Norway appoints ABB to provide chargers for its biggest electric bus initiative
The Swedish-Swiss robotics firm, ABB Group, has won the order to supply Norway’s latest and largest electric bus project.
The company will dispense eight of its ABB HVC 450P chargers across Norway’s technology capital, Trondheim, as the city introduces 35 fully electric buses.
The 25 Volvo vehicles an 10 Heuliez ones will travel along four routes, becoming Norway’s biggest electric bus fleet.
The Heavy Vehicle Chargers will be suitable for both vehicle models, establishing a record as one of the first projects for a charging system to fit to models from different manufacturers.
The chargers are capable of recharging vehicle batteries in three to six minutes, whilst providing 450kW DC output.
“Working with ABB enables us to deliver a high quality and reliable solution, which allows operators from different networks to work simultaneously and share infrastructure," commented Per Olav Hopsø, Trøndelag County Council’s Head of Transport Committee.
"This not only provides good economies of scale and return on investment, but continues to support our forward-thinking approach in delivering first-rate modern infrastructure for our region.”
“With the help of innovative companies such as ABB, public transport within the city of Trondheim will soon be fossil free.”
The chargers will be installed in February of next year, with the project anticipated to be fully operational by August 2019.
5 Mins With ... Tim Mendelssohn, CEO of Spark
Tell us about Spark, how the business started and your objectives?
In early 2019, we launched Spark Commodities (Spark), based in Singapore and backed by Kpler, the industry-leading commodities data & analytics provider, and EEX, a world-renowned global exchange that is part of the Deutsche Boerse Group. The goal was simple; to redefine how commodity markets trade, beginning with creating an LNG freight index. The reality was that we were taking on some of the biggest, most established players in a multi-billion dollar part of the energy industry. However, a strong combination of shareholder support and a strong, in-house developer team gave us the foundation to make an impact. We’ve now got over 200 companies on the platform, 1000+ users and have recently listed our contracts on ICE.
How can modern startups compete with established legacy operators and what are the benefits and limitations for new enterprises?
While we don’t have the legacy of our competitors, we compete by building an organisation that is designed to respond to the market. If you logged into Spark two years ago, and then logged in now, you would see a fundamentally different platform. This iterative approach means we can deliver what our customers need, deploying modern technologies in a more powerful way that adds greater value. The challenge is that you have to build trust through strong, continued and sustained delivery and execution. When your competitors are 100+ years old, well funded and have hundreds of employees, there are no second chances.
We hear a lot about 'customer centric' operations, what does that mean to Spark in the context of the technical industry?
We take customer data to form robust indices that the market can use when managing risk. When creating and developing both the platform and our indices, we must ensure our products are both accurate and valuable. The only way to do this is listening continuously and iterating as the market and their respective needs evolve.
How important are partnerships in attracting and sustaining business?
Without our partnerships, we’d join the long list of companies with good ideas but limited validation. Partnerships, in the form of shareholder structures, collaboration with exchanges (in our case ICE) and developing relationships with key customers demonstrates validation and our ability to add real value. Without this, it’s hard to transition from an idea to a functioning business.
What role will digital transformation play in the energy transition and achieving net zero targets?
It’s a vast subject but conceptually, an increase in digital offerings will facilitate greater transparency, which in turn should lead to greater trust, greater adoption and therefore faster adoption of transition-focused solutions. I believe that transparency will act as a natural accelerant to the process and we aim to be part of that process.