Avoid, shift, improve

Over the next years there will be significantly more inhabitants in Norway. Towards 2040 the population in and around the larger cities is expected to grow by 40 %, and the demand for efficient and sustainable transport will grow.

According to TØI and the Cicero Temporeport about 26 % of all greenhouse gas emissions in Norway in 2012 came from transport. The share has increased in recent years, and is primarily due to road traffic. Transport emerges as a key factor in reducing climate changes and achieving sustainable development.

In the UN’s efforts towards a green economy ‘Avoid-shift-improve’ is launched as a strategy to reduce emissions from the transport sector. To avoid transport is to reduce the demand for transport or avoiding it all together. The second strategy is to shift to vehicles with lower CO2 emission per passenger, such as public transport, cycling and walking. The third strategy is to increase the efficiency of today’s vehicles and transportation systems.

The NSB Group can significantly help to implement such strategies to achieve a more sustainable society. The NSB Group’s greatest contribution to society is facilitating the community’s transportation challenges to take place in an efficient, accessible, safe and environmentally friendly manner. The company’s main strategic goals reflect this:

The main goal for the NSB Group is to create values for the owner and the society, through efficient, accessible, safe and environmental friendly passenger and freight transports.

The contribution shall be achieved by planning and implementing measures to increase the capacity of public transport to/from home and work, to develop public transportation hubs and develop residential and commercial buildings in close proximity to these, and deliver sustainable freight traffic on rail. Important measures are a new timetable which was established for the Eastern part of Norway in December 2012 and extended in December 2014, the delivery of 81 new trains towards 2016, and high activity in real estate development in and around transportation hubs.

This work has resulted in a considerable increase in volume also during 2014, with an increase in the number of journeys in our trains by 4,4 % to 68.5 million. The increase from 2012 has been 12 %. The number of journeys by our busses in Norway and Sweden increased at the same time with -2.2 % and 21 % in 2014.

Key milestones in 2014

  • On the 14th December 2014 a new timetable was implemented with an improved train service for passengers travelling in the Eastern part of Norway, Sørlandsbanen and the local trains in Trøndelag. This increased the route offer further compared to the last large improvement of December 2012
  • The two office buildings in Schweigaards gate 21/23 won the Norwegian Award for Building Design in 2014
  • PA new energy efficient BREEAM-Nor Excellent office building at about 6 000 M2 is being built at Filipstad in Oslo, and will be completed in 2015
  • The Norwegian Environment Agency approved the environmental clean-up at Brakerøya in June 2014
  • Energy consumption per seat km. for our trains was reduced by 6 % from 2013
  • The introduction of a new fleet management system in the bus operations which among others registers fuel consumption and driving behaviour has led to reduced energy consumption and greenhouse gas emissions
  • Energy consumption for our properties is reduced by 7 % from 2013
  • The NSB Group continues to support SOS Children´s Villages, and instead of giving Christmas presents to employees the Group supports the children´s village Siteki in Swaziland

Corporate responsibility for the NSB Group

The NSB Group has established its own guidelines for social responsibility as well as ethical guidelines. We shall follow these basic principles regarding social responsibility:

  • Each company manager is to ensure that the company safeguards social responsibility as a part of the exercise of their business
  • Social responsibility shall be incorporated into our strategic foundation and values
  • We support the principles in FNs Declaration of human rights and the ILOs core conventions
  • We are active in our work against all forms of corruption
  • We shall actively contribute to the reduction of the environmental impact of the transport sector
  • We report annually on the status and development of social responsibility in our CSR report


Volume and capacity

The route offer for the passenger train operations was first increased in December 2012, and in December 2014 the last step in the plan to improve the passenger transport offer was implemented. The effect is a fixed 10 minute frequency between the 7 largest stations from 7 am to 11 pm every working day. In addition there are more departures on the Sørlandsbanen, and on the Trønderbanen a new route offer was introduced to over 85 000 inhabitants south of Trondheim. This change, in conjunction with the introduction of a significant number of new trains, has resulted in an increase in the number of train journeys of 4.4 % over the last 12 months, and in 2014 our passenger trains registered 68.5 million journeys. 61 of 81 new trains are now in operation.

  2014 2013
Number of train journeys (mill.) 68,5 65,7
Number of bus journeys (mill.) 131,4 136,8
Number of transported TEU (1 000) 376 395

The volume for the freight operations has been reduced since the peak year of 2008. The reason is mainly unstable infrastructure, and increased competition from trucks and other rail operators. The operation for many of the lines outside the central Eastern part of Norway have at times been prone to flooding, landslides and infrastructure problems, and this has affected the company’s ability to deliver reliable train service. In 2014 128 departures were cancelled due to unforeseen closure of the infrastructure. This contributed to a further reduction of the volume. To get more freight on rail, it is necessary to achieve a stable infrastructure that may contribute to provide the customers with confidence of a timely delivery.

In the bus operations the number of journeys was reduced by 3.9 % to 131.4 million. The development in the number of journeys was affected by a reduction in ownership share of the operations in Denmark, which are not consolidated from October. The no. of journeys in Norway and Sweden were at 79.8 and 33.2 million, a change of -2.2% and 21 %. This is mainly due to a change in the number of routes which are operated.

Reputation and customer satisfaction

The operational entities within the NSB Group annually conduct surveys on customer satisfaction. These give a good picture of how NSB’s service and quality is perceived, and give us feedback on what areas we need to improve.

The overall customer satisfaction for NSB’s passenger train operations in the spring of 2014 was a record 72 points, and the positive development was largely due to improved capacity and punctuality. Customer satisfaction was reduced somewhat to 70 points during the autumn, mainly due to reduced punctuality during the summer. For the NSB regional trains the experience of carriage quality improved even further. A customer satisfaction under 60 is considered week, and over 70 as good.

Customer satisfaction for the NSB Gjøvikbanen is relatively stable, and the customers are in general very pleased with the service. Satisfaction was 71 points, a reduction of 2 percentage points from 2013.

The customer satisfaction index for bus includes the expressbus products TIMEkspressen, the airport bus in Trondheim, Bus4You and Netbuss express in Norway and Sweden. The customer satisfaction is stable and high, but as expected there is a reduction for TIMEkspressen due to reduced time­table and closure of some lines. In Sweden Bus4You is at the top of the Swedish quality index with the high­est customer satisfaction score for 5th year running.

Graphic: Customer satisfaction


The passenger train operations are constantly working with technical improvment and development of maintenance programs. During 2014 they have also worked together with the Jernbaneverket (the government infrastructure manager) to reduce the time trains spent parked at stations to improve the punctuality. The work will continue in 2015.

The punctuality for NSBs passenger trains was 88.3 % in 2014. This is a decrease of 0.1 % percentage points compared to 2013 and 1.7 % percentage points below the target of 90 %. The main reason for delays is work on infrastructure, weather, and signalling faults.

In total Jernbaneverket (JBV) registered 26 105 hours delay in 2014, about the same as 2013. The proportion of hours delayed which affected NSB passenger trains in 2014 was 11 701 hours. Compared to 2013 this is a reduction of 7 %. For the NSB passenger trains the hours delayed caused by the infrastructure is still the most with 5 886 hours (50 %). Followed by 2 318 hours (20 %) caused by NSB themselves. Delays due to long stops at stations decreased by 22 % from 2013 and delays caused by rolling stock are reduced by 13 % from 2013.

The subsidiary Svenska Tågkompaniet AB had a punctuality in 2014 of 88.4 %, compared to 90 % in 2013. The subsidiary NSB Gjøvikbanen AS had an average punctuality of 89 % in 2014, same as in 2013.

Challenges related to infrastructure affect the operations in 2014 as well. Several lines were closed for shorter or longer periods due to flooding, landslides and bad weather. This resulted in the cancellation of 128 freight train departures, which is an improvement from 335 cancellations in 2013. Otherwise the punctuality for the freight trains has been close to the goal of 90 %, and ended on 90 % (89.4 %) within 15 minute delay.

Graphic: punctuality



The NSB Group has incorporated environmental issues in its strategies, goals and plans. One of the company’s key strategic objectives is to prevent harm to people and the environment. As a part of this a strategic environmental plan has been developed for the period 2011-2015. The main objectives of this plan are:

  • Certify the businesses of the Group in accordance with ISO-14001
  • Develop competent and environmentally conscious employees
  • Further develop an eco-friendly rolling stock
  • Use environmentally friendly and innovative products in our business
  • Implement energy optimization and resource conservation
  • Renovating old pollution
  • Increase recycling rate of waste

This plan contains policies and guidelines for how the work is to be accomplished, and standards for measuring indicators regarding the environment.

Increased environmental challenges

During the next 16 years there will be one million more inhabitants in Norway (source: Statistics Norway). Towards 2040 the population in and around the larger cities is expected to grow by 40 %, and the demand for efficient, smart and sustainable transport will grow.

In spite of technological progress transport is one of the sectors with the strongest increase in environmental emissions. According to TØI and the Cicero Temporeport the transport sector accounted for 26 per cent of the greenhouse gas emissions in Norway in 2012. The share of the passenger transport sector is about 60 %, and the freight sector about 40 %. The share is growing primarily due to road traffic. Railway transport is on the other hand a transport mode with a low emission rate according to Statistics Norway. Transport is thus a key factor in reducing greenhouse gas emissions and achieving sustainable development.

‘Avoid-shift-improve’ is launched as a solution for the transport sector included in the UN’s efforts towards a green economy. To avoid transport involves reducing the demand for transport or avoiding it all together. The second strategy is to shift to vehicles with lower CO2 emission per passenger, such as public transport, cycling and walking. The third strategy is to increase the efficiency of today’s vehicles and transportation systems.

The NSB Group play an important part in reducing the transport sectors environmental challenge

The NSB Group by rail, bus and real estate operations play an important part in facilitating a shift towards public transport. Our passenger rail and bus operations deliver and improve a substantial and sustainable route network to and from transport hubs, and our real estate operations develop hubs which make it possible to live and work near good public transport services. Our freight operations deliver freight transport on rail, which is both energy efficient and sustainable, and avoids the disadvantages related to freight transport on road.

Energy consumption

  2014 2013
Energy consumption pass. trains – electricity (MWh) 302 377 316 527
Energy consumption pass. trains – diesel (mill. liter) 8,3 8,7
Energy consumption bus – diesel (mill. liter)
54,0 62,1
Alternative energy bus – gas (mill. m3) 8,2 4,8
Energy consumption freight trains – electricity (MWh) 107 286 111 091
Energy consumption freight trains – diesel (mill. liter) 5,3 6,1
Energy consumption buildings (MWh) 114,5 123,6
Energy consumption pass. trains (kwh/seatkm.) 0,0375 0,0399
Energy consumption freight trains (kwh/tonnekm.) 0,34 0,35
Energy consumption buildings (kwh/m2) 288 310

Energy efficiency passenger rail

The passenger train operations works systematically to increase its energy efficiency. Energy saving measures and introduction of new energy efficient Flirt trains led to 6 % less energy used to transport one seat one kilometre in 2014 compared to 2013. The increased energy efficiency has saved electricity equivalent to the consumption of 12 000 Norwegian households.The goal is to reduce the energy consumption by 15 % by 2017.

Graf: Energyconsumption

Energy consumption for the freight train operation

In 2014 the energy consumption per tonne-kilometre is reduced by 5 %, mainly due to a more efficient timetable. During 2015 about 50 train drivers will participate in a course on energy efficient driving, and a target is set to reduce energy costs by 4 MNOK. Freight transport by rail represents a smaller environmental impact than if the transport should have been by road. The operation relieves the roads for a substantial number of long trailer journeys, and thereby contributes towards lower emissions, road accidents and queues.

During 2014 the NSB Group’s freight operations relieved the roads of approximately 188 000 long journeys by trailers. This represents about 600 trailers each day.

Energy consumption for the bus operations

The introduction of a new fleet management system, which amongst other things registers fuel consumption, idling and driving patterns, shows that there is potential to reduce fuel consumption and as a result emissions to the environment. Use of alternative fuels such as natural gas, biogas and biodiesel are considerably expanded, and the same applies to hybrid busses. 576 of our 3 246 busses have been run on alternative energy in 2014.

Ground contamination

We have not registered any new major spills during 2014. Clean up of old contamination at Stavne and Marienborg in Trondheim, and Brakerøya at the Drammen Fjord, was completed during 2014. During the development of real estate any ground contamination is registered and cleaned up. The program for examination of possible ground contamination for our operational real estate continues.

Greenhouse gas emissions

  2014 2013
Emissions passenger trains (Norway) – tonnes CO2 78 802 78 923
Emissions bus – tonnes CO2 150 400 155 132
Emissions freight trains – tonnes CO2 41 787 40 183
Emissions buildings – tonnes CO2 15 455 15 941

The NSB Group currently purchase all power to run the trains from Jernbaneverket with origin guarantees. This does not give incentive to more energy-efficient operations, however by purchasing origin guarantees NSB is helping to support the producers of renewable energy. NSB has in its greenhouse gas emission calculations up until 2013 used zero emission for electrical trains based on the purchase of these origin guarantees. From 2014 this is changed due to a new universal standard for computing energy consumption and gas emissions from transport services, and the emissions for 2013 are restated. The basis for calculating emissions for electricity is Nordic electricity mix.

Emissions for bus is calculated based on engine emissions. “Well to wheel” calculations will give emissions of 181 833 tonnes

Management of waste

  2014 2013
Waste (tonnes) 5 703 6 232
Recycling rate train cleaning services 47 % NA
Recycling rate freight trains 97 % 94 %
Recycling rate bus 44 % 59 %
Recycling rate train maintenance 77 % 80 %
Recycling rate real estate 32 % 49 %

All our modern trains are prepared for waste separation. A program to map and improve the value chain for waste separation regarding passenger trains has been implemented. When purchasing new trains strong environmental demands have been set to ensure environmental efficient operations for the lifespan of the train.

The maintenance operations Mantena have established their own processes for handling waste and good barriers to prevent accidental discharge. Environmental stations have been established at the workshops and the goal of zero damage to the environment is governing, with a goal of zero deviation in storage of hazardous waste.

Safety and security

The safety and security policy of the NSB Group states that:

  • The operations shall not cause serious harm to people, the environment or assets
  • The operational entities shall proactively prevent unwanted incidents and have the necessary competence to handle critical situations. The core business shall as far as possible stay operational even in threat and crisis situations
  • Learning and continuous improvement shall be facilitated. Information regarding safety and security shall be easy to understand and accessible. No one is to be punished for reporting faults and problems
  • Safety and security work shall be customized to the operations and developed to meet new demands

The goal is that no persons should perish or be seriously injured as a result of the Group’s business. Line management is responsible for ensuring that employees at all levels develop an attitude to prioritizing safety in the performance of work. If discrepancies are revealed in terms of achievement or established safety requirements, the responsible line managers are to take corrective action.

Within the traffic safety there is reporting of adverse incidents, investigation, line surveys, risk analysis and measurement of results which provide a basis to define critical conditions and to take steps for correction and improvement.

The security policy for the railway operations is described in a separate governing document.

The figure shows accidents, injuries and fatalities related to the Group transport acitivities.

  2014 2013
Number of fatalities – employees 0 0
Number of fatalities – external 3 5
Number of serious injuries – employees 17 8
Number of serious injuries – external 3 4
Number of railway accidents 24 28

Injuries and fatalities

No passengers or employees perished as a result of the NSB Group’s transport activities in 2014. One employee died of natural causes while at work, but probably not due to the transport activity, and is therefore not included in the above figure. 17 of our employees and 3 external people experienced serious injuries. In the passenger train operations there were 2 external fatalities due to people on the tracks.

The bus operations have been involved in one fatal accident in 2014.


For the NSB Group there have been 24 incidents defined as railway accidents in accordance with regulations during 2014. The reasons for many of the incidents in 2014 are outside the Groups direct influence. There is systematic recording and reporting to the infrastructure manager. The traffic safety work through performance management and risk management remains a high priority and is used to affect the risk both internally and in collaboration with others.

The traffic safety is overall rated as satisfactory and goal achievement is considered acceptable. NSBs operations are conducted, as determined by management´s examinations, to comply with external and internal requirements.

Traffic safety for bus operations

The bus operations transports large amounts of passengers daily, and has a great responsibility to ensure that everyone arrives safely, while no other road users suffer damage of any kind. The bus operation has, as part of the road safety work, started certification for ISO 39001 from the autumn of 2013. This started with Netbuss Midt-Norge, and Nettbuss Sør and Nettbuss Sweden will follow.

Efforts to reduce injuries, incidents and accidents have continued during 2014. Nettbuss has in 2014 implemented a new system to follow up driving behaviour, and this has had a positive effect on traffic safety.


Our strategic goal is that the NSB Group shall have highly qualified and motivated employees. NSB shall as a personnel intensive service organization be an attractive working place and shall ensure a professional and good working environment with open, honest and consistent communication internally and externally in order to create trust and credibility.

A personnel policy has been established for the NSB Group, and personnel policy manuals have been prepared in the operational entities that contain guidelines, policies and standards for handling personnel issues.

  2014 2013
Employee satisfaction NSB Group 75 74
Sickness absence rate 7,8 % 7,8 %

The NSB Group has at the year-end 12 962 employees. The number of man-years is 10 996. This is a reduction of 1.8 %, and is mainly due to a change in ownership of bus operations in Denmark.

Employee satisfaction is at 75 on a scale of 0-100. This is one percentage point above the average of Norwegian companies, and 6 percentage points above the average in the transport sector. Employee satisfaction shows some correlation with the profitability and the sickness absence rate for the measured operations. On the basis of the survey actions will be put in place to improve satisfaction in the areas where performance is weak.

Absence due to sickness for the last year was 7.8 %, at the same level as last year. A main reason for high absence due to illness is strain injuries and inconvenient working hours, and the main measures to reduce absenteeism are improvements to the work place and processes to reduce long-term sick leave.

During 2014 a total of 17 (8) serious injuries to employees was registered, the main proportion in the train maintenance operations. The number of injuries has increased, but probably due to better registration.

For the passenger rail operations LTI (Lost Time Injuries) is at 4.2 per million working hours while TRI (Total Recordable Injuries) is at 6.5. The ratio was at 3.5 and 7.5 in 2013. LTI is 20 % higher than last year, while TRI is 13 % lower than last year.

The ratios for Rom Eiendomsutvikling AS, parent company for the real estate operations, as well as for NSB Gjøvikbanen AS which operates the Oslo-Gjøvik line, is zero.

The LTI and TRI ratio for the train maintenance operations is at 9.5 and 22,5. This is too high, and measures have been initiated:

  • Annual safety meeting for all employees related to injuries and avoidance of these
  • Active use of risk assessment and safety at work analysis
  • High focus on reporting and issue management

For the freight train operations LTI is 9.6 and TRI 13.3. For the bus operations LT1 is 1.1 and TRI 1.7.

Human rights, labour rights and anti-corruption work

In the NSB Group we have established ethical guidelines and guidelines for social responsibility which includes amongst others human rights, labour rights and work against corruption.

Most of our activities take place in Norway and with links to Sweden and Denmark. Management of human rights and labour rights are well taken care of through the venues where staff and management meet to safeguard such questions. Most of our employees have rights that are well defined through collective agreements and understandings. Employees are represented on the Board of the companies, and working environment committees are established and hold regular meetings.

The percentage of our employees who are covered by a collective agreement between the employer and the employee organization varies between units from 84 % to almost 100 %. Major parts of the remaining employees of which most are managers have individual agreements.

Our operations shall have a high ethical standard as described in our ethical guidelines, and ethical requirements to suppliers are in force.

During 2014 a large internal control project was carried out by the NSB Group, and one of the main elements was risk analysis regarding corruption as well as a data analysis and analysis of possible close links between our employees and suppliers. In addition risk analysis regarding corporate responsibility in major supplier contracts has been conducted. These analyses are the basis for improvements to reduce risk and errors. Routines, systems and performance will be changed and improved where necessary, and the effects measured.

In the passenger train, freight and real estate operations ethical guidelines are a part of the employment contract for new employees. For the bus operations the ethical guidelines is a part of the manager’s manual (intranet), the personnel handbook and is also mentioned/linked to the driver manual. Within the train maintenance operations our ethical guidelines was incorporated as part of the employment contracts during 2014.


Based on the statutory requirements and NSB’s ethical guidelines, the pursuit of equality is elaborated in the group personnel policy. It states among other things, that:

  • All employees in the NSB Group are equal regardless of sex, age, disability, sexual orientation, or religious, ethnical and cultural background
  • We seek a wide and varied range of leaders and employees, where individual skills and ability shall be valued and respected
  • A more equal proportion of male and female employees is desirable, and will be emphasized during recruitment and development of skills
  2014 2013
Proportion of female employees 17 % 16 %
Proportion of female managers 16 % 15 %

The proportion of women in the NSB Group is 17 %. The proportion of women in the Group’s units varies between 6 and 43 %. On the Board of Directors for the NSB Group, the proportion of women among the shareholders-elected is 40 %, while the proportion in the top management of the various operations varies from 0 to 45 %. The lowest proportion is in the NSB Group top management team, where no women were represented in 2014. The average proportion of female managers is 16 %, which is about the same levels as the proportion of female employees. Women´s average wage varies between the different operations, from 76 to 105 % of the average male wage. The main reason may be attributed to position and seniority. The average working hours for women is slightly lower than for men, mainly due to the fact that a larger proportion of female employees work part time.

The administration wish to increase the proportion of women in the group, for example through the following measures:

  • Through the Group’s career pages (www.nsbkonsernet.no) identify a number of positions with the help of female role models
  • When recruiting for positions in male-dominated jobs, women are encouraged in particular to apply, and in several business areas, it is standard practice to always interview female applicants who fill the eligibility requirements
  • Moderate gender quotas in recruitment for a number of job categories in which male dominance is especially great
  • Managerial focus on sexist attitude and actions
  2014 2013
Proportions of immigrants 12,2 % 11,0 %

The share of immigrants in the NSB Group is 12.2 %, an increase from 11 % last year. The largest immigrant share is in railcar cleaning with 32.3 %, while the lowest is within freight traffic operations 2.9 %. The share is increasing in all the operations, with the exception of passenger rail operations.

The NSB Group follows the IMDIs recommendation in the ongoing work in relation to ethnic equality, and key action areas are:

  • Thorough and serious treatment of messages or suspicions regarding discriminatory behaviour
  • Highlighting the role models with immigrant background on the Group’s website (www.nsbkonsernet.no)
  • Regular practice to call for an interview at least one candidate with immigrant background for most positions
  • Managerial focus on ethnic diversity as an added value

We have established a notification channel in accordance with the requirements of the working environment act. We received one notification of discriminatory behaviour in 2014, and none in 2013.

Stakeholder engagement

One of the main elements in the international standard GRI and in the Norwegian accounting act regarding corporate responsibility is a description of how the organization has identified and engaged stakeholders. The operational entities in the NSB Group have in 2014 made a stakeholder analysis based on an assessment of importance, and grouped stakeholders according to the following criteria:

  • The Norwegian Government as owner
  • National and local authorities
  • Suppliers and other partners
  • Customers
  • Employees and unions
  • Interest groups and local communities

For each of these the type of dialog, numbers of meetings and issues have been described. The overview shows the major issues that the operational entities and interest groups have had on the agenda.

The meetings and the contact with interest groups secures that the operational entities in the NSB Group have a good knowledge regarding stakeholders and their needs, which gives a good contribution to management considerations and decisions.

Key figures

  2014 2013
Number of train journeys (mill.) 68,5 65,7
Number of bus journeys (mill.) 131,4 136,8
Number of transported TEU (1 000) 376 395
Punctuality - passenger trains (Norway) 88,3 % 88,4 %
Punctuality - freight trains 90,0 % 89,3 %
Customer satisfaction - passenger train (index 0-100) 70 69
Customer satisfaction - express bus (index 0-100) 81 83
Energy consumption pass. trains - electricity (MWh) 302 377 316 527
Energy consumption pass. trains - diesel (mill.liter) 8,3 8,7
Energy consumption bus - diesel (mill. liter) 54,0 62,1
Alternative energy buss - gas (mill. m3) 8,2 4,8
Energy consumption freight trains - electricity (MWh) 107 286 111 091
Energy consumption freight trains - diesel (mill. liter) 5,3 6,1
Energy consumption buildings (MWh) 114,5 123,6
Energy consumpton pass. trains (kwh/seatkm.) 0,0375 0,0399
Energy consumption bus (liter/buskm.) 0,34 0,35
Energy consumption freight train (kwh/tonnekm.) 0,047 0,049
Energy consumption buildings (kwh/m2) 288 310
Emissions passenger trains (Norway) - tonnes CO2 78 802 78 923
Emissions bus - tonnes CO2 150 400 155 132
Emissions freight trains - tonnes CO2 41 787 40 183
Emissions buildings - tonnes CO2 15 455 15 941
Waste (tonnes) 5 703 6 232
Recycling rate train cleaning services 47 % NA
Recycling rate freight trains 97 % 94 %
Recycling rate bus 44 % 59 %
Recycling rate train maintenance 77 % 80 %
Recycling rate real estate 32 % 49 %
Number of fatalities - employees 0 0
Number of fatalities - external 3 5
Number of serious injuries - employees 17 8
Number of serious injuries - external 3 4
Number of railway accidents 24 28
Number of employees 12 962 13 523
Number of man years 10 996 11 191
Employee satisfaction NSB Group 75 74
Sickness absence rate 7,8 % 7,8 %
Proportion of female employees 17 % 16 %
Proportion of female managers 16 % 15 %
Proportion of immigrants 12,2 % 11,0 %
Number of notifications on discriminatory behaviour 1 0

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