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Utfordringer På Marienborg Rapport Fra Bergen Side 3 Nytt Fra Lodalen
verkstedarbeideren.no Nr. 2 - 2020 - Utgitt siden 1946 Utgiver: Statsbanenes Verkstedarbeiderforening, Oslo Ett år med jern- banereformen... Les mer på side 10 Utfordringer på Rapport fra Nytt fra Lodalen Marienborg side 6 side 12 Bergen side 3 Roboter med kunstig intelligens (IA) tar ikke jobbene våre Mikael Nyberg skrev i 2011 boken "Det store tågranet". Der beskrev han hvordan oppsplittingen av jernbanen i Sverige førte til ansvarspul- verisering og forfall av den svenske jern- banen. Nils Bull, Leder Statsbanenes Verksted- ter.De ansatte underlegges nitid før er at mye av industrien er arbeiderforening, Oslo kontroll på alt de gjør. utflytta fra gamle industriland til Flate organisasjoner Eksemplene på dette er mange. Asia og Kina. I boka «Kapitalets automatikk» Lageransatte på Amazons - Robotene omgir arbeidsfolk i en som kom ut våren 2020 skriver (verdens største netthandel) lager moderne industri, men det er folk Nyberg om påstandene om at i Bielefeldt i Tyskland plukker de- som må legge til rette for at robo- jobbene overtas av roboter med ler fra et sted i lageret. Dette får ten skal få gjort jobben den er såkalt kunstig intelligens (IA). Han de beskjed om beskjed om via satt til. Det være seg legge pressa tar også opp mytene om at i det headsett. stålplater til rette på et transport- moderne kunnskapssamfunnet er bånd slik at roboten skal kunne det den moderne teknikken som Ansatte som ikke holder høyt nok- sveise. Det kan også legges til leder oss inn i et kreativt samfunn tempo får spørsmål om hvor- rette for at automatiserte dreie- med nettverk av flate organisasjo- for ,og "inspektører" kommer for benker skal få maskinert deler. -
Statnett Annual Report 2014
Annual report 2014 English Statnett Annual report 2014 Content The President and CEO comments on the 2014 annual report 4 Statnett’s strategy 6 This is Statnett 8 Statnett’s tasks 8 Organizational structure 9 Presentation of the Group management 10 Highlights 2014 12 The international interconnector between Norway and Germany is approaching realisation 12 Lofotringen sections now part of the main grid 12 Ørskog-Sogndal to be completed in steps 12 Skagerrak 4 and the Eastern Corridor strengthened transmission capacity to Denmark 12 Measures to improve information security 13 New Regulation and Market System (LARM) 13 Statnett’s former head office in Huseby has been sold 13 Ytre Oslofjord completed 13 Common price calculation in Northwest-Europe 13 Regional control centres in Sunndalsrøra and Alta merged 13 Financial framework conditions 14 Statnett’s revenues 14 Key figures 17 Corporate Social Responsibility 2014 18 Statnett’s corporate social responsibility reporting 18 Corporate social responsibility organisation 18 Statnett and society 19 Climate and the environment 24 Our employees 29 GRI 36 Corporate governance 41 Statement on corporate governance 41 Business 42 Equity and dividends 43 2 Statnett Annual report 2014 Equal treatment of owners and transactions with closely related parties 43 Freely negotiable 43 The Enterprise General Meeting 44 Election committee 44 Corporate Assembly and Board of Directors: composition and independence 44 The work of the Board of Directors 45 Risk management and internal control 46 Renumeration of the -
Samarbeidet Med Kymar Fungerer Utmerket «VIKTIG at DE HOLDER OSS ” Tolleiv Fløgstad Er Elektroinspektør Hos Dolphin Drilling As, Som Er Eiet Av Fred
Design: 07 Media / Moss 07 Design: HVIS DET ROTERER OG GÅR PÅ STRØM, SÅ FIKSER VI DET! OG TRENGER DU NOE NYTT, SÅ ORDNER VI DET OGSÅ. kymar.no - Systematisk tilstandskontroll kan være et viktig bidrag til å redusere kostnader for kundene våre, sier Frode A. Spange (t.v.) og Ulf R. Pettersen (foto: Ingeborg Thorsland) Vi skal være en viktig medspiller Noe av det første Ulf R. Pettersen gjorde etter han ble administrerende direktør i Kymar as, og representerer flere store produsenter. Sarpsfossen-Borregaard kraftverk. Her foretar var å kontakte kundene for å få vite hva de syntes. – Kymar fikk mange lovord, smiler han Dette betyr at vi kan finne frem til den beste de inngående tester, og etterat statoren er løsningen i felleskap med kunden, hvor kommet i drift, skal de regelmessig gjøre fornøyd. – Kundene berømmer servicementaliteten vår. Dette går på rask respons, at vi er ny motor blir veid opp mot overhaling/ nye sammenlignende målinger. Dermed effektive og løsningsorienterte. Og at vi har høy kompetanse reparasjon av den gamle. kan eventuelle feil oppdages tidlig og tiltak iverksettes for å unngå unødvendig – Tilstandskontroll er ett av områdene vi driftsstans. satser sterkt på, og her har vi ansatte med ymar har høstet mange og går på strøm, så fikser vi det!» sier de, godt nettverk av underleverandører, sier meget verdifull erfaring, opplyser Frode. – Vi skal fremstå som noe mer enn en gode skussmål for gjennom- før de legger til: «Og trenger du noe nytt, administrasjonssjef Frode A. Spange. - Å få – Vi utfører både elektriske og mekaniske tradisjonell reparatør og leverandør. -
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. -
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 -
Annual Report 2001 Nsb-Group
ANNUAL REPORT 2001 NSB-GROUP Introduction by the CEO “We are on the right track” NSB’s management was given a clear mandate by the Board after the difficult year of 2000: Traffic safety, punctuality, regularity and finances all had to be improved. Not until then would it be possible to rebuild trust in NSB. Today we can say with certainty that we are on the right track, but that we still have a way to go. Our vision is for NSB to be the No. 1 choice of customers and the most innovative transport company in the Nordic countries. Last year we laid plans which we will implement this year. This will be a year of action for us at NSB. On 22 August 2001 NSB’s group management met at the old station in Eidsvoll. It was natural that we travel all the way back to the early days of the Norwegian railway system in our quest to create a new beginning for NSB based on a new organization and new principles for organizational development. We wanted to prepare the group for competition and strengthen our core product, namely the transport of passengers and freight by rail or bus. We have decided to have the parent company, NSB BA, concentrate on the transport of passengers by rail. This is in keeping with the Board’s strategic decisions from April 2001 to provide NSB with a future based on higher profitability and growth. For 2001, the NSB Group posted a loss of NOK 33 million on total operating revenues of NOK 7,126 million. -
The NSB Group with Record Results
Press release from the NSB Group The NSB Group with record results NSB had its best result ever in 2013. – Passenger rail and real estate are the most significant contributors to the good results, says CEO Geir Isaksen in NSB. The operating profit for the NSB Group is 1 457 million NOK, compared to 1 166 million NOK in 2012. Profit before tax in 2013 is 1 281 million NOK, compared to 871 million NOK in 2012. – This is very gratifying. That we strengthen our ability to deliver and our financial results is important to society and the environment, says CEO Geir Isaksen. Environmental Contributions More and more people choose to travel by NSB’s trains. The total growth in 2013 was as much as 7.3 % – or approximately 4.1 million more journeys. – The most important contribution from NSB, with respect to the environment, is to get more people to travel by public transport. Calculations show that the increase in the number of train passengers saved the environment of 5 500 tonnes of CO2, says Isaksen. For individual lines, such as Oslo-Skien, the increase has been even greater, with as much as 23.2 % in 2013. – We also see that the increase continues. In January 2014 the increase in number of passengers for the intercity lines was a total of 9.2 % compared to January 2013, says Isaksen. In total there were 60.5 million journeys by NSBs trains during 2013. Nettbuss also had an increase in number of passengers. In 2013 137 million journeys where registered, compared to 133 million journeys the year before. -
Nsb Group 2016
NSB GROUP 2016 Report of the Board of Directors Corporate social responsibility report Corporate Governance 1 NSB GROUP ANNUAL REPORT 2016 Report of the Board of Directors 2016 Summary of results and trends for the NSB Group for 2016 The NSB Group is able to present good results for 2016. There has been considerable activity related to changes to the role and business composition of the Group as a result of the Norwegian railway reform. The key figures in the points below apply to the total operations of the NSB Group in 2016. (Last year’s figures in brackets) // Operating profit for 2016 amounted to NOK 1,740 million (NOK 2,814 million) // Profit before tax amounted to NOK 1,503 million (NOK 2,664 million) // Return on equity was 12.1% (23.5%) // Increased traffic volume and operating revenue from passenger rail services // Improved results from bus services // Negative effects from the strike in October // Considerable gains from the development and sale of property // Punctuality for passenger rail services was at 88.3% which is in line with last year // Extensive efforts and costs related to the Norwegian railway reform and restructuring 2 2 REPORT OF THE BOARD OF DIRECTORS The railway reform and consequences for the NSB Group The government has initiated the implementation of the approved railway reform. As a consequence of this, NSB’s roles and business activities will alter significantly. One of the most important purpo- ses of the railway reform is to create competition in respect of passenger services on the railways in Norway. -
Kampen Om Stadler Kampen Om Arbeids- Krafta Svir Av En Million
verkstedarbeideren.no Nr. 1– april 2010 - Årgang 64 Utgiver: Statsbanenes Verkstedarbeiderforening, Oslo Velferdsstatens velferdsordninger er visst blitt en for stor belast- ning for verdens rikeste land. Det skal kuttes i offentlige utgifter, og nå er det uførepensjonistene som snart skal få kjenne det. Les mer på side 4 og 5 Kampen Kampen om om arbeids- Svir av en Stadler krafta million side 2 side 3 side 8 I Bergen har de også sitt å gjøre. Les hva de holder på med helt vest. Les mer på side 12 Det er knytta stor interesse til hvem som får vedlikeholdet av de nye Stadlersettene som skal settes i trafikk i 2012. NSB har sentrale folk i sin organisasjon som ikke ønsker Mantena som vedlikeholder. et har i lang tid nå fredsstillende måte. I et D vært stor interesse godt ledet selskap ville om dette vedlikeholdet. Foto: NSB dette vært kommunisert Og like lenge har det på et tidlig tidspunkt. vært et merkelig hemme- Et annet alternativ kan lighold. Vår oppfatning være at det finnes perso- har vært at dette skal det ner sentralt plassert i ikke snakkes for mye konsernet med en egen om. Og nå vet vi årsa- politisk agenda. I strid ken; sterke krefter i NSB med konsernets policy, i har ikke ønsket at Man- strid med eiernes policy. tena skal ha vedlikehol- Hvis dette er tilfellet må det. vårrengjøringen tas om Så vidt vi kjenner til har våren. Den kan ikke ut- man arbeidet med flere settes til sommeren. alternativer, men tilde- ling til Mantena har ikke Konklusjoner vært et av dem. -
Annual Report 2020 (Pdf)
Annual Report 2020 Contents Introduction 3 CEO’s comment 16 Norske tog’s goals 20 Organisation 26 Sustainability and corporate social responsibility 32 This year’s articles 44 Corporate governance 58 Board of Director’s report 64 Financial statements 72 Auditor’s Report 110 Introduction Norske tog’s fleet Norske tog owns and manage aprox 90 % of Norwegian railway vehicles used for passenger traffic Class 5 Subseries: A5-1 B5-3 B5-5 BC5-3 FR5-1 56 160 km/h A5 has 48 seats, B5 has 68 seats and BC5 has 40 seats ** Day/Night train Dovre line, Bergens line and Nordlands line i A5 has comfort class, BC5 has family carriage and FR5 is a restaurant carriage Class 69 Underserier: Class 69 B Class 69 D 43 130 km/h 69C has 286 seats, 69D has 302/303 seats, 69G has 269 seats and 69H has 238/240 seats* Local train Eastern Norway and Voss line Class 70 16 160 km/h 233/238* Regional train Eastern Norway i Only used as an entry train Class 74 36 200 km/h 240* Regional train Eastern Norway Class 92 Class 93 14 140 km/h 143* 15 140 km/h 87* Local train Trønder line, Meråker line and Regional train Rauma line, Røros line and Røros line Nordlands line Class 7 Subseries: A7-1 B7-4 B7-5 59 160 km/h A7 has 48 seats, B7 has 68 seats and BC7 has 36 seats ** Day/Night train Bergen line and Sørlands line i A7 has comfort class, BC7 has family carriage and FR7 is a restaurant carriage Class 69 H Class 69 CII Local train Eastern Norway and Voss line i Series B is two car sets with fewer seats Class 72 Class 73 Subseries: Class 73A 36 160 km/h 310* Local train Eastern -
Railway Reform in the ECE Region
Railway Reform in the ECE region RAILWAY REFORM IN THE ECE REGION Final report New York and Geneva, 2018 Note The designations employed and the presentation of the material in this publication do not imply the expression of any opinion whatsoever on the part of the Secretariat of the United Nations concerning the legal status of any country, territory, city or area, or of its authorities, or concerning the delimitation of its frontiers or boundaries. ECE/TRANS/261 Copyright © United Nations, 2017 All rights reserved. No part of this publication may, for sales purposes, be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, electrostatic, magnetic tape, mechanical, photocopying or otherwise, without prior permission in writing from the United Nations. UNITED NATIONS PUBLICATION eISBN: 978-92-1-363117-1 ACKNOWLEDGMENTS The Study on Railway Reform across the ECE region was prepared by the consultant Davide Ranghetti. It is based on desktop research and thanks to the kind contribution of speakers and delegates at the Workshop on Railway Reform held in conjunction with the seventy-first session of the Working Party on Rail Transport in November 2017, as well as speakers at previous session of SC.2, without whose commitment and input to this study would not have been possible. The United Nations Economic Commission for Europe, as well as other experts also provided valuable input into the preparation of the document. Disclaimer: Views expressed in this document are of the consultant and of the participants of the Workshop on Railway Reform in the ECE region held in conjunction with the seventy-first session of the Working Party on Rail Transport. -
Rail Liberalisation Index 2011
IBM Global Business Services Rail Liberalisation Index 2011 Market opening: comparison of the rail markets of the Member States of the European Union, Switzerland and Norway A study conducted by IBM Deutschland GmbH in collaboration with Prof. Dr. Dr. Dr. h.c. Christian Kirchner, Humboldt-University, Berlin Brussels, 20 April 2011 IBM Global Business Services English translation – in case of doubts German version shall apply. Third edition of the Rail Liberalisation Index study published for the first time on 18 December 2002 Date of issue of the second edition: 10 May 2004 Date of issue of the third edition: 17 October 2007 Date of issue of the fourth edition: 20 April 2011 The complete study, the summary and the annexes are available at: www.deutschebahn.com/liberalisierungsindex (German) www.deutschebahn.com/liberalisation-index (English) You will find the IBM homepage under www.ibm.com IBM and the IBM logo are trademarks or registered trademarks of International Business Machines Corporation in the United States other countries, or both. Other company, product and service names may be trademarks or service marks of others. © Copyright IBM Corporation 2011 2 Rail Liberalisation Index 2011 IBM Global Business Services Contents 1. Management Summary 9 2. Introduction 16 2.1. Goals 16 2.1.1. Initial Theses 16 2.1.2. The European Union Single Market Programme 17 2.1.3. Two components of the objective 18 2.2. Instruments of market opening 18 2.2.1. Access to infrastructure as a prerequisite for opening the railway markets 18 2.2.2. Opening access to infrastructure in railway markets by way of sector-specifi¬c regulation 19 2.2.3.