Article 13 of the OECD Convention). © OECD 2003 Permission to reproduce a portion of this work for non-commercial purposes or classroom use should be obtained through the Centre français d’exploitation du droit de copie (CFC), 20, rue des Grands-Augustins, 75006 Paris, France, tel.
    [Show full text]
  • 1St Quarter 2017
    INTERIM FINANCIAL REPORT 1st quarter 2017 2 AVINOR AS Content Group main figures 3 Board of directors report 4 Income statement 8 Statement of comprehensive income 9 Balance sheet 10 Statement of changes in equity 12 Statement of cash flows 13 Notes 14 About Avinor Avinor has two primary business areas, operation of a nationwide The Ministry of Transport and Communications manages the Norwegian network of airports, and the national air navigation services for civil and state’s ownership of Avinor, and stipulates e.g. the tasks imposed on military aviation. In total, this includes 46 airports as well as control the Group to safeguard the general interests of Norwegian society, towers, control centres and other technical infrastructure for safe air the required rate of return and dividends. In addition, the Ministry of navigation. In addition to the aviation-operative activities, commercial Transport and Communications regulates the aviation fees. The Ministry earnings are facilitated through airport hotels, parking facilities, tax-free of Transport and Communications is the highest authority for Norwegian stores, restaurants and other services for air passengers. aviation and also stipulates the Civil Aviation Authority’s regulations, which have consequences for Avinor’s operations. Avinor is a group where the operational activities are partly organised in divisions and in partly in legal entities (subsidiaries). Financially, the Avinor has issued bonds that are listed on the Oslo and Luxembourg overall operations are run as a single aviation system. The air navigation Stock Exchange. The Group’s corporate governance must adhere to the services finance themselves by pricing the services in accordance with Oslo Stock Exchange’s recommendations for corporate governance to international provisions.
    [Show full text]
  • The Norwegian State's Direct Ownership Of
    The Norwegian State’s Direct Ownership of Companies Climate Related Risks June 2017 The Norwegian State’s Direct Ownership of Companies – Climate Related Risks June 2017 CREDITS Researched and written by: Christina Weimann,Senior Research Analyst Gautier Desme, Senior Research Analyst Research team led by: Lauren Smart, Head of Financial Institutions Report edited and designed by: James Richens, Editor Rebecca Edwards, Marketing ABOUT TRUCOST Trucost is part of the S&P Global family, operated by S&P Dow Jones Indices. Our shared commitment to the environment will allow us to bring essential ESG investment opportunities to the global marketplace, enabling the combined entity to satisfy growing market demand through new products and enhancements of Trucost’s existing capabilities. Trucost assesses and prices risks relating to climate change, natural resource constraints and broader ESG factors. Companies and financial institutions use Trucost intelligence to understand exposure to ESG factors, inform resilience and identify the transformative solutions of tomorrow. Trucost data also underpins ESG indices, including the S&P 500 Carbon Efficient Index® and S&P/IFIC Carbon Efficient Index®. For more information, visit www.trucost.com. ABOUT S&P DOW JONES INDICES S&P Dow Jones Indices is the largest global resource for essential index-based concepts, data and research, and home to iconic financial market indicators, such as the S&P 500® and the Dow Jones Industrial Average®. More assets are invested in products based on our indices than based on any other provider in the world. With over 1,000,000 indices and more than 120 years of experience constructing innovative and transparent solutions, S&P Dow Jones Indices defines the way investors measure and trade the markets.
    [Show full text]
  • A Sectoral Innovation System Analysis of the Transport Sector in Norway and Canada in Light of the Paris Agreement
    sustainability Review Many Miles to Paris: A Sectoral Innovation System Analysis of the Transport Sector in Norway and Canada in Light of the Paris Agreement Konstantinos Koasidis 1 , Anastasios Karamaneas 1, Alexandros Nikas 1,* , Hera Neofytou 1 , Erlend A. T. Hermansen 2, Kathleen Vaillancourt 3 and Haris Doukas 1 1 Decision Support Systems Laboratory, School of Electrical and Computer Engineering, National Technical University of Athens, Iroon Politechniou 9, 157 80 Athens, Greece; [email protected] (K.K.); [email protected] (A.K.); [email protected] (H.N.); [email protected] (H.D.) 2 CICERO Center for International Climate and Environmental Research, P.O. Box 1129, Blindern, NO-0318 Oslo, Norway; [email protected] 3 ESMIA Consultants, Blainville, QC J7B 6B4, Canada; [email protected] * Correspondence: [email protected]; Tel.: +30-210-772-3612 Received: 16 June 2020; Accepted: 17 July 2020; Published: 20 July 2020 Abstract: Transport is associated with high amounts of energy consumed and greenhouse gases emitted. Most transport means operate using fossil fuels, creating the urgent need for a rapid transformation of the sector. In this research, we examine the transport systems of Norway and Canada, two countries with similar shares of greenhouse gas emissions from transport and powerful oil industries operating within their boundaries. Our socio-technical analysis, based on the Sectoral Innovation Systems approach, attempts to identify the elements enabling Norway to become one of the leaders in the diffusion of electric vehicles, as well as the differences pacing down progress in Canada. By utilising the System Failure framework to compare the two systems, bottlenecks hindering the decarbonisation of the two transport systems are identified.
    [Show full text]