Green Framework

Conclusions Addressing the dynamic landscape of couriers and logistics, the need to develop a robust framework becomes evident, given the current sustainability challenges inherent in these sectors. From the ecological impact of transportation to the efficient management of supply chains, a comprehensive framework is essential for navigating and mitigating the complexities that inhibit the industry’s sustainable evolution. In the context of the Couriers Go Green project, a framework has been developed, in order to help couriers and logistics companies to make a green shift. Depending on the company’s maturity level, the framework follows two different approaches, either to set up a new strategy or revise an existing one. In both cases, companies are invited to start with Phase 1 to assess their green status related to the status quo, the challenges, and the opportunities they face. Based on the preliminary assessment, companies are ready to start developing or updating the Green Strategy (Phase 2) and then its implementation plan assigning the necessary human and financial resources (Phase 3). In order to validate the green framework, as integrated in the TOOLBOX a Pilot test was performed in order to  Methodology to Develop a NEW Strategy and Methodology to UPDATE an Existing Strategy showcased favourable results in terms of usability and utility. In the Usability category, the clarity and conciseness of language and presentation received high ratings from pilot testers. The NEW strategy earned an impressive average rating of 4.4 out of 5 stars (88%), signifying strong approval for its comprehensibility and organization. Similarly, the UPDATE strategy achieved positive feedback, with all testers rating the language and presentation as 4 or 5 stars, resulting in an average rating of 4.3 stars (86%). Additionally, both strategies demonstrated high user-friendliness and accessibility, with satisfaction levels of 84%. The NEW strategy, although generally well-received, displayed some variability in ratings, indicating potential areas for improvement. However, the UPDATE strategy garnered consistent positive feedback, with 90% of testers acknowledging its adaptability to changing conditions. Moving on to the Utility aspect, both strategies aligned effectively with organizational objectives. The NEW strategy received an impressive average rating of 4.6 out of 5 stars (92%), indicating a strong agreement with the strategy’s alignment with the organization’s vision, mission, values, and goals. The UPDATE strategy demonstrated a high level of alignment as well, with an average rating of 4.4 out of 5 stars (88%). Furthermore, the feasibility and realism of objectives, strategies, and actions proposed in both strategies were generally well-received, with an average rating of 4.2 out of 5 stars (80%) for the NEW strategy and 4.2 out of 5 stars for the UPDATE strategy. The communication of benefits and challenges, efficient resource utilization, and incorporation of feedback and lessons learned were also positively assessed for both strategies, reflecting their effectiveness and comprehensive approach to planning. In conclusion, the presented methodology provides a dynamic and iterative framework, promoting sustainability, and resilience in the courier and transportation sector. The integration of continuous assessment, stakeholder collaboration, and strategic planning positions companies to not only meet current environmental expectations but also to proactively address future challenges in a rapidly changing world.                

Methodology workflow of the Framework Depending on the company’s maturity level, the methodology follows two different approaches. Thus, the first step is to identify whether the companies have an existing Green Strategy and wish to update it, or if there is a non-existent Green Strategy and they wish to set it up. Figure 2 depicts the workflow related to the CGG methodology to be applied for companies aiming to develop or update their green strategy. The logical streams go through three main Phases, representing the most important actions of the development or revision of a green strategy.   Figure 2: Main phases of the methodology Companies are invited to start with Phase 1 to assess their green status related to the status quo, the challenges, and the opportunities they face. Based on the preliminary assessment, companies are ready to start developing or updating the Green Strategy (Phase 2) and then its implementation plan assigning the necessary human and financial resources (Phase 3). The methodology consists of a consecutive sequence of Steps within each Phase, as shown in the figures below. However, each phase and step are self-contained and not dependent on the others. The suggested order is only a recommendation to ensure that no relevant information is overlooked during the process, but users can skip steps that they have already completed before using this methodology. The decision to follow all the steps or navigate randomly through the available information is up to the users. Figure 3: Methodology workflow for developing a Green Strategy   Figure 4: Methodology workflow for updating a Green Strategy The following chapters describe the phases and steps in detail for each approach (New and Updated Strategy), including the necessary resources to implement them. To this end, there are some clarifications to facilitate the understanding of the Framework and how the final users can have access to the resources available in the digital TOOLBOX and how to use them. In particular, for each Phase an introduction as well as a steps’ description is included. In detail: Introduction of the Phase: Each phase includes a short introduction that describes the aim of the phase and what the user can expect. It also includes a reference titled “Who to involve in this phase?” to provide complementary information on the target groups needed to engage in each phase. Steps overview: Each phase describes the sequence of steps to be followed. Each step includes the following information: Objective: The objective of the step, clarifying what the user will gain at the end of each step. Action: An indication of how to use the resources available in that step. Available Material: It clarifies which are the available resources (type of resource). In the TOOLBOX, at this point, the user will be able to download or access the resources indicated.            

References Karjalainen, Linda E., and Sirkku Juhola. 2019. “Framework for Assessing Public Transportation Sustainability in Planning and Policy-Making” Sustainability 11, no. 4: 1028. Jin Li, Qihui Lu, and Peihua Fu, 2015, Carbon Footprint Management of Road Freight Transport under the Carbon Emission Trading Mechanism Jin, Mathematical Problems in Engineering Volume 2015, Article ID 814527, Michael Bernon, Benny Tjahjono & Eva Faja Ripanti (2018) Aligning retail reverse logistics practice with circular economy values: an exploratory framework, Production Planning & Control, 29:6, 483-497, DOI: 10.1080/09537287.2018.1449266 Corkery, Michael; Creswell, Julie (2 November 2021). “Corporate Climate Pledges Often Ignore a Key Component: Supply Chains”. The New York Times. ISSN0362-4331. Retrieved 14 December 2021.   ANNEX A Template A: Green status characterization form (Phase 1, Step 1) This form can be used to conduct the preliminary characterisation of the company related to green transition, as suggested in Phase 1, step 1 of the methodology. Based on the companies’ maturity, they may fall into the following two categories: Company WITHOUT a Green Strategy Company WITH a Green Strategy The factors that shall be taken into account for the preliminary characterisation in accordance with Paragraph 4.1.2 of the present report are: Green Operations Green Competencies and Skills Certification of skills You can download the template here: Green status characterization form (.word) Green-status-characterization-form (.pdf) Template B: Assessment form (Phase 1, Step 2) This form can be used to conduct the preliminary assessment of the current green status of company related to green transition as suggested in Phase 1, step 1 of the methodology. The user can rate how much the company’s operations cover the following priorities. You can download the template here: Assessment form (.word) Assessment form (.pdf) SWOT analysis (Phase 1, Step 3) – An Example for a Transportation Service Company Strengths Weaknesses Early Mover Advantage: Being one of the first in the industry to adopt green practices can enhance the company’s reputation and position as an environmental leader. Positive Brand Image: The green shift can boost the company’s brand image and attract environmentally conscious customers. Cost Savings in the Long Run: Transitioning to energy-efficient vehicles and practices can lead to reduced operational costs over time. Market Differentiation: Offering eco-friendly transportation services can set the company apart from competitors and attract a niche customer base.   Initial Investment: The upfront costs of transitioning to green technology and practices could strain the company’s financial resources. Operational Disruption: The implementation of new technologies and processes might lead to temporary disruptions in operations and require staff training. Limited Infrastructure: Depending on the region, the availability of charging stations or other necessary infrastructure for green vehicles could be limited. Resistance to Change: Employees and stakeholders might resist or struggle to adapt to new practices, potentially affecting morale and efficiency.   Opportunities Threats Growing Demand: Increasing awareness of environmental issues could lead to higher demand for eco-friendly transportation services. Government Incentives: Government incentives for adopting green technologies could offset initial investment costs. Partnerships and Collaborations: The company could form partnerships with green technology providers, further enhancing its reputation and capabilities. Innovation and Research: The shift could stimulate internal innovation and research for new, sustainable transportation solutions.   Regulatory Changes: Rapidly evolving environmental regulations could impact operations and require constant adaptation. Market Competition: Competitors might also adopt green practices, reducing the company’s unique selling proposition. Supply Chain Disruptions: Reliance on specific suppliers for green components could pose risks in the event of supply chain disruptions. Consumer Perceptions: If the market doesn’t value or understand the benefits of green services, there could be challenges in gaining customer traction.     Catalogue of green solutions https://civitas.eu/mobility-solutions https://civitas.eu/sites/default/files/CIVITAS_Replication%20Pack.pdf https://changing-transport.org/publications/ https://www.dpdhl.com/content/dam/dpdhl/en/media-center/investors/documents/presentations/2021/DPDHL-ESG-Presentation-2021.pdf https://thedocs.worldbank.org/en/doc/236681571411019437-0090022019/original/GreenMobilityGlobalRoadmapofAction.pdf https://www.i-smile.fi/wp-content/uploads/2021/02/Sustainable-Business-Model-Innovation-in-Last-Mile-Logistics_WEB.pdf https://www.etp-logistics.eu/wp-content/uploads/2019/12/Alice-Zero-Emissions-Logistics-2050-Roadmap-WEB.pdf https://www.eiturbanmobility.eu/wp-content/uploads/2023/02/230116-Solution-Booklet-UFL.pdf   Best practice examples https://greencourier.co.uk/ https://thegreen-group.com/logistics-sustainability.php?_ga=2.118675785.1717199782.1687259239-1800613559.1685537569 https://www.ecospeed.co.uk/ https://www.citysprint.co.uk/about-us/csr/green https://www.dpdlocal.co.uk/content/about_dpd/csr.jsp https://www.deutschepost.de/de/n/nachhaltigkeit.html https://www.dpdhl.com/en/sustainability/environment.html https://www.absolutelycourier.com/sustainability/ https://grow-smarter.eu/solutions/sustainable-urban-mobility/   Repository of policies to support green business models https://green-business.ec.europa.eu/eco-innovation_en https://circabc.europa.eu/ui/group/96ccdecd-11b4-4a35-a046-30e01459ea9e/library/72da759a-5d35-4756-9db4-0fd6c9b1e8ca?p=1&n=10&sort=modified_DESC https://transport.ec.europa.eu/transport-themes/sustainable-transport_en   Repository of financial instruments and tools https://commission.europa.eu/funding-tenders/find-funding/eu-funding-programmes/connecting-europe-facility_en https://investeu.europa.eu/index_en https://commission.europa.eu/funding-tenders/find-funding/eu-funding-programmes/european-regional-development-fund-erdf_en https://commission.europa.eu/funding-tenders/find-funding/eu-funding-programmes_en#heading-2-cohesion-and-values https://commission.europa.eu/funding-tenders/find-funding/eu-funding-programmes/horizon-europe_en https://digital-strategy.ec.europa.eu/en/activities/digital-programme https://commission.europa.eu/business-economy-euro/economic-recovery/recovery-and-resilience-facility_en https://commission.europa.eu/strategy-and-policy/eu-budget/performance-and-reporting/programme-performance-statements/instrument-pre-accession-assistance-ipa-iii-performance_en https://www.eiturbanmobility.eu/impact-ventures/eit-urban-mobility-startup-investments/ https://marketplace.eiturbanmobility.eu/opportunities?go-to=smart-mobility-in-cabin-sensors https://marketplace.eiturbanmobility.eu/services/accelerate-innovation https://marketplace.eiturbanmobility.eu/services/growth-lab https://marketplace.eiturbanmobility.eu/services/funding-opportunities https://www.eiturbanmobility.eu/market-development/ https://www.eiturbanmobility.eu/wp-content/uploads/2023/02/Calls_programme_2023-_03_02_2023.pdf https://www.2zeroemission.eu/who-we-are/2zero/   Template C: Strategy document (Phase 2, Step 4) Creating a draft of a strategy document involves the initial stages of planning and organizing your thoughts before refining and finalizing the document. Here’s a step-by-step approach to help you create a strategy document draft: Define the Document’s Purpose: In this step, you clearly articulate the purpose and scope of the strategy document. It sets the foundation for the entire document and helps guide the subsequent sections. Research and Gather Information: Thorough research is essential to gather relevant data and information related to green shift strategies in the courier and logistics industry. This step involves examining industry trends, best practices, regulatory requirements, and other sources to inform your strategy. Outline the Document: Creating an outline helps structure your thoughts and organize the content flow of the strategy document. It provides a roadmap for the subsequent sections and ensures coherence and logical progression. Executive Summary: The executive summary is a concise overview of the strategy document, that highlights its key points and Objective. It provides a top-level summary of the green shift strategies and their potential benefits. Introduction: This section gives background information on the courier and logistics industry, emphasizing the need for greener operations. It may also touch upon the environmental challenges and opportunities in the industry. Vision and Mission: This section outlines the desired future state (vision) and the overall purpose (mission) of the green shift strategies. It establishes the guiding principles and aspirations of the courier and logistics company in terms of sustainability. Goals and Objectives: Here, you define specific goals and objectives that align with the vision and mission. These should be measurable, time-bound targets that address various aspects of greener operations, such as reducing carbon emissions, optimizing fuel consumption, or implementing sustainable packaging practices. Strategy Development: In this step, you outline the specific strategies and approaches to achieve the goals and objectives identified earlier. These strategies may include adopting alternative fuel vehicles, optimizing delivery routes, implementing recycling programs, and leveraging technology for efficiency improvements. Action Plan: The action plan section details the specific actions, tasks, and initiatives required to implement the identified strategies. It may include timelines, responsible stakeholders, and

Connection between the Framework and the TOOLBOX As already mentioned, the present framework has been incorporated in a TOOLBOX. The TOOLBOX is available in the following LINK. The TOOLBOX is a multi-component platform that guides the responsible to all Phases and Steps in order to set up a new strategy, or update a current one, based on the Framework developed. It also integrates different information and resources, thus working as an elaborated repository of documents and tools. The full list of resources included in the TOOLBOX is provided in Annex A. The list identifies the resource type and format and the part of the methodology where it is made available.              

Methodology to UPDATE a Green Strategy Phase 1: Revision of the assessment of green status of the company Revision of a company’s assessment of its green status is an important process to ensure that the company meets its goals and makes progress toward a more sustainable future. The upcoming phase will follow the same approach as Phase 1 of the methodology to develop new green strategies, as outlined in section 4.1 of this document. The structure and resources that were used in Phase 1 will also be available for this phase. To prevent repetition, this chapter will not include the same information as before.   Phase 2: Revision of the Green Strategy Introduction to Phase 2 This phase should involve a wide range of actors participating in the strategy development working group, to ensure a comprehensive analysis of the existing green strategy and implementation plan. This diverse participation will bring different perspectives and expertise, enriching the review process and allowing for the effective identification of opportunities for improvement.   Steps in Phase 2 Step 1: Define the strategy and /or implementation update plan Objective: For the successful revision of the green strategy, it is recommended to engage the individuals who contributed during its development to define the plan to update the strategy. Thus, the strategy update working group should be set to provide their expertise. The plan for updating the strategy involves practical considerations such as assigning a group responsible for drafting the strategy document. Typically, this group comprises sustainability and technical experts from the relevant sectors. Finally, it is also crucial to establish monitoring mechanisms to track the implementation of the strategy. Actions: Table 9 can serve as a guideline of actions to define the strategy and /or implementation update plan, tasks that should be implemented, as well as the responsible people/teams and possible methods to complete those tasks.   Table 9: Actions to define the strategy and /or implementation update plan, Phase 2, Step 1 Task Responsible Possible methods Define the strategy and/or implementation update plan Strategy update working group At the company level set a group of technical experts to draft the document. Recommended resources It will be helpful for the responsible to consult: Results of the implementation of the previous green strategy (Monitoring phase, Methodology to set up a NEW Green Strategy,  Phase 3, step 1) Assessment of green status (Methodology to set up a NEW Green Strategy, Phase 1, Step 2) Inspiration from the catalogue of green solutions and best practice examples including business models for identifying other relevant stakeholders to engage in the strategy preparation (Annex A). Step 2: Analyse opportunities for improvement in the strategy and the implementation plan Objective: Using the assessment of the company’s green status, the responsible can initiate an analysis of the current green challenges in the courier and transport priority areas. These challenges may have already been identified during the implementation of the green strategy, so it is advisable to conduct interviews with selected experts and representatives to help identify the main issues to be considered when updating the strategy. In addition, the responsible will identify areas where the existing strategy and implementation plan can be strengthened and optimized, enhance the accountability and monitoring mechanisms to track the progress and ensure continuous improvement. It is crucial to align with the evolving sustainability objectives and the latest industry best practices and improve the effectiveness, efficiency and impact of the initiatives being implemented. Actions: Table 10 can serve as a guideline of actions to analyse opportunities for improvement in the strategy and the implementation plan, tasks that should be implemented, as well as the responsible people/teams and possible methods to complete those tasks.   Table 10: Actions to analyse opportunities for improvement in the strategy and the implementation plan, Phase 2, Step 2 Task Responsible Possible methods Evaluate the current green strategy and implementation plan Strategy update working group Review the existing green strategy and implementation plan in detail, considering its objective, initiatives, targets, and timelines. Assess the clarity, coherence, and relevance of the defined goals and actions considering current environmental challenges and trends. Gather feedback and insights Strategy update working group Engage with relevant stakeholders, including employees, customers, suppliers, and industry experts, to gather feedback on the existing green strategy. Conduct surveys, interviews, or focus groups to understand their perspectives, suggestions, and concerns regarding the implemented initiatives. Get help from external sustainability consultants or experts who specialize in strategy review and optimization. Benefit from their experience and best practices for evaluating and improving the existing strategy. Incorporate the feedback received to identify areas for improvement and align the strategy with stakeholder expectations. Collaborate with operational teams Strategy update working group Get their views on challenges, successes, and potential improvements in terms of strategy implementation. Draw on their operational knowledge and experience to identify practical opportunities for improvement. Benchmark Against Best Practices Strategy update working group Benchmark your existing green strategy against industry best practices, guidelines, and standards. Recommended resources It will be helpful for the responsible to consult: Current green strategy vision Assessment of green status (Methodology to set up NEW Green Strategy, Phase 1, Step 2) Identified challenges and opportunities, SWOT analysis (Methodology to set up a NEW Green Strategy, Phase 1, Step 3) Results of the implementation of the previous green strategy (Monitoring phase, Methodology to set up a NEW Green Strategy,  Phase 3, step 1) Catalogue of green solutions and best practice examples might inspire initiatives and business models to deploy at the company’s level (Annex A). Step 3: Update priority areas, corresponding main and specific goals Objective: During this step, the responsible will ensure that all necessary updates, modifications, or additions to the strategy’s priority areas are considered. Whenever a new priority area is considered necessary the responsible should verify that it aligns with the company’s vision and does not overlap with any other priority area. The involvement of relevant experts and stakeholders and the feedback they provide will play a crucial role in

Methodology to set up a NEW Green Strategy Phase 1: Assessment of the green status of the company Introduction to Phase 1 The primary objective of Phase 1 is to evaluate the Couriers and Logistics companies’ potential for a green shift by characterising their current green status. This process involves analysing different factors related to that, such as green operations, green competence and skills, certification of skills etc. Once completed, an outcome that outlines the potential of improved sustainability of the company, along with a Strengths, Weaknesses, Opportunities, Threats (SWOT) analysis will be produced. This information will serve as a foundation for the subsequent phases. Who to involve in this phase? The methodology suggests the involvement of various members of the company to analyse, use, and integrate the documents and material provided. This involvement should begin early in the Phase 1, and executives or managers should be involved. However, it is essential to engage the relevant departments of the company to gather the information needed to build or update the strategy in the upcoming steps.   Steps in Phase 1 Step 1: Preliminary characterization of the company related to green transition Objective: a preliminary analysis of the company to understand its green shift potential considering various aspects related to green transition. For this purpose, a form can be used to gather information about the current practices of the company towards sustainability. This information will provide a comprehensive overview of the company and serves as a baseline for subsequent steps to identify areas where improvements can be made to reduce the environmental impact of operations. Actions: During this step the company should complete the ‘Green status characterization form’ to get information and enable specificity in the answers. Material available: Green status characterization form: Template to collect general information about the company (Annex A). Step 2: Assessment of the green status Objective: The second step evaluates the current situation of the company and its potential for establishing a new strategy (or updating an existing one) towards a green shift. This analysis is based on several criteria. The use of a checklist is suggested as a tool to assess the status of the company in transitioning to a greener strategy. Actions: The user can check if green initiatives have been considered, through the use of the assessment form. Additionally, the user can choose to assess the company’s carbon footprint by using the “Measure my Green Readiness” Self-Assessment Tool. Material available: Assessment form: Template to assess the green status (Annex A). “Measure my Green Readiness” Self-Assessment Tool (CGG PR3.1) Step 3: SWOT analysis Objective: SWOT stands for strengths, weaknesses, opportunities, and threats. A SWOT analysis is a strategic planning tool used to assess those four aspects. This is how a company can capture its current performance and build a strategy to achieve its future goals. It involves identifying the internal and external factors that can impact the success of the business. The strengths and weaknesses refer to internal factors, such as the organization’s resources, capabilities, and limitations. The opportunities and threats refer to external factors, such as market trends, competition, funding programmes and opportunities, current national policy targets and priorities and regulatory changes. By analysing these factors, the organization can develop strategies to capitalize on its strengths, address its weaknesses, seize opportunities, and mitigate threats. This provides a wide picture of how a company can carve a route to reach its objectives. Action: The user can review the provided template in order to familiarise in how to complete the SWOT matrix. Material: Template document for a SWOT analysis of the company (Annex A, An Example for a Transportation Service Company)   Phase 2: Design of a Green Strategy Introduction to Phase 2 A green strategy combines a set of actions designed to mitigate the environmental impact of companies’ operations and products while creating value for customers and other stakeholders involved in the value chain. By implementing a green strategy, companies can facilitate a transition towards sustainability, aiming to reshape their business models to operate in a more green and circular way. The design of an effective green strategy requires a sustainable approach that considers potential synergies between ecological responsibility and economic growth. Who to involve in this phase? To ensure the success of the goals and initiatives of the green strategy, a dedicated working group is recommended to be established for the development and execution of the strategy. This group should involve company executives belonging to different departments, such as management, marketing, finance, operations, logistics, and procurement, as well as external stakeholders, such as suppliers, external environmental consultants, etc. This cross-functional and cross-departmental team aims to ensure an integrated and collaborative approach to achieve the goals of the green strategy.   Steps in Phase 2 Step 1: Define the strategy development working group Objective: In this step, the strategy development group should be established. The role of the working group is to clarify the scope and objectives of the strategy, identify the key focus areas, prioritize initiatives, and develop the implementation plan. For the smooth operation of the working group, it is particularly important to clearly define the roles, responsibilities, and accountability of the members. Given the multidimensions of a green strategy, ensure the involvement of key members and their cross-functional cooperation within the working group. An indicative structure of the strategy development working group could involve the following sub-groups: Company Leadership team: Top-level executives and decision makers within the company. Their support and commitment to sustainable practices are crucial for implementing a green strategy. It is advisable to consider a strategy leader. Environmental and Sustainability experts: Collaborate with environmental consultants or experts who specialize in renewable energy, emissions reduction, and environmental impact assessment. If the company has a dedicated sustainability manager or department, involve them to help align the strategy with the overall environmental challenges and sustainability goals. Operational and logistics team: representatives from operations and logistics departments. They possess valuable knowledge about current processes, fleet management and operational challenges. Technology experts:

Introduction Strategic planning plays a crucial role for businesses and organizations aiming to align long-term sustainability objectives with the overall organizational strategy. In the transportation and logistics sector, strategic planning green frameworks offer valuable tools for companies seeking to make a green shift to their operations. These frameworks address key environmental challenges and emphasize the integration of eco-friendly practices into various aspects of the value chain. Sustainable transportation emphasizes adopting cleaner technologies and optimizing supply chains [1], while carbon footprint management involves measuring carbon emissions and focuses on reducing them through fuel-efficient vehicles and optimized route planning [2]. Green supply chain management integrates environmental considerations into the supply chain network, focusing on waste reduction, while circular economy concept encourages resource efficiency through remanufacturing and reverse logistics [3].  Such approaches provide a useful starting point for businesses and organizations in the transportation and logistics sector to develop strategic plans that prioritize sustainability and environmental responsibility. By measuring and reporting on their performance, business and organizations can identify opportunities for improvement and work towards a more sustainable future. For this purpose, the “Couriers Go Green” project aims to develop a strategy as well as a training and a training-certification scheme that will offer competencies and motivation to target group organisations and their personnel to optimize their overall green environmental performance. In this project the main target groups are the Courier, Delivery, and Transportation companies personnel, while secondary target groups are Logistics, Transportation and Environmental consultants. The objective of this report, as the main deliverable of project Activity 2.2: “Development of Green Strategy Process Model Document”, is to develop a framework that serves as a roadmap to help a business or organisation to design activities required to implement a green shift into their operations. In addition, the framework is integrated into a digital TOOLBOX that provides the necessary guidance for the target groups to implement the green shift according to the planning process. To this end, the methodology is designed to help them follow a standardised and structured pathway, which has been tested by the project pilot companies in Activity 2.3. The next section of the report outlines a mapping of the primary stakeholders or target groups that are directly involved in implementing the framework. It also includes important findings derived from the questionnaire survey and interviews included in Deliverable 2.1 in Chapter 4 (Activity 2.1). The third Chapter presents in detail the methodology established for creating or updating a green strategy in the target group sectors, while Chapters 4 and 5 provide a detailed description of all phases and steps of the methodology. In the final chapter, the main findings are presented and will serve as an essential input for future activities of the project.   Green Transition: Obstacles & Opportunities Stakeholder map As described in the project’s ‘State Analysis Assessment Report,’ the green transition of courier, postal and delivery “last mile” operations is expected to contribute to the overall goal of European cities for sustainable development and climate resilience. In this context, the stakeholders that participate in the green transition of courier, postal and delivery services represent a wide range of actors, i.e., service providers, end-users of services, policymakers, consultants, and researchers. The above actors play a different role in the promotion of the green transition of courier, postal and delivery services (Figure 1). Figure 1: Stakeholder map of the green transition of courier, postal and delivery services (source: Own elaboration) Some actors have a higher interest in developing and/or implementing green transition strategies, as this is a main goal of their mission, and are in the position to apply such strategies directly to their daily business or encourage/impose the application of such strategies through policy measures. These stakeholders are considered to have a high level of interest and power and comprise both the courier, postal and delivery service providers and the public authorities that design and implement the respective policies. The community of consultants and researchers contribute to the green transition by supporting companies and policymakers through evidence-based support to decision-makers (either authorities or companies), transfer of know-how and innovation and enhancement of knowledge and information for all stakeholders. However, they do not have the authority to directly realize changes in the courier, postal and delivery operations. Thus, it is considered that consultants and researchers, mainly in the fields of transportation & logistics and environment & climate, have a high level of interest but not a high level of power. On the other hand, the end-user, i.e., the customer (either citizen or company) of courier, postal and delivery service providers, can indirectly affect the green transition process by favoring “greener” services. If such consumer behavior was implemented at a large scale, it could play a definitive role in the implementation of green transition strategies. There are various aspects that do not facilitate such a behavioral shift at a large scale, which refer to the awareness and engagement of the public, incentivization and affordability of “green” products and services etc. These aspects have not yet been successfully addressed by policymakers, ranking the green transition of courier, postal and delivery services lower in the priorities of customers. In this sense, end-users have a high cumulative power for green transition, but, under the current circumstances, have low interest or ability to exploit this power. Based on the above approach, the project identifies two groups of stakeholders, i.e., the main target group which combines “high power” and “high interest” towards the green transition and the secondary target group, which is as strategically important for the green transition as the main target group but exhibits either lower “power” or lower “interest”. More specifically, these target groups comprise: Main target group: Courier, postal and delivery services and public authorities responsible for policy-making and management. Secondary target group: Transport & logistics and climate and environment strategy consultants, researchers, companies and other users of the aforementioned services. Through appropriate action, the project will appropriately empower all stakeholders to become agents of the green transition.   Barriers and