Plug-in hybrid electric vehicles (PHEVs) combine an electric motor with an internal combustion engine and can reduce greenhouse gas emissions from transport if mainly driven on electricity. The environmental benefit of PHEVs strongly depends on usage and charging behaviour. However, there is limited evidence on how much PHEVs actually drive on electricity and how much conventional fuel they use in real-world operation. Here, we provide the first systematic empirical analysis of real-world usage and fuel consumption (FC) of approximately 100 000 vehicles in China, Europe, and North America. We find that real-world mean CO2 emissions of PHEVs are between 50 and 300 g CO2 km−1 depending on all-electric range, user group and country. For private vehicles, real-world CO2 emissions are two to four times higher than test cycle values. The high CO2 emissions and FC mainly result from low charging frequency, i.e. less than once per driving day. Our results demonstrate the importance of real-world vehicle emission measurements and indicate the need to adjust current PHEV policies, i.e. official emission values need to better reflect realistic electric driving shares and incentives need to put more emphasis on frequent charging.
The diffusion of a quality management system (QMS) to improve business performance depends upon the quality management strategy used. The aim of Eskom's QMS strategy was to create a sustainable quality drive throughout the company to improve customer and stakeholder satisfaction. This research project's objective is to determine how the diffusion of a QMS can improve the electricity supply industry in the Western Cape division of the electricity sector in South Africa.A quantitative research methodology was employed in the study. The responses to a survey questionnaire were analysed and conclusions were drawn. The research finding is that diffusion of a QMS improves the electricity industry by positively affecting attitudes towards the challenge of securing a sustainable long-term energy supply; improving processes and practices; engendering a quality culture; and contributing towards continual improvement. At the same time, certain barriers to the implementation of a sustainable QMS were identified. OPSOMMINGDie verspreiding van 'n kwaliteitbestuurstelsel (KBS) om die maatskappy se prestasie te verbeter hang af van die kwaliteit bestuurstrategie. Die doel van Eskom se KBS strategie was om 'n volhoubare gehalte inisiatief deur die hele maatskappy te skep ten einde die kliënt en belanghebbendes se tevredenheid te verbeter. Die doel van hierdie navorsingsprojek is om te bepaal hoe die verspreiding van 'n KBS die elektrisiteitsvoorsieningsbedryf in die Wes-Kaap afdeling van die elektrisiteit sektor in Suid-Afrika kan verbeter. 'n Kwantitatiewe navorsingsmetodologie is in die studie gebruik. Die resultate van 'n meningsopname vraelys was ontleed en gevolgtrekkings is gemaak. Die navorsing bevinding is dat diffusie van 'n KBS verbeter die elektrisiteitsbedryf deur ingesteldhede positief te beïnvloed teenoor die uitdaging van die verkryging van 'n volhoubare langtermyn energievoorsiening; die verbetering van prosesse en praktyke; die kweek van 'n kwaliteit kultuur; en by te dra tot voortdurende verbetering. Terselfdertyd, word sekere hindernisse tot die implementering van 'n volhoubare KBS geïdentifiseer. INTRODUCTIONThe diffusion of a quality management system (QMS) leading to an improvement in business performance is affected by the business's quality management strategy. The aim of Eskom's QMS strategy was to have a sustainable quality drive throughout the company to achieve improved customer and stakeholder satisfaction.Eskom Holdings' quality management strategy was initially developed with the aim of achieving sustainable and improved business performance [14]. In 2008, a review of the old quality management strategy was initiated due to its focusing on ISO 9001 compliant management systems,
Most South African organisations were historically part of a closed competitive system with little global competition and a relatively stable economy (Manning: 18, Sunter: 32). Since the political transformation, the globalisation of the world economy, the decline of world economic fundamentals and specific challenges in the South African scenario such as GEAR and employment equity, the whole playingfield has changed. With these changes, new challenges ', appear. A significant challenge for organisations within this scenario is to think, plan and manage strategically. In order to do so, the organisation must understand its relationship with its environment and establish innovative new strategies to manipulate; interact with; and ultimately survive in the environment. The legacy of the past has, in many organisations, implanted an operational short-term focus because the planning horizon was stable. It was sufficient to construct annual plans rather than strategies. These plans were typically internally focused rather than driven by the external environment. Strategic planning in this environment tended to be a form of team building through which the various members of the organisation 's management team discussed and documented the problems of the day. A case study is presented of the development of a strategic management process for a large South African Mining company . The authors believe that the approach is a new and different way of addressing a problem that exists in many organisations -the establishment of a process of strategic thinking, whilst at the same time ensuring that a formal process of strategic planning is followed in order to prompt the management of the organisation for strategic action. The lessons that were drawn from this process are applicable to a larger audience due to the homogenous nature of the management style of a large number of South African organisations.
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