Green competitiveness

Idar Kreutzer, CEO Finance Norway NEFCO, 12 April 2016

http://www.google.no/url?sa=i&rct=j&q=&esrc=s&source=images&cd=&cad=rja&uact=8&ved=0CAcQjRw&url=http://blogs.ft.com/the-world/2014/01/from-the-tech-backlash-to-rouhani-being-the-real-deal-lionel-barbers-5-davos-takeaways/&ei=0BFTVdXVOsGmsAGQqYCoBA&bvm=bv.93112503,d.bGg&psig=AFQjCNEoeMM-EazlmbGbSXTtLYjV4hbaPA&ust=1431593774212371

Vision 2050 ecological footprint against business-as-usual How many Earths do we use?

The global use of resources is not sustainable

2.3 Earths (BAU)

1.1 Earths (Vision 2050 )

0

0.5

1

1.5

2

2.5

1960 1970 1980 1990 2000 2010 2020 2030 2040 2050

Num

ber o

f Ear

ths

Year

Carbon footprint

Cropland

Grazing land

Forest land

Built-up land

Fishing ground

2.3 Earths Business- as-usual

1.1 Earths Vision2050

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The Tragedy of the Horizon: Once climate change becomes a defining issue for financial stability, it may already be too late.

” Mark Carney

Governor, Bank of England

Disruptive technologies

Products and services

Business model

Behavior

I N N O V A T I O N

Increased speed of innovation

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Norwegian Commission for Green Competitiveness

Climate • Economic growth • Job creation

Green competitiveness

Core areas for reduced carbon footprint Transition of the petroleum sector

Transport Sector – Efficient and Zero Emission

Clean Production Technology

Climate Friendly Agricultural Sector

Circular Economy

Core areas – competitive advantages Aquaculture Renewable Energy sources Green Shipping

Carbon Capture and Storage Life Sciences Smart Societies

Core areas – smart enablers Enabling the

Financial Sector Smart and Clean Cities

Forestry – for Materials, Industry and Bio Fuel.

CCS Solutions Access to Expertise

Public Procurement – Promoting Green Innovation

Hydrogen

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