DOCSLIB.ORG

Lntaker Logo

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Lntaker Logo Listing Prospectus Posten Norge AS Registration Document Joint bookrunners Oslo, 14 April 2008 1 av 29 Important information The Registration Document is based on sources such as annual reports and publicly available information and forward looking information based on current expectations, estimates and projections about global economic conditions, the economic conditions of the regions and industries that are major markets for the Company's (including subsidiaries and affiliates) lines of business. Important factors that could cause actual results to differ materially from those expectations include, among others, economic and market conditions in the geographic areas and industries that are or will be major markets for the company's businesses, market acceptance of new products and services, changes in governmental regulations, interest rates, fluctuations in currency exchange rates and such other factors as may be discussed from time to time in the Registration Document. Although it is believed that the expectations are based upon reasonable assumptions, the Borrower can give no assurance that those expectations will be achieved or that the actual results will be as set out in the presentation. Neither Nordea and DnBNOR nor the Borrower are making any representations or warranty, expressed or implied, as to the accuracy, reliability or completeness of the Registration Document, and neither Joint arrangers, the Borrower, nor any of its directors, officers or employees will have any liability to you or any other persons resulting from your use. This Registration Document is subject to the general business terms of the Joint arrangers, available at their websites. Confidentiality rules and internal rules restricting the exchange of information between different parts of the Joint arrangers may prevent employees of the Joint arrangers who are preparing this presentation from utilizing or being aware of information available to of the Joint arrangers and/or affiliated companies and which may be relevant to the recipient’s decisions. The Joint arrangers and/or affiliated companies and/or officers, directors and employees may be a market maker or hold a position in any instrument or related instrument discussed in this Registration Document, and may perform or seek to perform financial advisory or banking services related to such instruments. The Joint arrangers corporate finance department may act as manager or co-manager for this Company in private and/or public placement and/or resale not publicly available or commonly known. Copies of this presentation are not being mailed or otherwise distributed or sent in or into or made available in the United States. Persons receiving this document (including custodians, nominees and trustees) must not distribute or send such documents or any related documents in or into the United States. Other than in compliance with applicable United States securities laws, no solicitations are being made or will be made, directly or indirectly, in the United States. Securities will not be registered under the United States Securities Act of 1933 and may not be offered or sold in the United States absent registration or an applicable exemption from registration requirements. The distribution of the Registration Document may be limited by law also in other jurisdictions, for example in Canada, Japan and in the United Kingdom. Verification and approval of the Registration Document by Oslo Børs implies that the Registration Document may be used in any EEA country. No other measures have been taken to obtain authorisation to distribute the Registration Document in any jurisdiction where such action is required. 2 av 29 Table of contents: 1. Risk factors ...................................................................................................................4 2. Definitions.....................................................................................................................7 3. Persons responsible ........................................................................................................8 4. Statutory Auditors ..........................................................................................................9 5. Information about the issuer ..........................................................................................10 6. Business overview ........................................................................................................11 7. Organizational structure ................................................................................................16 8. Trend information.........................................................................................................17 9. Administrative, management and supervisory bodies .........................................................19 10. Major shareholders .....................................................................................................23 11. Financial information concerning the issuer's assets and liabilities, financial position and profits and losses.......................................................................................................................24 12. Documents on display .................................................................................................26 Cross Reference List .........................................................................................................27 Posten Norge AS memorandum and articles of association .....................................................28 3 av 29 1. Risk factors Readers of this Listing Prospectus should carefully consider all of the information contained herein and in particular the following factors which may affect some or all of the Company’s activities and its ability to service the bond debt. The risk factors described below will have the same meaning and possible impact on the Company even though the term Group is used in the text. This list is not exhaustive. The actual results of the Group could be impacted by the results of many factors, including the risks described below and elsewhere in the Prospectus. Market and competitive situation Great focus is placed on maintaining a good return on equity over time. A likely negative growth in prioritised letters (A-mail) and liberalisation in the mail segment are challenging. A small number of large customers generate a considerable share of both revenues and returns for Posten Norge. The number of administrative letters will continue to decline as a result of substitution. The margins are low in the area of unaddressed direct mail segment, and the competition is fierce Addressed direct mail are more likely to grow than the unaddressed mail, and focus is put on product development. Growth potentials in the Nordic market are strategically positioned by CityMail in Sweden and Denmark. The market share in parcel distribution is under pressure. Competitors have improved their network systems and market positions regarding the B2B and B2C distribution. A key reason for this development is that 20% of the parcel volumes are imported to Norway, and Posten Norge wants to strengthen its position in the cross border flow. Posten is alert to global players who are strengthening their efforts to obtain a position in the parcel distribution. In order to succeed, the three main business segments continue to develop the company as a Nordic player. While Posten Norge is focused on increasing the market share within general cargo and parcel/express distribution, competitors are also positioning themselves into these product segments. Posten Norge is in a good position for growth due to its broad range of logistics services (“one-stop-shopping”) and a strong expertise in IT. Liberalisation and regulatory framework The new Postal Directive will bring the letter monopoly to an end in Europe from 2011 (or no later than 2013). In Sweden, Finland, Estonia, Great Britain, and Germany the letter monopoly is already abolished. The existing liberalisation of mail letters above 50 grams, and in some countries regional distribution, has resulted in an attractive market. In countries such as the Netherlands, France and Spain, new postal players have been established and they are positioning themselves until the liberalisation takes effect in 2011 at the latest. Several countries will speed up liberalisation and the Netherlands may liberalise in 2008. Liberalisation of the Postal markets will lead to a more open market and sharpen the competition. Posten Norge has recommended a restructuring of the postal network and the Ministry of Transport and Communications is backing this recommendation. The final political resolution will take place when the Parliament makes a decision on this matter, expectedly in early May. If Parliament rejects the restructuring plan, Posten Norge will claim governmental compensation for non- profitable service obligations. Posten Norge has a so called universal service obligation (USO), i.e. an obligation specified in its license to provide certain services with a specified quality throughout the country. A part of the USO is unprofitable to Norway Post. The loss, or “extra cost” is covered by monopoly profit, if any, and if the monopoly profit is not sufficient, by a purchase from the state. As the purchase from the state is subject to ordinary budgetary considerations, there is a risk that the extra costs that arise from the USO are not fully covered by monopoly profit and the state. Posten Norge is subject
Load more

Recommended publications
  • ECM I EDB Ergogroup • Ephorte5 • Sikkerhetsarkiv • Avlevering / Deponering • Langtidslagring
    EDB ErgoGroup KDRS samling – 20 november 2011 Ole Desalu Vold Løsningsansvarlig ePhorte Product Managment ECM 10.000 kompetente kolleger! Antall ansatte 9 661 Norway 5134 | Sweden 2347 | Finland 50 Danmark 100 | Kont. Europa 80 | Ukraina 950 India 1000 Kont. Europa Danmark 1 % 1 % Ukraina • 100 kontorer i Norden 11 % Norway • 12,4 MRD NOK Sweden 59 % 27 % • Børsnoter på Oslo Børs • Største aksjonærer; Finland 1 % • Posten (40%), Telenor 27,5%, Folketrygdfondet (4,7%), Odin (2%), Orkla (1,9%) IT tjenester Norden Company Market share Sterk posisjon i 1 IBM 13.3 % Norden 2 EDB ErgoGroup 7.9 % 3 Tieto 7.1 % • Nr. 1 i Norge med 32% 4 Logica 6.8 % markedsandel 5 HP 5.4 % • Nr. 4 i Sverige med 7 % markedsandel 6 CSC 3.2 % • Vekstpotensial i Sverige 7 Accenture 3.1 % gjennom komplementært 8 Fujitsu 2.8 % tjenestetilbud 9 Capgemini 2.2 % • Sterk kombinert 10 KMD 2.2 % tjenesteportefølje mot store bedrifter og SMB Kilde: IDC august 2010 Business Unit: Enterprise Content Management (ECM) Business Unit ECM Torgeir Strypet 4200 ECM ECM Public ECM Application ECM Private ECM Product Collaboration ECM ECM Sales Services Management Services Management Services Customer Service Geir Olav Aas Hanne Mette Gry-Helen Knut Magnus Espen Sjøvoll Odd-Henrik Bjørg Sørensen 4210 Janson Haraldsen Aasli 4240 Hansen 4249 4241 4242 4243 4290 Vi gir trygghet for framtiden • Offentlig sektor er svært viktig for EDB ErgoGroup • Over 500 kunder gir store muligheter til investeringer • Sak/Arkiv er kjernevirksomhet for dere og for oss • Både ePhorte og ESA videreføres som produkter! • Eksisterende utviklingsplaner følges • Vedlikehold og brukerstøtte videreføres • Helt nye portal-løsninger i tett samspill med Sak/arkiv Fusjonen gir nye muligheter • Raskere tilgang på ny funksjonalitet ved at vi gjenbruker det beste på tvers av applikasjonene (ePhorte og ESA) • Samlet kan vi dekke flere kunders behov • Informasjonsforvaltning og informasjonsstyring (ECM) er et satsingsområde for EDB ErgoGroup, og vi ønsker å bidra til at våre kunder utvikler seg på hele dette området.
    [Show full text]
  • Årsrapport for POSTEN NORGE AS 2002
    i går i dag årsrapport FOR POSTEN NORGE AS 2002 i morgen Innhold Konsernsjefen har ordet . 4-7 Konsument . 26-27 Forretningsidé, visjon og mål . 7 ErgoGroup . 28-29 Organisasjon . 8-9 Distribusjonsnett . 30-31 Styrets beretning . 10-17 Markedsbeskrivelse . 32-35 Nøkkeltall for konsernet . 18 Samfunnsregnskap . 36-37 Resultatregnskap . 19 Miljørapport . 38-39 Balanse . 20 Noter til regnskapet . 40-56 Kontantstrømoppstilling . 21 Revisjonsberetning . 57 Kommunikasjon . 22-23 Høydepunkter . 58-59 Logistikk . 24-25 innholdPOSTEN NORGE ÅRSRAPPORT - SIDE 3 Konsernsjefen Postens visjon Verdens mest fremtidsrettede postbedrift Visjonen uttrykker et ambisjonsnivå for Posten i et lengre tidsper- spektiv. Den er et bilde av hvordan vi ønsker at Posten skal bli opp- fattet. Visjonen skal skape en felles forståelse av Postens retnings- valg, samtidig som den skal være et ideal for alle oss som arbeider i har gjennomført lønnsoppgjør det ikke er Posten, og ikke minst, noe å strekke seg etter. realøkonomisk dekning for. Verdens gir uttrykk for at vi skal være ledende i verden innen vår De senere år har vi sett to store børs- bransje. Ingen postbedrift skal være bedre i sitt marked enn Posten noteringer av postselskaper i Europa. TPG er i Norge. Vi skal hente inspirasjon hos dem som g jør det best i vår (Nederland) ble børsnotert i 1998, og staten bransje, uansett hvor i verden de er virksomme. eier nå 34,8 prosent av aksjene. Deutsche Post Mest betyr i utvidet forstand at vi skal være best. Vi skal være den som vinner de lønnsomme konkurransene i markedet flest ganger. ble børsnotert i 2000, og den tyske stat eier Fremtidsrettet innebærer at vi til enhver tid ønsker å være i forkant 68 prosent av aksjene.
    [Show full text]
  • Is Diversification the Answer to Mail Woes? the Experience of International Posts
    Is Diversification the Answer to Mail Woes? The Experience of International Posts Final Report February 2010 Notice of Confidentiality and Non-Disclosure This document contains pre-decisional opinions, advice, and recommendations that are offered as part of the deliberations necessary to the formulation of postal policy. It is protected from disclosure pursuant to the Deliberative Process Privilege It also contains commercially sensitive and confidential business/proprietary information that is likewise protected from disclosure by other applicable privileges. No part of it may be circulated, quoted, or reproduced for distribution outside the client organization without prior written approval from Accenture Diversification of International Posts 1 About this document This document was prepared by Accenture at the request of the U.S. Postal Service This report is based on a review of the experience of international posts with diversification outside of mail 1, complemented by Accenture’s postal industry experience and research. It was prepared with the intent to help inform discussions on the U.S. Postal Service future growth opportunities While looking at how other posts are responding to the growing decline in mail volumes provides valuable insights, this report does not intend to provide recommendations on the U.S. Postal Service specific situation In particular, the reasons for success or failures as experienced by others posts can be rooted in a wide range of factors, among which are: market conditions, the specific situation of a given post, or the effectiveness in executing their respective diversification strategies Therefore, while this report provides a collective overview of what other posts have done to grow their revenue outside of mail, it does not intend to provide an analysis of the U.S.
    [Show full text]
  • EVRY Facts and Figures
    Portfolio Management – Finnes det en beste praksis? 15. april 2013 Building the strongest IT service provider in the Nordics Our story Bringing 50 years of IT innovation together 1961 EDB established as Elektronisk Databehandling AS 2002-2008 EDB acquisitions to strengthen 1972 customer and service portfolio ErgoGroup established as Statens Driftssentral 2006 ErgoGroup growth in Sweden 1995 through acquisition of Systeam Posten aquires Statens Datasentral SDS 2007 ErgoGroup acquisition of Bekk 1999 Consulting Merger of EDB AS and Telenor Programvare 2008 ErgoGroup global sourcing 2000 through acquisition of ION Acquistion of EDB and Fellesdata 2010 2001 Merge of EDB and ErgoGroup EDB established in Sweden 2012 2001-2005 EVRY – new name ErgoGroup acquisitions to strengthen customer and service portfolio The strongest IT service provider in the Nordics 2 Our story Making a difference in the Nordics Close to our customers Delivery models for any • 50 cities with capacity to segment deliver • Meeting the needs and • 11 regional offices with expectations of Large and specialist competencies SME customers Cultural affinity Critical importance for • ”Local” language society as a whole • Business made easy • Banking & finance • Public sector Diversity and business agility Shareholders • Empowered local management • Posten 40% • Enthusiastic and • Telenor 30,2% motivated employee • Listed at Oslo Stock Exchange since 1995 100+ employees The strongest IT service provider in the Nordics 3 Our story Market size and market shares Market size Nordic (BNOK) IT Services Nordic (%) Prime market for EVRY ~ BNOK 113 14 12 SW/HW \ IT services Projects \ Outsourcing 10 IBM 8 EVRY 132 66 Logica 6 Tieto HP/EDS 47 4 CSC 88 2 Accenture Fujitsu 0 Atea IT Services Norway (%) IT Services Sweden (%) 35 12 30 10 Logica 25 EVRY 8 IBM HP/EDS 20 IBM Atea 6 EVRY 15 Accenture Tieto CapGemini 4 Fujitsu 10 Logica CapGemini Atea 5 Steria 2 CSC Volvo IT Know IT 0 HP 0 The strongest IT service provider in the Nordics 4 Our story Nordic summary 10 # 1 Total market share 33% 1.
    [Show full text]
  • Postavisen 14/03
    Medarbeiderundersøkelse: Si ifra! Side 4 Konsument pusser opp: Pia blir ny Side 4 Posten og Nor-Cargo: Vil ha barnas Ros for IA Side 6 tegninger Side 14 Konsernavis for Posten Norge - 10. september Nr. 15/2004 - 53. årgang ErgoGroup-sjefensErgoGroup-sjefens DRØMME-DRØMME- OPPSLOPPSLAAGG Her viser administrerende direktør Terje MjøsMjøs aavisoppslagenevisoppslagene ristiansen taff K hanhan håperhåper ErErgoGroupgoGroup skalskal fåfå ii fremtiden.fremtiden. På På enen rekkerekke allmøterallmøter ii Thor S selskselskapetapet prpresenesentertererer hanhan nånå strstrategienategien somsom skalskal skapeskape dem.dem. MIDTENMIDTEN oto: F Vil samle Ble ranet En topp e-Norge i øvelse for topper Moderniserings- Heidi Steiro var en av OL-mester Olaf Tufte minister Morten de ansatte på Solli var overraskelsen da Meyer vil bli it-alde- postkontor som ble et nytt toppleder- rens svar på Harald utsatt for øvingsra- program startet Hårfagre. nere sist onsdag. mandag. Side 16 og 17 Side 10 og 11 Side 5 2 Postavisen nr. 15 - 10. september 2004 Postavisen nr. 15 - 10. september 2004 3 Nå må vi ha rygg til å klare fremgang Vi i Posten kan for tiden glede oss over kjent høyst sannsynlig i 2007. Det vil utvil- over. Vi har hatt noen tunge og vanskelige flere gode resultater og tilhørende hygge- somt bidra til å styrke vår konkurranseev- år, preget av fundamentale endringer, lig oppmerksomhet og skulderklapp. For ne om vi kjemper helt i toppen av listen på store kostnadskutt og omstillinger. Posten to uker siden la vi frem halvårsregnskapet, det tidspunktet. Kan vi være enige om at har vist at ryggen var sterk nok til å tåle som for all del var godt, men at det fortje- en topplassering er en målsetting med motgang, nå må vi huske at det skal enda Bedre og Posten Norge AS Bedre og Postavisen ner helsider med krigsoverskrifter i den både spenst og kraft? sterkere rygg til for å klare medgang.
    [Show full text]
  • Annual Report 2014 About EVRY
    Annual report 2014 About EVRY EVRY is one of the leading IT companies in the Nordic countries, with a strong local and regional presence in 50 Nordic towns and cities. Through its knowledge, solutions and technology, EVRY contributes to the development of the information society of the future, and so creates value for the benefit of its customers and for society as a whole. EVRY combines in-depth industry knowledge and technological expertise with a local delivery model and international strength. Contents Introduction 4 Letter from the CEO 4 Strategy 6 Our business 8 EVRY Norway 9 EVRY Sweden 12 EVRY Financial Services 15 Corporate Social Resposibility 18 Key figures 20 From the Boardroom 24 Executive Management 24 The Board of Directors 26 Corporate Governance 28 Report from the Board of Directors 2014 36 Statement by the Board of Directors and CEO 46 Annual accounts and notes 48 Annual Accounts Group 50 Annual Accounts EVRY ASA 96 Auditor's report 106 4 Introduction EVRY's strategy for Nordic leadership According to the World Economic Forum, ICT is the most important driver for economic growth, and the Nordic countries are at the top of the list for adopting new technology. EVRY has a key role to play in this. 2014 saw the start of a strategic process to drive EVRY towards its objective of being a leading supplier of innovative IT services in the Nordic market. EVRY plays an important role in society as a whole through A proactive company the scale and significance of the services it provides to Nordic Following the merger of ErgoGroup and EDB in 2010, EVRY business and industry and to public sector entities in the cen- announced a strategy for Nordic leadership with three tral government, local government and health sectors.
    [Show full text]
  • Posten Årsrapport 2003
    annual report 2003 Contents CEO report . 4-7 Business concept, vision and objectives . 7 Organisation . 8-9 KEY FIGURES 2003 2002 2001 Board of Directors’ report . 10-17 Operating revenues (MNOK) 15 559 15 106 15 008 EBIT (MNOK) 512 - 33 843 Key figures for the group . 18 Government procurements (MNOK) 305 372 540 Income statement . 19 Value creation (MNOK) 5 500 6 300 4 800* Balance sheet . 20 Revenues from licensed area 26,7 % 31,6 % 33,3 % Cash flow statement . 21 Revenues from international activities (MNOK) 1 350 1 096 724 Communications . 24-25 Total parcel volume (million items) 25 24,7 24,5 Logistics . 26-27 Total letter volume (million items) 2 652 2 546 2 504 Consumer . 28-29 Development A and B mail - 0,7 % - 4,0 % - 9,1 % ErgoGroup . 30-31 Delivery quality A priority mail (delivered overnight) 87,7 % 86,7 % 86,3 % Distribution Network . 32-33 Machine-sorted, small letters 79 % 75 % 71 % Market overview . 34-37 Machine-sorted, all letters 54 % 48 % 38 % Community . 38-39 y figures Employees (full-time equivalents) 21 640 23 509 24 506 Employee satisfaction (points, max 100) 80 79 75 Corporate governance . 40-41 Number of sales outlets (post offices/Post in Shop) 1 503 1 474 1 373 Environment . 42-43 Norway Post reputation, share «Good impression» (MMI) 46 % 43 % 48 % Notes to the ke * 2000 financial statements . 46-64 Auditor’s report . 65 Highlights . 66-67 3 CEO report «Long-term planning and Change and development flexibility are prerequisites for our success» Technological development, political frame- work and competition affect Norway Post and our strategies, and we have to develop continually in order to meet these challenges.
    [Show full text]
  • 2006Annual Report Contents
    2006ANNUAL REPORT CONTENTS 2 CEO Report 5 Business concept, vision and goals 06KEY FIGURES 6 Organisation 8 Report of the Board of Directors 18 Key financial figures 2006 2005 2004 2003 19 Income statement Operating revenues (MNOK) 23 668 19 995 17 959 15 559 20 Balance sheet EBIT (MNOK) 1 313 1 208 1 257 512 Government procurements (MNOK) 0 326 316 305 21 Cash flow statement Equity value (MNOK) 12 000 7 700 5 500 12 500 22 Statement of changes in equity Share of revenue from licensed area 13.7 % 18.3 % 20.8 % 24.2 % Revenues from foreign subsidiaries (MNOK) 4 153 1 727 1 443 1 253 24 Post Segment Total parcel volume Posten Norge AS (million) 30.7 31.3 29.2 27.5 26 Express and Logistics Segments Total letter volume Posten Norge AS (million) 2 752 2 654 2 586 2 652 28 ICT Segment Development A and B mail - 0.8 % - 5.8 % - 7.0 % - 0.7 % Delivery quality A-priority mail (% delivered overnight) 82.4 % 86.7 % 87.5 % 87.7 % 30 Corporate governance Machine-sorted, small letters 80 % 82 % 81 % 79 % 34 Market report Machine-sorted, all letters 64 % 61 % 59 % 54 % 36 Community report Employees (full-time equivalents) as at 31 December 22 272 20 541 21 373 21 640 No. of sales outlets (post offices/Post in Shops) 1 501 1 523 1 529 1 503 38 Environmental report Customer satisfaction with the sales network (points, max. 100) 81 80 74 83 40 Notes to the accounts Norway Post’s reputation, % with a «Good Impression» (MMI) 59 % 56 % 50 % 46 % 89 Auditor’s report 2 3 R R R R E E E E T T T T R R R R A A A A U U U U Q Q Q 01 Q 02 03 04 6 0 0 2 R A E Y JANUARY FEBRUARY MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER The new CEO Dag Mejdell Norway Post received Norway Post held an online The spring customer Hmm…sceptical! Ball-games area no.
    [Show full text]
  • Postavisen 14/03
    Posthandel og postkontor: De beste Side 11 Serviceprisen: Ordnet opp Side 18 Elektronisk postadressebok: På jobb Søk bedre Side 2 i vinterland Midten Konsernavis for Posten Norge - 23. januar Nr. 2/2004 - 53.årgang Går for gigantene Ronald Eriksen og hans mannskap tenker stort: Enheten for konsernavtaler har plukket ut 25 av gigantene i nærings- livet med tanke på strategiske avtaler. Rett før jul ble en slik avtale undertegnet med Orkla. Den har en verdi på rundt 300 millioner kroner i året. På bildet ser vi Eriksen (foran), Anders Normandbo, Asbjørn Aune og Marianne Reiming. Side 8-9 oto: Midtbøen Nils F Ny sjef Dramatisk Bygger i Nydalen øvelse profil Kaare Østgaard er Det ble realistisk da Kuldip Singh er en av mannen som inntil lederne på Gods- mange som med sin videre skal lede senteret i Oslo hav- uniform er med på å ErgoGroup fra basen net midt i en øvelse skape merkevaren i Nydalen. på Hønefoss. Posten. Side 6-7 Side 16-17 Side 4-5 2 P ostavisen nr. 2 - 23.januar 2004 P ostavisen nr. 2 - 23.januar 2004 3 La oss dyrke optimismen Hilser med CPR-kort Så er vi godt i gang med et nytt år. Det er i slutten av februar, men alle indikasjoner og mål. Aldri har jeg opplevd å starte et år en måned siden solen snudde, og optimis- ser bra ut. Alt det gode arbeidet som vi i Posten med mer positive, ambisiøse og – Jeg ønsket kundene tene blant oss fornemmer allerede lysere daglig ser legges ned over hele linjen er et realistiske mål enn det vi gjør i år.
    [Show full text]
  • Fra Monopolist Til Markedsaktør. Utfordringer for LO I Postsektoren (Fafo-Notat 2004:14) • Bård Jordfald: Fra Traust Etat Til Oslo Børs
    Sigmund Aslesen Fra monopolist til markedsaktør Utfordringer for LO i postsektoren LOs framtid i offentlig sektor Fafo Sigmund Aslesen Fra monopolist til markedsaktør Utfordringer for LO i postsektoren LOs framtid i offentlig sektor Fafo-notat 2004:14 © Fafo 2004 ISSN 0804-5135 Innhold Om prosjektet .................................................................................................................5 1 Fra forvaltning til forretning ........................................................................ 7 2 Et framtidsrettet postforetak ....................................................................... 9 3 Posten Norge dominerer markedet ............................................................ 11 4 På post for de ansatte ................................................................................. 12 Fagforeninger i Posten – etablering og utvikling .......................................................12 Medlemsutvikling i Posten ...........................................................................................14 Postansatte får ny forhandlingsmotpart .....................................................................16 5 En framtid for Posten Norge? ..................................................................... 19 Framtidas postmarked ..................................................................................................19 Framtidas postformidling .............................................................................................20 Framtidas postproduksjon ............................................................................................21
    [Show full text]
  • Knowledge-Based It & Software
    REPORT NO 11. JUNE 2011 KNOWLEDGE-BASED IT & SOFTWARE By Espen Andersen Knowledge-based IT & software Espen Andersen 2011 Forskningsrapport juni 2011 Handelshøyskolen BI N-0442 Oslo Tlf: 4641 0000 www.bi.no Printing: Nordberg The report may be ordered from our website www.bi.no/research Espen Andersen: The Norwegian IT Industry 2 β release, June 24, 2011 Contents Preface – why a β release? ................................................................................................................. 4 Executive summary, with policy implications ................................................................................. 5 Background – the elusive industry .................................................................................................... 8 The Norwegian IT industry ............................................................................................................... 11 Historical development ................................................................................................................. 11 Current market structure .............................................................................................................. 28 Competition ................................................................................................................................... 30 IT providers and IT services .............................................................................................................. 47 Industry and public policy implications ........................................................................................
    [Show full text]
  • Milepæler I Postens Historie
    Den 17. januar 1647 ble Postverket opprettet av Hannibal Sehested – dansk stattholder i Norge. Nederlenderen Henrik Morian fikk enerett til å drive Postverket mot en årlig godtgjørelse. Milepæler i Postens historie: . 1647 Postverket opprettes. 1758 De fleste «postbøndene» får lønn, og ordningen med poståpnerier blir formalisert. 1814 Norge har 25 postkontor, 6 postekspedisjoner og 97 poståpnerier. 1827 Postverket blir landets første dampskipsreder ved anskaffelse av «Constitutionen» og «Prinds Carl» for å bedre postgangen langs kysten og til utlandet. 1827 Pakkeposttjenesten blir formelt innført. 1854 Posten er med ved etableringen av den første jernbanen fra Christiania til Eidsvoll. Jernbaneloven fra 1848 la til grunn at posten skulle sendes med jernbanen og at poståpneriene skulle legges til stasjonene. 1855 Det første norske frimerket blir utgitt. 1855 Første telegraflinje mellom Christiania og Drammen. Der telegraflinjene sluttet, overtok Posten. 1872 Postkortet introduseres. 1871 Ny postlov innfører forenklet prissystem med innenlands porto, postbokser på postkontorene og postkasser på adressatenes dører. 1885 Landposttjenesten etableres. 1893 Hurtigruten etableres til Nord-Norge, og Posten er med om bord. 1903 Den første frankeringsmaskinen blir tatt i bruk. Den var en norsk oppfinnelse. 1920 Første offisielle flyrute åpnes, og Posten er med. 1943 Norge får postgiro. 1950 Norges Postsparebank opprettes. 1952 Ny postkasselov definerer at alle skal ha postkasse. 1968 Postnummer innføres for å kunne håndtere store postmengder. 1976 Oslo postterminal og Postgirobygget tas i bruk. Bygges om i 2003. 1984 Overgang fra innholdsbasert klassifisering av brevpost til prising etter fremsendingstid; A-, B- og C-post. 1995 Postbanken etableres som frittstående bankvirksomhet etter sammenslåing av Postbanken og Postgiro. 1995 Statens Datasentral (SDS) kjøpes av Posten, fusjoneres med Postens Datasentral og får navnet Posten SDS (nå Evry).
    [Show full text]