Veff magasin 2-2015

VEFF//15 VEFF – THE DNV GL EMPLOYEE ASSOCIATION VEFF MAGAZINE 02.2015

The journey to a digital, agile and efficient future Knut Ørbeck-Nilssen Maritime organisation

Remi Eriksen Group President & CEO

Are Føllesdal Tjønn Business Area Software

HANDS-ON AND FULLY ACCOUNTABLE

CONNECTING WITH CUSTOMERS AND COLLEAGUES

FOUR STRATEGIC INITIATIVES

I CONTENTS I

I EDITORIAL I

Adapting to change 2

EDITORIAL Adapting to change

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GROUP PRESIDENT & CEO Connecting with customers and colleagues

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HEAD SAFETY DELEGATE Who to contact – safety delegate or union?

READ ALSO: 07 Impact 10 Maritime organisation 12 Chief Group Development Officer: Enabling DNV GL to grow and innovate 14 Business Area Software 18 Organisation changes for a more robust Oil & Gas Region Norway 24 Kon-Tiki2 29 Strengthening the resilience of our workforce 30 CEO true time 32 Agreement on reorganisations and downsizing in DNV GL 35 Group Compliance Gateway 36 The pay settlement 2016 39 The role of Human Resources is changing 40 Global Employee Forum 41 Coping with stress and insecurity 42 Parat’s national conference 44 VEFF Membership benefits – Legal assistance 47 Membership benefits

This has been a tough and sad autumn. I would never have thought it would be so extremely difficult to inform so many colleagues who are being affected by the reorganisation.

NINA IVARSEN, CHAIRPERSON VEFF Negotiating on behalf of a large number of people affected by downsizing is the professional and impersonal part of a reorganisation process. This is about sharing a common understanding of rational choices with the management, and making cuts where necessary. There are no winners or losers in negotiations that result in reorganisation and downsizing.

Open and involving I accept my responsibility as head of the negotiations, in which my role is to safeguard the employees’ interests. This entails a common understanding of the scope of justifiable operations, combined with a strategy that is sustainable. The parties agree that it is very important to have open and involving processes. There is a great need for information, so we in VEFF have, together with the company’s HR department, put together some FAQs (frequently asked questions) to provide recommended answers to some of the questions and challenges that arise during the process (see box on page 4).

Throughout the reorganisation process, the management must be welcoming and take time to hold the difficult conversations that are necessary, and we must do the same as

Nina Ivarsen, chairperson VEFF

to change is vital in a world ”Adaptability of shifting market trends and rapid technological development, enabling successful companies, like DNV GL, to remain successful

”

Editor: Nina Ivarsen

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I INNHOLD I

employee representatives. To me as the head of VEFF, it is important that the members feel that their interests are taken care of, and that they receive sufficient help and support during this difficult period.

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Brain power DNV GL operates in a competitive field, and oil- and shipping-related services account for a large part of our work and revenues. But it is ’brain power’ that we produce and live off, and this has made us the global company we are today. It is not oil that has led to DNV GL growing to become one of the world’s biggest classification societies, it is the expertise of the people who work in the company that has created wealth and value.

Brain power is our core competence.

Indeed, we work in a company we are proud of, a company where we are continually building, improving and developing our expertise. We are proud of working for a company that has been here for more than 150 years – that is clear proof that we deserve to be here. I would like to praise and thank all those wanting to do something positive and meaningful, who dare to look forward and are full of initiative in these challenging times.

Close collaboration

© iStock

Faced with the tough market conditions, DNV GL must reduce its costs, increase its productivity, and listen and respond to its customers’ needs. Together, we must find the right solutions in interfaces, requirement specifications and documentation, and we must have the ability to adapt. We must use our knowledge to deliver adapted products and services in close collaboration with our customers. We must be innovative and use our research operatively in our business areas, allowing research to play a key role in process development and our technical and ethical work.

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LEDER Tilpasning til endringer HOVEDVERNEOMBUDET Hvem skal kontaktes – verneombud eller tillitsvalgt?

LØNNSOPPGJØRET 2016 Moderasjonstanken skal føre til trygge arbeidsplasser LES OGSÅ: 28 Kon-Tiki2 29 Vil styrke ansattes evne til å mestre stress 38 HRs rolle er i endring 43 Fra Parats landsmøte 46 Trening er gode kvalitetspauser 47 Medlemsfordeler

Redaktør: Nina Ivarsen

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I EDITORIAL I

with very highly qualified employees who want to contribute. Together, we must build a company with a common corporate culture where everyone is seen and heard.

We must lead with respect for the employees’ willingness to contribute, and everyone must have the right to speak and make proposals.

We are all on a journey of change that is difficult, but imperative. Change takes thought, preparation and clear communication. I would like to reassure all VEFF members that we will do our utmost to support you throughout this process.

© iStock

Further, we must advance ways of organising our work in which procedures are guiding and brain power leads the way.

The authority to make decisions must be transferred to the lowest possible level, and we must trust that employees know which services or products are to be delivered, and how. We are a knowledge company

Why is DNV GL reorganising and downsizing?

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We want the total factor productivity to contribute to financial growth over time.

That makes us competitive, and customers will experience us as being pro­ active, productive and efficient, so that they want our services in a long-term perspective.

It is primarily labour that affects our cost level, followed by technology, machinery, laboratories and such. When we know that labour is the most important individual element that can affect DNV GL’s gross product, it becomes even more important to understand that we must build a company that has the right expertise and uses its resources properly, both in the domestic market and globally.

What combination of factors helps create efficient productivity in DNV GL?

Together with the management, VEFF has helped define the company’s competence goals, and we agree on the

expertise that is necessary for the company to be more efficient and productive.

However, the difficult question is who is to be part of our future productivity processes.

Ultimately, this is about people, and it is very hard to tell someone that he or she does not have the right expertise to stay with the company. It is easier to talk about resources and productivity goals – it is difficult when it becomes personal, but we need to act professionally at all times.

I LEDER I

TILPASNING TIL ENDRINGER Det har vært en tøff og trist høst. Jeg hadde aldri trodd at det skulle være så inderlig vanskelig å formidle budskapet til så mange som påvirkes av reorganiseringen.

NINA IVARSEN, LEDER AV VEFF

ÅPENT OG INVOLVERENDE Jeg tar mitt ansvar som forhandlingsleder, der min rolle er å ivareta de ansattes interesser. Dette innebærer felles forståelse av omfanget for hva som er forsvarlig drift, kombinert med en strategi som er bærekraftig. Partene er enige om hvor

viktig det er med åpne og involverende prosesser. Behovet for informasjon er stort, og derfor har vi i VEFF, sammen med bedriftens HR-avdeling, satt sammen noen FAQs (frequently asked questions) som skal gi veiledende svar på spørsmål og utfordringer som dukker opp i prosessen.

Gjennom hele reorganiseringsprosessen må ledelsen være imøtekommende og ta seg tid til de vanskelige samtalene; det samme skal vi som tillitsvalgte gjøre. For meg som leder av VEFF er det viktig at medlemmene føler at deres interesser blir ivaretatt, og at de får tilstrekkelig hjelp og støtte i denne vanskelige perioden.

must build a company with a common culture ”We where everyone is seen and heard ”

© iStock

Det å forhandle for en stor utvalgskrets er den profesjonelle og upersonlige delen av en omstillingsprosess. Det handler om å dele felles forståelse for rasjonelle valg med ledelsen, og kutte der det er nødvendig. Det er ingen vinnere eller tapere i en forhandling som leder til omstilling og nedbemanning.

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I LEDER I

are no winners or losers in ”There negotations that result in reorganisation and downsizing ”

HJERNEKRAFT DNV GL er en konkurranseutsatt bedrift, der olje- og shipping­relaterte tjenester står for en stor del av vår produksjon og våre inntekter. Men det er «hjernekraft» vi produserer og lever av, og som har gjort oss til den globale bedriften vi er i dag. Det er ikke oljen som har gjort at DNV GL har vokst til å bli et av verdens største klasseselskaper; det er kompetansen til de menneskene som jobber i selskapet som har skapt velstand og verdiskapning. Hjernekraft er vår kjernekompetanse.

Det er et faktum at vi jobber i en bedrift vi er stolte av, en bedrift der vi bygger, forbedrer og utvikler vår kompetanse fortløpende. Vi er stolte av å jobbe i en bedrift som har eksistert i mer enn 150 år, det er et tydelig bevis på at vi fortjener å være her. Jeg vil fremsnakke og takke alle som vil noe positivt og meningsfylt, de som tør å se fremover og som er foroverlente i denne utfordrende tiden.

NÆRT SAMARBEID På grunn av den tøffe markedssituasjonen må DNV GL få ned kostnadene, øke produktiviteten og være lyttende og responsive til kundenes krav. Vi må sammen finne de riktige løsningene

Hvorfor omorganiserer og nedbemanner vi i DNV GL? Vi ønsker at total faktor­produktivitet skal bidra til økonomisk vekst over tid. Det gjør oss konkurransedyktige, og kundene vil oppleve oss som proaktive, produktive og effektive, og ønske våre tjenester i et langsiktig perspektiv.

Hvilken kombinasjon av innsatsfaktorer er med på å skape effektiv produktivitet i DNV GL? Det er først og fremst arbeidskraft som påvirker kostnadsnivået vårt, deretter teknologi, maskiner, laboratorier og lignende. Når vi vet at arbeidskraften er det viktigste enkeltelementet som kan påvirke bruttoproduktet til DNV GL, blir det enda viktigere å

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i grensesnitt, kravspesifikasjon og dokumentasjon, og vi må evne å tilpasse oss. Vi må bruke vår kunnskap til å levere tilpassede produkter og tjenester i nært samarbeid med kunder. Vi må være innovative og bruke forskningen vår operativt i forretningsområdene og vi må la forskning spille en nøkkelrolle i prosessutvikling, teknisk og etisk.

Videre må vi sammen innføre gode måter å organisere arbeidet på, der prosedyrer er veiledende og hjernekraften er ledende. Beslutningsmyndigheten må ned på gulvet, og vi må stole på at ansatte vet hvilke tjenester og produkter som skal leveres, og hvordan. Vi er en kompetansebedrift med meget høyt kvalifiserte ansatte som vil bidra. Sammen skal vi bygge et selskap med felles selskapskultur, der alle blir sett og hørt. Vi skal lede med respekt for ansattes vilje til å bidra, og alle skal ha tale- og forslagsrett.

Vi er alle på en endringsreise som er vanskelig, men helt nødvendig. Endring krever omtanke, forberedelse og tydelig kommunikasjon. Jeg vil gjerne forsikre alle VEFFs medlemmer om at vi vil gjøre vårt ytterste for å støtte dere i denne ­prosessen.

forstå at vi må bygge en bedrift som har riktig kompetanse med riktig ressursinnsats, både i markedet her hjemme og globalt.

VEFF har sammen med ledelsen vært med på å definere selskapets kompetansemål, og vi er enige om hvilken kompetanse som skal til for at virksomheten skal bli mer effektiv og produktiv. De vanskelige spørsmålene er imidlertid hvilke ressurspersoner som skal være med oss videre inn i fremtiden.

Til sist handler det om mennesker, og det er så inderlig vondt å fortelle noen at de ikke har den riktige kompetansen for å være med videre. Det er lettere å snakke om ressursinnsats og produktivitetsmål – det er vondt når det blir personlig, men vi må likevel opptre profesjonelt til enhver tid.

I IMPACT I

Impact

© DNV GL

In November 2014, the United Nations asked DNV GL if we could help them with an assessment of the United Nations Global Compact initiative – the world’s largest network of sustainable business, with more than 8,500 companies and 4,000 civil society organisations participating globally.

Henrik O. Madsen presents the IMPACT report to UN Secretary-General Ban Ki-Moon.

CECILIE ARNESEN HULTMANN The Global Compact was launched in 2000 by former UN Secretary-General Kofi Annan.

A team of DNV GL researchers and consultants worked for almost one year assessing the change that we have seen in the past 15 years, towards the Global Compact Vision of a “sustainable and inclusive global economy”.

The report presents 16 findings across three dimensions: 1) Corporate practices: To what extent have companies become more sustainable?

2) Company operating environment: To what extent are important drivers like regulation, finance, education and the institutional environment more conducive to sustainable business than previously?

3) Dominant worldviews: To what extent have our thinking, mindsets, discourses and worldview changed when it comes to important questions like the role of

business in society, and the purpose of the economy?

The report also looks 15 years into the future and presents three pathways of transformation toward achieving the vision of a sustainable economy.

In his speech at the 15th Anniversary galadinner on 25 June, UN Secretary-General Ban Ki-moon said: “The report shows a sea-change in corporate practices over the past 15 years.

Business is taking more responsibility on environmental, social and governance issues, and investors and educators are becoming major catalysts for change. The report also concluded that the Global Compact has played a profound role in driving sustainability up the business agenda globally, and in changing perceptions and expectations on the role of business in society.”

You can read more about the report here: https://intranet.dnvgl.com/news/global/ Pages/Henrik-O-Madsen-joins-the-Board-ofthe-UN-Global-Compact.aspx

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I CONNECTING I

Connecting with customers and colleagues Group President & CEO Remi Eriksen comments on what he has been up to for the last few months and his priorities for the coming period.

REMI ERIKSEN It has been a very exciting – and very busy – four months since I took on my new role.

To secure business and build alignment with our new Strategy for 2016–2020, I have prioritised meeting with as many customers and colleagues as possible. So far, I have visited more than 20 places (see box). You may wonder why I have not spent more time in Norway. Besides the fact that our employees are located in almost 100 countries, it is because a big part of my role is external-facing. It is essential that I meet with our customers around the world.

When I visit our offices, it is really inspiring to meet with the employees there. I usually have a town hall meeting so I have the chance to speak to as many colleagues as possible, even if it is not on a one-to-one basis.

I also meet with the local management.

I am so proud of the people in DNV GL and the competence we have in this company. The feedback from our customers is clear: our competence is highly relevant and sought-after. We have something unique. At the same time, we still have a way to go when it comes to connecting the dots, linking the services we have into a wider service offering to help customers operate in safe, efficient and responsible way. However, there have been a few recent cases where we are able to quickly mobilise our multi-disciplinary expertise across regions and countries to secure strategic contracts.

I cannot over emphasise the importance of being customer centric. Our organisation and core processes must be able to quickly address customer needs. It is really about looking at everything from the customer’s perspective, with due consideration of our own role, and we have plenty of input from our customers regarding what they want to see from us. It means quicker responses

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to emails and phone calls, and agility in making decisions and reaching conclusions.

In many cases we should even be able to anticipate needs and requests before the customer has to pick up the phone.

Every one of us should set ambitious goals in terms of market-facing activities – particularly line managers and people working within sales and business development. For myself, I want to spend minimum 50% of my time with customers. This and next year, this will be closer to 75% – and the same probably applies to a majority of our senior managers.

We are now at the end of 2015, with the difficult times we had anticipated during the summer manifesting in the decrease in activity and reflected in the development of our financial performance. Looking ahead, 2016 will be the toughest year for DNV GL in 30 years. For example, we expect only 1800 new building orders to be placed worldwide this year – a 15-year low. In general, our company is facing a period of much slower growth compared to the past ten years.

To make DNV GL more competitive and secure our future, we are working to lower costs. There also have been headcount reductions across much of the organisation in line with the expected order intake for 2016 and the longer-term outlook. In these processes, the objective is to make sure we retain the competence we need for the future.

Despite the challenging times, we must take a positive approach and find solutions – not just problems. In the market we are in now, it is more important than ever to avoid silo thinking in our organisation. Our Group has a unique set of cross-disciplinary expertise. I encourage everyone to be curious about how you can leverage this expertise in your markets.

Our new Strategy was designed to be robust in the face of various market developments, and it remains relevant for 2016. We must be confident. We must be courageous. We must fight for the contracts that are there. Despite the downturn in many of our targeted industries, there will be increased demand for services that can help improve efficiency, qualify new cost effective technologies, and standardise specifications and work processes.

In closing, I would like to encourage everyone to be forward-leaning and active in the times ahead. Make sure you know our strategy and stay informed about recent market developments and our key initiatives to address them. Look for opportunities where you can contribute, and stay in close dialogue with your manager.

Places visited by Remi Eriksen at least once since announcement as new Group President & CEO • Høvik • Milan • Hamburg • Arnhem • Bristol • Gdynia • Piraeus • Aberdeen • Houston • Stavanger • Haugesund • Kobe • Tokyo • Beijing • Dalian • Shanghai • Singapore • Kuala Lumpur • Dubai • Abu Dhabi • New York (and Pusan, Ulsan and Seoul by the time this magazine is published)

© DNV GL / Nina Eirin Rangøy

I CONNECTING I

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I MARITIME ORGANISATION I

“Hands-on and fully accountable” New Maritime CEO Knut Ørbeck-Nilssen on the new organisational set-up of DNV GL – Maritime to become effective on 1 January 2016.

KNUT ØRBECK-NILSSEN

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© DNV GL / Damir Cvetojevic

I MARITIME ORGANISATION I

It is four months since I took over as new CEO of DNV GL – Maritime. And even though I have tried to meet as many colleagues in person as possible, it still feels appropriate to introduce myself: I have been with the company for 25 years. During those years I have seen many parts of the world and the organisation: I studied in Edinburgh and graduated as a Civil Engineer, I was an Approval Engineer, a newbuilding surveyor in Japan, a customer service manager, held various management positions, and was the President and COO for DNV GL – Maritime. I closely worked with Tor Svensen for the past two years to build the new joint Maritime organisation after the merger, and when asked to take on the role as new CEO I felt ready.

Ready for a challenge, that is.

There is no way around it: The market outlook is bleak. The newbuilding ordering is down by two thirds compared to only one and a half years ago. It is still a very competitive market, and the other classification societies are driving fees down. This is the seventh year of the shipping crisis.

What’s unique these days: We are faced with both a downturn in shipping AND the sudden drop in the offshore segment – two very distinct yet interconnected markets.

And this will have a strong amplifying effect on the CMC business. All the more, the fight for newbuilding orders and Transfers of Class (TOCA) will intensify in the years to come.

So, what to do about it? The new Maritime Strategy defines where we want to be by the year 2020: the leading classification society, customer-centric, driving safety at sea, delivering the highest quality, with data-smart as the new pillar for technology leadership and core processes that have improved in efficiency. The Tactical Plan for 2016 complements the Strategy, outlining

concrete measures and projects to help us achieve our ambitious goals.

Key strategic enablers to turn our new Strategy into action are organisation and leadership. I kicked off the roll-out of the new Maritime Strategy with Town Hall meetings in both Hamburg and Høvik.

Next, it was time to adapt the organisation – strengthening the Regions (now eight instead of ten), focusing on strategic topics with dedicated staff functions (i.e. Digital developments and data-smart solutions; Regulatory affairs, IACS and the future role of Class; a Technical Director governing all classification activities) and ensuring the new Executive Leadership Team to be efficient, hands-on and fully accountable in their leadership.

I know that this reorganisation comes at a point in time, where many of our colleagues are dealing with numerous changes and challenges, including cost-cutting and staff reduction measures. This is nothing I like to see or do, but it is the right thing to do considering our orderbook, current market conditions and future outlook. All the more, it is important to move forward with a more efficient organisation, focusing on operations, facilitating faster local decisionmaking and leveraging our differentiation strategy better.

Obviously, the success of any organisation depends on its people. Please join me in bringing the new DNV GL – Maritime organisation to life!

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I CHIEF GROUP DEVELOPMENT OFFICER I

Enabling DNV GL to grow and innovate Remi Eriksen, the Group CEO, recently announced the appointment of David Walker to the newly created role of Chief Group Development Officer on the Executive Committee.

David takes on this role in Høvik after nearly four years as CEO of DNV KEMA and then DNV GL – Energy, based in Arnhem in the Netherlands.

The Group Development role will cover the future looking units of Strategic Planning, Strategic Research & Innovation, and Strategic IT. It will have a brief to help the company grow organically through Business Development coordination across the Business Areas, as well as look at non-organic growth via the Mergers & Acquisitions team in Hamburg. Finally, the Group’s Communications department, including Government Affairs, and the Group Sustainability team, will help position and differentiate DNV GL in its various markets through promoting our brand and its purpose, vision, and values, our leading technology and service developments, and our commitment to quality customer service. ”I am excited by the opportunity that grouping these teams together offers to DNV GL,” said David. ”There is a red thread of forward leaning disciplines in the teams to help us grow and innovate. We know that our current difficult markets mean we have a tough couple of years ahead, but the various development teams’ efforts will give us an edge in competitiveness, and position us for future success once the markets change.”

As the new 2016–2020 Strategy is just being rolled out across the Group right now, David doesn’t anticipate any major changes in the near future as it is robust under the various scenarios we envisaged, but said, ”We will continue to monitor global and market events annually to ensure it remains relevant.” To help ensure success of the strategy he intends to use the Business Development Forum, a meeting place of the BD Directors of the BAs, to promote cross-BA cooperation. As an example, David said, ”Offshore wind farms and sub-sea

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interconnectors offer a great opportunity to combine the expertise of our Energy, Oil & Gas, and Maritime skills in a unique package that no competitor can match.” David is also looking forward to working with newly appointed Pierre Sames to ensure that our research programmes are relevant to our customers and keep DNV GL at the leading edge of technology developments, while understanding what they mean for customer’s business models and regulations. ”The new strategy highlighted Life Sciences as a growth area for the Group and it will be a focus for the Mergers & Acquisitions team in cooperation with Business Assurance who are leading the effort,’ said David. ‘However, we will continue to look at smaller so-called bolt-on acquisitions which can add new skill sets in markets which still remain robust in these challenging times for our traditional markets.”

David’s new role also involves leadership and coordination of our desire to become a ‘digitally smart’ company. He and the Strategic IT and SR&I units will be cooperating with Software and the other BAs, plus GSS IT, to develop digital services which are relevant and can be delivered in a digital fashion to our customers. One area of focus for our Communications team will be on connecting to customers in an ever increasing digital way through not only the internet, but social media etc. ”I have enjoyed my time in DNV GL – Energy.” said David, ”although it’s been busy with the integration of KEMA and then the merger of DNV and GL. I’d like to thank all my colleagues in Norway and elsewhere for making it an interesting and successful time. I’m now looking forward to my new challenge back in Høvik.”

© DNV GL / Johs Bøe

I CHIEF GROUP DEVELOPMENT OFFICER I

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I BUSINESS AREA SOFTWARE I

Business area software With the launch of the DNV GL 2016–2020 Strategy, the software business in DNV GL was changed FROM an Independent Business Unit (IBU) to a Business Area (BA) alongside Oil & Gas, Maritime, Energy, and Business Assurance.

ARE FØLLESDAL TJØNN

For most practical purposes, this change does not impose major changes in our operations compared to the way Software has operated as an IBU, having been responsible for the Quality and HSE performance, the business strategy and the financial performance of the business. So for all practical purposes, we had the same areas of responsibilities as the other BAs.

Software organisation The shift to a Business Area and the appointment of the CEO of Software to the DNV GL Executive Committee does, however, come with very positive signals.

DNV GL – Software business is instrumental for the entire DNV GL Group in the digital

transformation and becoming ’Data Smart’.

Being part of EC creates a natural ’meeting place’ with the other BAs and Group when it comes to the strategic agenda and strategic and tactical initiatives – especially where we see that strong joint value propositions are creating significant differentiation and competitiveness. And last but not least, becoming a BA creates a lot of pride, ­enthusiasm and drive in the entire Software organisation.

The Software business in DNV GL is organised in a slightly different way than the other Business Areas. In Software we have three operational units; a global sales division, a global products and technology division developing most of DNV GL’s software

Managing Director DNV GL – Software (Høvik) Are Føllesdal Tjønn Marketing and Communications (Høvik)

Finance and Contracts (Høvik) Hege Espedal

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Stig Grøndahl

HR and Organisation (Høvik)

Strategy and Strategic Initiatives (Houston)

Inger-Marie Sannerud

Stone Zhang

Products and Technology (London)

Software Consulting (Høvik)

Sales (Høvik)

Nic Cavanagh

Petter Gjørvad

Tore Selsø

© DNV GL / Damir Cvetojevic

I BUSINESS AREA SOFTWARE I

Are Føllesdal Tjønn, Managing Director DNV GL – Software (Høvik).

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I BUSINESS AREA SOFTWARE I

– Software is instrumental for the entire DNV GL Group ”DNV GL in the digital transformation and becoming ’Data Smart’ ”

products and solutions, and a global software consulting division. For supporting the operational units, Software has a dedicated global marketing and communications unit focusing on our building reach, reputation, relationships and revenue, a unit for Strategy and strategic initiatives, and units for the HR and Finance functions.

The Software business going forward DNV GL – Software continues to see challenges in the main markets oil & gas, maritime, and energy.

The contracting market in upstream oil & gas is partly offset by higher activity levels midstream in onshore transmission and distribution and downstream in petrochemicals and refining, which benefits from lower feedstock cost and higher willingness to invest.

In the maritime industry, the activity level in newbuilding is significantly reduced, and in operations we see significant overcapacity and challenging rates across all segments, reducing investment capacity.

Our customers’ continued focus on in­creased uptime, reduced operational cost, life extension of existing assets, higher focus on risk and safety management and regulatory compliance is a key driver in all three main markets. In addition, we will pursue new adjacent industries and new industry segments such as SMB/SME for some of our product lines.

The utility market continues to face operational and strategic challenges with respect to ageing assets, domain/technical knowledge attrition, reliability and customer expectations, renewables integration, and regulatory compliance concerning reliability and security. The competing demands for reliable, affordable and sustainable energy are being addressed by increased investment and convergence/

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integration of IT and operational technology solutions.

Looking further ahead to how Software is implementing the 2016–2020 Strategy, it is worth reflecting on the three main themes in the new strategy; Digital, Agile and Efficient. Software’s response to these themes is focused around four strategic initiatives for implementing the strategy.

Strategic initiative no. 1 – Building a commercial culture We recognise company culture as an important factor in achieving our strategic goals. Hence we have initiated a process to better understand both the current Soft­ware culture and how to enhance our culture in the strategic direction. Four behavioural enablers were identified, and our organisational development efforts in 2016 will be centred on these: • Customer-centricity • Collaboration • Competent people • Sales orientation The enablers are well aligned with DNV GL’s core values. We want to give an extra boost and injection to the customercentricity, sales orientation, profitability, people and collaboration parts of our values. This will require a change in the way we work together, to being more proactive, open-minded and generous across organisation units, product lines, geographies and individual preferences.

In 2016 we will increase customer-centricity through implementation of global Key Account Management for Software clients, coordinated with account management efforts of the other DNV GL Business Areas.

We will continue to realise synergies by moving products to a common technology stack with common IT architecture. This requires collaboration between product

centres and across divisions, as well as ­cooperation with customers and other DNV GL Business Areas.

Implement the recently piloted competence management process and tool to identify competence gaps and ensure that mitigating actions are implemented through the MIP process.

Implement a sales competence model for our sales staff globally, to give them a framework that illustrates sales career opportunities in Software and what is expected in the various roles and functions.

Implement the Challenger Sales methodology. This initiative will enhance the engagement of customers by DNV GL – Software’s commercial teams through insight-led messages that drive customer loyalty.

Strategic initiative no. 2 – Pursuing the SMB/SME market segments Although varying from region to region and between industry segments, in average small- to medium-sized businesses and enterprises constitute more than 50% of GDP in Europe and US, and this segment is growing year on year. In Asia, we see that the SMB/SME segment is growing faster than the large enterprise segment. In order to achieve leading positions and have global impact we cannot neglect this segment, and SMB/SME is a significant business s­ egment to grow in our 2016–2020 ­Strategy.

Serving the SMB/SME segment requires different business models, organisational setup and offerings than serving the toptier large businesses and enterprises. This industry segment typically demands more self-service and automated solutions, more ‘software as a service’ and standardised solutions. Each transaction has much lower value than transactions towards larger

Strategic Initiative no. 3 – Digital Asset Eco Systems We have many software products and solutions from across product lines that apply to the same type of asset, whether it is structures, pipelines or plants. For example, we have various analysis software products used in the design and engineering phase and other solutions used in the operational phase for integrity management, risk based inspections, etc. This situation represents a challenge related to: • Additional work, as customers have to create a digital model of the same asset several times to take full advantage of all our capabilities.

• A cluttered message to the market (and internally in DNV GL), and missing potential revenue by not releasing value propositions that are apparent in up-selling and cross selling. This also

represents a significant platform for improved efficiency and effectiveness.

• Cost of developing, supporting and implementing many different technology stacks with both parallel and complementary capabilities. We see a significant gain in efficiency through synergies achieved in the Products and Technology units involved with different products and solutions by combining the efforts and building the solutions on the same technology platform and using the same digital models. Harvesting these synergies will also free up investment capacity.

In H1 2016, focus will be on developing common ecosystem architecture and infrastructure with the Pipeline and Structure Ecosystem initiatives. At the same time, the final integration of Synergi Plant and Galiom will be completed. In H2, work will start on creation of the core data asset of the Ecosystem and integration of core applica­ tions from Process safety, Risk and Reliability and Asset Integrity and Performance.

Plans will evolve in H1 2016, and we will prioritise the developments to exploit the best revenue opportunities.

Strategic initiative no. 4 – Cloud-enabled products and solutions Cloud infrastructures represent a huge potential in new and strengthened value propositions for DNV GL customers, as well as improved value capture for DNV GL. It will improve efficiency and effectiveness of our as well as our customers’ operations.

We can be much more agile in establishing new services for the markets we serve, and we can significantly improve customercentricity by new ways of interacting with our customers.

Examples are:

• Interactive digital reports where the results of DNV GL analysis is deployed to a cloud solution and viewed by customers in interaction with DNV GL. • Utilise the High Performing Computing environment enabled by cloud infrastructures will enable us to both achieve analysis results and study much larger and complex problems.

• Establish new services to maintain the “Digital Twin” of customer’s asset throughout the life-cycle of the asset.

This will represent a tremendous opportunity for customer lock-in.

• Establish new services based on cloud enabled Digital Asset Eco systems (ref. Strategic initiative no. 3 on Digital Asset Eco Systems), for example AIMS as a Service and QRA studies as a Service.

© DNV GL / Damir Cvetojevic

businesses and enterprises, hence requiring a much lower transaction cost in order to achieve profitability.

For 2016, we will target the SMB/SME segment in onshore shale oil and gas business in the US with a QHSE offering based on a cloud-enabled Synergi Life solution. In order to be agile and focused, we will pursue this strategic initiative through an ’Incubator’ setup in Houston, with a dedicated team responsible for the entire software business value chain from defining the offering through marketing, sales, delivery and after-sales support.

We have selected QHSE because this offering has a value proposition across industries and across regions. Upon a successful build-up based on US shale oil/gas, this model can be replicated in other regions as well as for other industry segments. The building and construction industry is already identified as another target segment.

In 2016 Software will develop Cloud-enabled and Cloud-centric software products and solutions to be leveraged by both customers and DNV GL in improving work processes, efficiency and effectiveness and establish new customer centric services.

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I ORGANISATION CHANGES I

Organisation changes for a more robust Oil & Gas Region Norway As we are closing in one year end and preparing for the Christmas holidays, we would like to take some time to reflect on the past year, the market situation and the process we have concluded in Region Oil & Gas Norway.

KJELL ERIKSSON Ever since the oil price started to decrease at the end of 2014, from 110$ a barrel to approximately 44$ a barrel today, we have seen clients and competitors having to reduce the number of employees in their organisations in order to survive. The entire oil & gas industry has felt the pressure to reduce cost and find ways to work more efficiently.

Our Region started dialogue with the unions before the summer 2015; the charge­ability was down, and we were faced with the threat of significant red numbers before the end of the year. For a full week, the Regional Management Team and Heads of Departments sat together discussing our strengths and weak­nesses, and more importantly: what adjustments would be needed in order to ensure we still maintained our position as thought leaders within our field in 2018.

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When the going gets tough We worked to create a process in line with our values, and respectful to both those that will be leaving the company and those that will remain. Clear communication was our main focus from the outset. In difficult times such as these it is encouraging to see that DNV GL and the unions, VEFF, Tekna and NITO, manage to keep our dialogue constructive and focus on our common goal; ensuring that DNV GL is fit for the future.

The end plan was a process split in two phases: the Voluntary phase and the Readjust­ment and Downsizing phase. In the Voluntary process, all employees were free to apply for a package that was slightly more favourable financially than the tariff agreement. Giving the employees a chance to take an active choice was important to both the Management and the unions. In the Readjustment and Downsizing Phase, employees would be informed that based on a mapping of competence they would enter into a three-week period of looking for other suitable work. Should no other

suitable work be identified, these employees would be offered a severance package.

First Townhall – 26 August Our first Townhall was held in Stavanger on Wednesday 26 August. Regional ­Management and the Unions, represented

by Nina Ivarsen (VEFF), shared the stage as the organisation was informed of the need to reduce our headcount by approximately 100 employees. It was an emotional and challenging day, and it was only the beginning.

Within the next ten days leading up to 9 September, there was high demand for information and a high level of activity to ensure all employees had their questions answered. We answered emails and phone calls, and we attended information meetings nonstop. A SharePoint site was dedicated to making information about the process and conditions available to all employees. As we reached the deadline of Wednesday 9 September at 12.00, we had received 110 applications for Voluntary packages.

Kjell Eriksson, Regional Manager Oil & Gas

Following the deadline for applying for Voluntary packages, we had three hectic days of reviewing and matching the applicants with the Heads of Departments to ensure a good match with respect to ­future needs. In cooperation with Line Managers and GSS HR we prepared contracts for the 95 employees that were granted a Voluntary package.

It was important for us that the employees that applied for Voluntary packages were not kept waiting for an answer longer than absolutely necessary. Though I suspect that this week seemed endless for those who waited for an answer, large parts of the organisation worked as fast as they possibly could.

Second Townhall – 15 September I went on stage in Stavanger with Angela Miller (Tekna) representing the unions.

We informed the organisation of the 95 granted Voluntary packages, and that we expected 20–25 employees to be affected in the Readjustment and Downsizing phase. I understand that some employees

were surprised by the numbers, as they had not expected a number above 100 in total. To reduce the risk of us having to run a new process again within 2016, both Management and Unions agreed that it would be better to adjust the total number. Following the Townhall meeting, the 21 employees affected in the ­Readjustment and Downsizing phase were informed by their Line Managers.

Third Townhall – 8 October We hosted our third Townhall to inform the organisation that none of the 21 candidates had found other suitable work within the organisation. The final number for the process is now confirmed to be 116 employees.

Even though we are a large organisation with over 700 employees, this process affected everyone in one way or another.

We are so fortunate to have not only highly skilled, but also very caring employees that see DNV GL as part of their extended family. During and following the process, we naturally go through a gri-

© Emile Ashley

© Emile Ashley

I ORGANISATION CHANGES I

Anna Fundingsland, HR & HSEQ Manager, Region O&G Norway

eving process, as some of our colleagues and friends leave the organisation.

Future focus Following the conclusion of the process in Oil & Gas Region Norway, we must remind ourselves to keep our focus on the future, to continuously work to deliver outstanding service to our customers.

Failing to do so will quickly result in a situation where we have to implement additional measures. We had expected to see a sharp rise in chargeability by the end of the process; unfortunately we have seen no such effect. We are good at what we are doing, we are creating value for our customers, and I urge everyone to call your contacts, set up meetings and win contracts for Q1 2016 before taking a well-deserved Christmas and New Year’s holiday.

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I HEAD SAFETY DELEGATE I

Who to contact – Safety delegate or union?

PIA FAGERNES

As a consequence of the readjustment processes carried out in DNV GL today, many of the employees want and need the support of either the safety delegate organization or unions, or perhaps both. I therefore use this opportunity to highlight the safety delegate organization versus unions function and role in such processes.

First of all, I would like to thank you for the honour of taking over as the new head safety delegate in DNV GL Norway after Øivind J Bøgh, who resigned on 1 October 2015. The head safety delegate (HSD) is chosen by VEFF, Tekna (the Norwegian Society of Graduate Technical and Scientific Professionals) and NITO (the Norwegian Society of Engineers and Technologists) in accordance with specific rules1. You can find more information on my background on DNV GL’s website2.

In the current reorganisation processes being carried out in DNV GL, the safety organisation’s role, function and cooperation with the trade unions, GSS HSE, Working Environment Committee (AMU), Inclusive Working Life (IA) Committee and company health service are important and mandatory. I will take this opportunity to shed light on the safety organisation’s functions and roles in reorganisation processes compared to those of employee representatives.

The HSD’s tasks DNV GL is divided into a total of 49 safety areas, of which around 30 are at Høvik3.

Each safety area has its local safety delegate (SD). The HSD’s main task is to coordinate the safety delegates’ work. If there is any doubt about which SD is responsible for a case, the HSD can decide this. Apart from this, the HSD has no general authority to manage or decide over the individual SD’s activities. In other words, the HSD is not to carry out the SD’s function if the SD is functioning satisfactorily in his/her area.

However, the local SD can seek assistance and advice from, or hand over cases to, the HSD if several people in a safety area are

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The SD’s role

Pia Fagernes is the new Head Safety Delegate.

affected or if a conflict cannot be resolved at the lowest possible level.

When DNV GL carries out a reorganisation process, the procedure stipulates that the local SD is to be informed of the decisions made before the employees are informed – so that the SD has an opportunity to provide his/her input to the relevant communication plan. When several BAs in DNV GL are downsizing, it is also important that the HSD is informed, thereby being able to carry out his/her mandate: to coordinate the local safety delegates.

The HSD is on the Working Environment Committee as one of the employees’ representatives. In DNV GL, the HSD is also a member of the IA Committee and the company health service/HSE/HSD committee, attends operations meetings to discuss the building of V3 and the new multi-storey car park, is a member of the user group for the new V3, and is an observer on the Norwegian Works Council (NWC).

The SD’s role is to safeguard the employees’ interests in cases relating to the working environment. However, this does not always mean that the SD is to act on behalf of colleagues when they have working environment problems. Attempts to resolve a problems should first of all be made by the person that knows them best, for example by the individual raising the issue with his/her immediate superior. If the issue cannot be resolved, it is natural for the SD to be contacted, and then possibly the HSD. The safety organisations’ role is to be supportive; they are not entitled to consultations or negotiations.

Should the SD discover factors that may entail the risk of an accident or danger to health, he or she must immediately notify the management and those exposed to the risk. The employer must prevent the danger or ensure that the conditions are rectified within a reasonable time. If this is not done, the Working Environment Committee may be contacted. The Norwegian Labour Inspection Authority may also be contacted if the company cannot, or does not want to, rectify the conditions.

The SD’s tasks • The role of the SD is defined by the Working Environment Act and Safety Delegate Regulations.

• Make sure that the working environment is fully acceptable.

• Be available to employees and managers being concerned about the working environment or having problems themselves.

• Inform managers about challenges in the working environment. Recommend

© Nina Ivarsen

I HEAD SAFETY DELEGATE I

actions and make sure the manager takes action, but do not carry out the manager’s tasks.

• Report to the HSD if experiencing challenging situations.

SD or employee representative?

It is important to understand that the safety delegate and the employee representative have different roles. In some cases, the SD and the employee representative are one and the same person. This is not illegal or unusual, but in such case the person must be careful to differentiate between the various roles.

1) 2) 3) 4)

The employee representative scheme is regulated by the Working Environment Act as well as by collective agreements, special agreements and the Basic Agreement.

Employee representatives are to safeguard the employees’ rights relating to contracts, collective agreements and salary.

Normal dismissal with notice cases, HR cases and salary conflicts are therefore not tasks for the SD, but rather cases where employees should talk to their trade union representative if they are members of a trade union. However, in those cases where such issues are based on – or have consequences for – the working environment, the SD may play a role regarding that part of the case.

Reference – the Working Environment Act Chapter 6. Safety representatives § 6-1. Obligation to elect safety representatives Chapter 8. Information and consultation § 8-1. Obligation regarding information and consultation (1) In undertakings that regularly employ at least 50 employees, the employer shall provide information concerning issues of importance for the employees’ working conditions and discuss such issues with the employees’ elected representatives.

https://intranet.dnvgl.com/support/hr/Pages/GSS_HR_Nordics_NO_Being_a_safety_delegate_in_Norway.aspx https://intranet.dnvgl.com/news/Pages/New_safety_delegate_Norway.aspx https://intranet.dnvgl.com/support/hr/Documents/GSS%20HSE%20Norway/Safety%20delegates/Safety_delegates_in_Norway_201501116.pdf https://intranet.dnvgl.com/support/hr/Pages/GSS_HR_Nordics_NO_Being_a_safety_delegate_in_Norway.aspx

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I HVO HAR ORDET I

HVEM SKAL KONTAKTES – VERNEOMBUD ELLER TILLITSVALGT? I de omstillingsprosesser som foretas i DNV GL i dag er det mange som ønsker og trenger støtte fra enten verneorganisasjonen eller fagorganisasjonen, eller kanskje begge deler.

I denne artikkelen vil jeg derfor benytte anledningen til å belyse verneorganisasjonens versus tillitsvalgtapparatets funksjon og rolle i slike prosesser.

PIA FAGERNES

Aller først vil jeg takke for tilliten det er å få overta som nytt Hovedverneombud (HVO) i DNV GL Norge etter Øivind J Bøgh, som sluttet 1. oktober 2015. VEFF, Tekna og NITO utpeker HVO etter bestemte regler1.

Mer informasjon om min bakgrunn finnes på DNV GLs intranettside2.

I de omstillingsprosesser som foretas i DNV GL i dag er verneorganisasjonens rolle, funksjon og samarbeidet med fag­ foreninger, GSS HSE, Arbeidsmiljøutvalget (AMU), IA-utvalget og bedriftshelsetjenesten (BHT) viktig og lovpålagt. Jeg vil benytte anledningen til å belyse verneorganisasjonens versus tillitsvalgtapparatets funksjon og rolle i omstillingsprosesser.

HVO sitter i AMU som en av de ansattes representanter. I DNV GL sitter HVO også i IA-utvalget, BHT/HSE/HVO-utvalget, i driftsmøter for bygging av V3 og nytt parkeringshus, i brukergruppe for nytt V3, og er observatør i Norwegian Works Council (NWC).

VOs ROLLE VOs rolle er å ivareta arbeidstakernes inter­ esser i saker som angår arbeidsmiljøet. Dette betyr likevel ikke alltid at VO skal tre inn på arbeidskollegenes vegne hvis de har arbeidsmiljøproblemer.

Alle problemer bør først søkes løst av den som best kjenner dem, f.eks. ved at den Pia Fagernes er nytt enkelte tar opp saken med sin nærmeste Hovedverneombud. overordnede. Dersom saken ikke løses, er det naturlig at VO blir kontaktet, og deretter HVOs OPPGAVER eventuelt HVO. Verneorganisasjonenes rolle DNV GL er inndelt i totalt 49 verneområder, er å være en støttespiller, og de har ikke drøftings- eller forhvorav omtrent 30 på Høvik3. Hvert verneområde har sitt lokahandlingsrett. le verneombud (VO). HVOs sentrale oppgave er å samordne Oppdager VO forhold som kan medføre ulykkes- eller helVOs arbeid. Hvis det er tvil om hvilket VO en sak hører inn sefare, skal vedkommende straks varsle ledelsen og de som er under, kan HVO avgjøre dette. Ut over dette har ikke HVO utsatt for fare. Arbeidsgiveren skal avverge faren eller sørge noen alminnelig myndighet til å styre eller bestemme over det for at forholdet blir rettet opp innen rimelig tid. Dersom dette enkelte VOs virksomhet. HVO skal med andre ord ikke utøve ikke blir gjort kan AMU kontaktes. Arbeidstilsynet kan også VOs funksjon når VO fungerer tilfredsstillende på sitt område. kontaktes dersom virksomheten ikke kan eller vil rette på forDet lokale VO kan derimot søke bistand og råd hos HVO eller holdene. overlate saker til HVO dersom flere i et verneområde er berørt, eller i konfliktsaker som ikke kan løses på lavest mulige nivå.

VERNEOMBUD ELLER TILLITSVALGT? Når DNV GL gjennomfører en omorganiseringsprosess er Det er viktig å forstå at VO og tillitsvalgt har to forskjellige rolprosedyren at det lokale VO skal informeres om de beslutninler. I noen tilfeller er VO og tillitsvalgt én og samme person. ger som er fattet i forkant av at ansatte informeres – slik at VO Dette er ikke ulovlig, men da må vedkommende være nøye gis mulighet til å gi eventuell input til den relevante kommunimed å skille på rollene. kasjonsplanen. Når det nedbemannes i flere BAer i DNV GL, Tillitsvalgtordningen er lovregulert i Arbeidsmiljøloven, er det også viktig at HVO blir informert for derved å kunne og i tariffavtale, særavtaler samt hovedavtale. Tillitsvalgte skal innfri sitt mandat: å koordinere de lokale VO.

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© Nina Ivarsen

I HVO HAR ORDET I

ivareta arbeidstaker når det gjelder rettigheter i henhold til kontrakter, tariffavtaler og lønn.

Vanlige oppsigelsessaker, personalsaker og lønnskonflikter er derfor ikke oppgaver for VO, men saker hvor den ansatte bør snakke med sin tillitsvalgte dersom denne er fagorganisert.

I de tilfellene hvor slike saker har sin bakgrunn i arbeids­ miljøet, eller har konsekvenser for arbeidsmiljøet, kan likevel VO ha en rolle i akkurat den delen av saken.

1) 2) 3) 4)

REFERANSER AML Kapittel 6. Verneombud § 6-1. Plikt til å velge verneombud Kapittel 8. Informasjon og drøfting § 8-1. Plikt til informasjon og drøfting (1) I virksomhet som jevnlig sysselsetter minst 50 arbeidstakere skal arbeidsgiver informere om og drøfte spørsmål av betydning for arbeidstakernes arbeidsforhold med arbeidstakernes tillitsvalgte.

https://intranet.dnvgl.com/support/hr/Pages/GSS_HR_Nordics_NO_Being_a_safety_delegate_in_Norway.aspx https://intranet.dnvgl.com/news/Pages/New_safety_delegate_Norway.aspx https://intranet.dnvgl.com/support/hr/Documents/GSS%20HSE%20Norway/Safety%20delegates/Safety_delegates_in_Norway_201501116.pdf https://intranet.dnvgl.com/support/hr/Pages/GSS_HR_Nordics_NO_Being_a_safety_delegate_in_Norway.aspx

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I INTERVIEW I

Kon-Tiki2 In the ”footsteps” of Thor Heyerdahl, two balsa rafts go from South America to Easter Island. Roundtrip.

Documenting climate change, marine life, plastics, pollution, guara board navigation, and human reactions to Pacific sunsets. DNV GL’s Pål Børresen is part of the expedition.

LIN BEATE KARSTEN

dangerous? No, not if you know ”Istheit dangers and have rules for how to relate to both foreseen and unforeseen issues.

”

What is your personal motivation for going on this expedition, and how did you manage to become a member of the expedition team?

This is something you just do because you’ve always dreamt of it. I’ve also ­become more and more motivated as I’ve realised the opportunities in the project. At the same time, I’m very privileged to have the opportunity to choose participants and direction. Why are we doing this? It’s for the voyage, but there is now a much greater focus on plastic pollution since Cecilie and I became members. I joined the project in November last year, while Cecilie joined in July this year. This is a very exciting angle – what we actually do to our planet. An adventure with a meaning behind it!

In 2012 I helped sail the balsa wood raft used in the Kon-Tiki film from Risør, in the south of Norway, to the Opera building in Oslo. Then I got to know the project manager and captain Torgeir Higraff (who will be on the other raft) and Øyvin Lauten. I told them some of my thoughts about putting together a team. Later I had to submit an application to the USA for all kinds of background checks on me. It took three months before I was accepted. This was an ambivalent time for me, since I was working on reorganisation here in DNV GL. So I wanted to keep this to myself.

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rally, we include both sexes and have a ­female captain from the Norwegian Society for Sea Rescue (Redningsselskapet) on my raft. We have diversity of age, expertise, interests, introvert and extrovert personalities, etc. I think we make a better team if we have as much diversity as possible.

There is a crew of seven on each raft. The only thing we didn’t achieve was to get an Asian crew member.

The crew is from New Zealand, the USA, Canada, Peru and, of course, Chile, as well as from Norway and Denmark. We found them via our network and by advertising.

The head of the expedition was at a maritime conference in Moscow, at the end of which he said he would like to have a Russian doctor on the expedition. Several hundred Russian doctors applied to join the team! I have interviewed many of them via Lync. Thor Heyerdahl is and was very popular in Russia, which probably explains some of the huge interest.

I have mainly worked on recruiting crew for my raft. We have a second-in-command on each raft, and I hold that position on my raft, but it is always the captain who decides. ’The captain’s word is law’ – this is not a democracy. My role is to be a kind of buffer and coach, assisting the captain.

It’s a lot to do with safety and finding a balance between being a ’policeman’ and a ’nice guy’.

Can you tell us about the composition of the crew?

What of the risk – is it dangerous?

Putting together the crew, the goal has been as much diversity as possible. Natu-

No, not if you know the dangers and have rules for how to relate to both foreseen

and unforeseen issues. Falling overboard during the night – in rough seas and in the dark – is at the top of the list. We have a ’strobe light’ (a 70m line of lights) behind the raft to make it clearly v­ isible. Naturally, we don’t want people to end up in the water, so we must have safety rules.

We need routines and rules that are not too rigid and have a rationale that people respect. Example: going swimming after drinking alcohol, when should this be allowed and when is it not OK?

What preparations have you made?

We have conducted medical examinations.

We have an ultrasound apparatus given by a sponsor after a news report on TV2 this summer. One of the Russians is an anaesthetist, while the other is part owner of a private hospital. Both are very experienced doctors. In addition, we can link up to Hauke­land Hospital with a web camera if an injury occurs and we need to consult other medical personnel.

We come from different nations, and that makes the preparations difficult to coordinate. We have never been all together at the same time, so we have not had time to practise together. Each individual has been responsible for mental and physical preparation. I don’t really have ’travel fever’ as I’ve been preparing for so long. I’m really looking forward to this, but I don’t lie awake at night. I’m very confident of the composition of the crew and feel that I know everyone, and that’s a great advantage.

© xx

I INTERVIEW I

I’m also responsible for the provisions on board, which requires some preparations.

We have to be prepared for the unexpected, such as not being able to reach the shore when we plan to. I’ve learned a lot about the weather and winds. I’ve read a lot about, and wanted to meet the man who was the captain on the last raft, so I went to Molde and talked to him about his experiences. Today, he is the captain of the Christian Radich.

I’ve been given a lot of input to risk analyses. Potential unwanted incidents – what can go wrong? I’ve discussed potential solutions with several experts. I’ve also created an emergency procedure document for how to handle different scenarios. This week we were told at an environmental conference, where Torgeir met a Chief Commander in the Norwegian Royal Navy, that we will be given all the assistance we may want or need.

© Kon-Tiki 2

© Nina Ivarse n

Pål and his family

Facebook – Kon-Tiki2

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© Kon-Tiki 2

© Kon-Tiki 2

I INTERVIEW I

2 © Kon-Tiki

Facebook – Kon-Tiki2

One of the most critical issues is finding out there is a reef at the destination once we get there. The swell can be 10m high.

How can we handle this? This is a 28-tonne raft, so we must have a tugboat – if we can’t get hold of one, our procedure ­states that we must sail on. So we will also take enough provisions for a return trip in case we have to sail on. We want to be as independent as possible, but the navy will be following us on radar and we can communicate with them.

We will sleep on braided mats made of reeds with a blanket on top of us, so we won’t be as comfortable as we are at home, but everyone is prepared for that.

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”An adventure with a meaning behind it! ” What part of the trip are you going to be on?

I’ll be on the trip from Peru to Easter Island and back to Chile. We will be transported back to the naval base from there (this may not be entirely correct …). The rafts will leave on 1 November.

One of the goals is to test how fast a balsa wood raft can really sail. The Inca Indians are an example of why this is so interesting. I’m sure that they, over generations, developed ways to navigate and built rafts that were increasingly sailable.

From a trade union perspective, we don’t think it is right that you have to take unpaid leave – to us this is a contribution to DNV GL. What is your opinion?

I respect the decision, but I wish that DNV GL could have supported us in some way or another. At the same time, I see that the company is currently in a very difficult financial situation. The situation in our region is exactly why I wanted to apply for unpaid leave. The stations underwent a reorganisation process in April and, out of solidarity with those affected by that process, as the HR manager I do not want to be given paid leave.

Reisebrev fra Stillehavet – Kon-Tiki2 – tirsdag 15. desember 2015 – 39. seilingsdøgn.

© Kon-Tiki 2

I INTERVIEW I

Kjære alle sammen!

Her er noen ord fra Stillehavet!

Vi har nå påbegynt vårt 39. seilingsdøgn og vi nærmer oss Påskeøya. Dette blir historisk og for første gang i moderne tid kan vi bevise at Inkaenes balsaflåter for over 600 år siden er og var manøvrerbare.

Vi har nå seilt ca 2 000 nautiske mil og har omsider greid å dreie opp mot vinden og vil treffe Påskeøya om 5-6 dager (dersom vinden er riktig). Livet ombord er svært ulikt det vi alle er vant til. Vi har vært gode å tilpasse oss hverandre og gitt hverandre rom for ”privat liv”. Eksempelvis ligger jeg nå i køya og skriver reisebrev, og da blir man sjelden forstyrret.

Dagen i dag startet med en satellittelefonsamtale med Vollen ungdomsskole kl 07:00. Alle elevene fikk delta i samtalen og enkelte fikk stille meg spørsmål om hvordan det er å være i Stillehavet; ”Hva er det skumleste du har opplevd? Hva spiser dere? Har noen angret på at de ble med? Hva har dere oppdaget med forskningen deres? Gode spørsmål :) Kl 8–12 er det min rorvakt, men i dag ble jeg avbrutt av at fiskestanga hylte. Det betyr fisk på kroken og for første gang fikk jeg en Barrakuda på nesten 20 kg og som målte 124 cm. Det tok 3–4 timer å fotografere, sløye og steke hele fisken. Her har endelig varmen kommet med 23 grader i vannet og deilig behagelige netter. Soveposen er ikke lenger så fuktig som den var de første fire ukene. Hører om minus 10 grader i hjemme, det er veldig vanskelig å forestille seg her. På søndag hadde vi ”lussekatter” og sang Lucia for full hals. Vi feirer det meste, bursdager og når vi passerer breddegrader med runde tall.

Tiden flyr - her er det alltid noe som skal fikses eller lages, samtidig er det fritt for stress, julestria og forstyrrelser fra ”verden utenfor” vår lille boble. Vi har ingen tilgang til Internett eller nyheter - det er jo ikke så ofte man opplever.

Om en dag eller to kommer vi til å ”sneie” en holme i følge kartet, denne ble oppdaget i 1778, men er vanskelig å finne.

Det sies at den nå har forsvunnet og kalles for ”spøkelsesholmen”. Til orientering er det ca 3 500 m dypt i området. Så får vi se om Kon-Tiki2 ekspedisjonen gjenoppdager holmen.

Nå er det på tide å komme seg opp og på rorvakt fra kl 20–24.

Ha en velsignet og stressfri julehøytid alle sammen!

Hilser fra det sørlige Stillehavet.

Pål :) Vil du vite mer er det bare å gå inn på hjemmesiden www.kontiki2.com

27

I INTERVJU I

KON-TIKI2 I Thor Heyerdahls ”fotspor” seiler to balsaflåter fra Sør-Amerika til Påskeøya. Man vil dokumentere klimaendringer, liv i havet, plast, forurensning, navigasjon med guerabord – og menneskelige reaksjoner på solnedganger i Stillehavet. Pål Børresen, DNV GL, er med på ekspedisjonen.

LIN BEATE KARSTEN Hva er din personlige motivasjon for å bli med på denne ekspedisjonen, og hvordan kom du med?

Dette er noe man bare gjør fordi man alltid har drømt om det. Motivasjonen har også økt etterhvert som jeg har sett mulighetene i prosjektet. Samtidig er jeg også veldig privilegert som har muligheten til å velge deltagere og retning, hvorfor gjør vi dette? Vi skal seile, men det at vi har fått mer innflytelse på dette med plastforurensning har blitt mye større etter at jeg kom med og etter at Cecilie kom med. Jeg ble med i prosjektet i november i fjor og Cecilie i juli i år. Dette er en kjempespennende vinkling, hva vi faktisk gjør med kloden vår.

Et eventyr med mening!

I 2012 var jeg med på å seile balsaflåten som ble brukt under innspillingen av Kon-Tiki fra Risør til Operaen. Da ble jeg kjent med prosjektleder og skipper Torgeir Higraff (som skal være på den andre flåten) og Øyvin Lauten. Vi hadde et møte hvor jeg delte mine tanker rundt det å sette sammen team. Deretter måtte jeg sende inn en søknad til USA for alle tenkelige bakgrunnssjekker av meg. Det tok tre måneder før jeg fikk endelig aksept. Dette var samtidig en ambivalent tid for meg, ettersom jeg jobbet med en omstilling her i DNV GL. Derfor ønsket jeg å holde dette for meg selv.

men det er alltid skipperen som bestemmer. «Captain’s word is law», ikke noe demokrati. Min rolle er å være en type buffer og coach, og bistå kapteinen. Det handler mye om sikkerhet, og å finne en balansegang mellom «police» og «nice guy».

Hva med risikoen, er det farlig?

Nei, ikke hvis man vet om farene og har regler for hvordan man skal forholde seg til både forutsette og uforutsette ting.

Falle over bord nattestid er øverst på lista, i tøff sjø i mørket.

Vi har et «strobelys» (en 70 meters line med lys) bak flåten slik at den er veldig synlig. Vi vil jo selvsagt ikke at folk skal havne i vannet, derfor må vi ha regler for sikkerhet. Det handler om å implementere rutiner og regler som ikke er for rigide og som har et rasjonale som folk respekterer. Eksempel: bading og inntak av alkohol, når skal dette være tillatt og når er det ikke greit?

Hvilke forberedelser har dere gjort?

Vi har gjennomført helseundersøkelser. Vi har med et ultralydapparat som vi fikk av en sponsor etter et nyhetsinnslag på TV2 i sommer. En av russerne er anestesilege og den andre er deleier av et privatsykehus. Begge er svært rutinerte leger. I tillegg til dette kan vi koble oss opp til Haukeland Sykehus med webkamera dersom det oppstår skader og vi trenger å konsultere annet helsepersonell.

Vi kommer fra forskjellige nasjoner, noe som gjør forbereKan du fortelle litt om sammensetningen av mannskapet? delsene vanskelige å samkjøre. Vi har aldri møttes alle sammen Målet har vært mest mulig diversitet. Vi har selvsagt begge samtidig, derfor har vi ikke hatt tid til å øve sammen. Hver kjønn, en kvinnelig skipper fra Redningsselskapet på min flåte. enkelt har hatt ansvar for å holde seg i mental og fysisk form.

Ellers har vi diversitet på alder, kompetanse, interesser, introReisefeber har jeg egentlig ikke, ettersom jeg har forberedt vert og ekstrovert personlighet, osv. Jeg tror vi spiller bedre meg så lenge. Jeg gleder meg veldig, men jeg ligger ikke våken sammen med mest mulig diversitet. Det er et mannskap på syv om natten. Jeg er veldig trygg på sammensetningen av mannpå hver flåte. Det eneste vi ikke har fått til er å få med en asiat. skapet og føler jeg kjenner alle, det er en stor fordel.

Mannskapet kommer fra New Zealand, USA, Canada, Peru og Jeg har også ansvaret for proviant, dette krever en del forselvsagt Chile, samt Norge og Danberedelser. Man må ta en del forutsetninger, mark. Vi fant dem via nettverk og blant annet at man kanskje ikke kommer til ”Hver enkelt har hatt annonsering. Ellers var ekspedisjonsland når man ønsker og må være ute lenger. ansvar for å holde seg i Ellers har jeg lært meg mye om vær og vind. sjefen på en maritim konferanse mental og fysisk form.” Har lest mye og ville treffe han som var kaptein i Moskva og nevnte at han kunne tenke seg å ha med en russisk lege. på forrige flåte, og dro til Molde og pratet med Dette resulterte i flere hundre russisham om hva hans erfaringer var. I dag er han ke leger som ville være med! Jeg har intervjuet mange av dem kaptein på Christian Radich. på på Lync. Thor Heyerdahl er og var veldig populær i RussEllers har jeg fått mye input til risikoanalyser. Potensielle land, det er nok noe av forklaringen på den store interessen. uønskede hendelser, hva kan gå galt? Deretter har jeg diskuJeg har jobbet mest med rekruttering på min flåte. Vi har tert potensielle løsninger med flere eksperter. Jeg har også en nestkommanderende på hver flåte, jeg er det på min flåte, laget en nødprosedyre for hvordan vi skal håndtere forskjel-

28

I INTERVJU I

lige scenarier. Denne uken fikk vi også vite på en miljø­konferanse, der Torgeir fikk møte Chief Commander i Marinen, at vi vil få all den assistanse vi ønsker eller kan trenge.

Noe av det mest kritiske er å komme frem til destinasjonen og det er rev. Da kan dønningene bli ti meter høye. Hvordan håndterer vi det? Flåten veier 28 tonn, så vi må ha taubåt, får vi ikke det sier vår prosedyre at vi seiler videre. Derfor har vi også planlagt med proviant for tur/retur, tilfelle vi må seile videre. Vi ønsker å være mest mulig selvstendige, men marinen følger oss på radar og vi kan kommunisere med dem.

Vi kommer til å sove på flettede sivmatter med ullpledd, så komforten blir ikke som hjemme, men det er alle forberedt på.

Hvilken del av turen skal du være med på?

Jeg skal være med på turen til Påskeøya fra Peru og tilbake til Chile. Vi fraktes tilbake til marinebasen derfra (mulig dette ikke er helt korrekt …). Flåtene reiser 1. november.

Noe av målet er å prøve ut hvor fort det egentlig går an å seile med en balsa­ flåte. Et eksempel på hvorfor dette er så interessant er inkaindianerne. Jeg er sikker på at de, gjennom generasjoner, har utviklet måter å navigere på, samt at jeg tror de har laget flåter som er mer og mer seildyktige.

Fra et fagforeningsperspektiv synes ikke vi det er riktig at dere skal måtte ta ubetalt permisjon, for oss er dette et bidrag til DNV GL. Hva tenker du om det?

Jeg respekterer beslutningen, men skulle ønske at DNV GL kunne støttet oss på et eller annet vis. Samtidig ser jeg at selskapet er i en svært vanskelig økonomisk situasjon. Jeg har hatt et ønske om å søke ulønnet permisjon nettopp på grunn av situasjonen i vår region.

Stasjons­apparatet hadde en omstillingsprosess i april, og i solidaritet til de som ble berørt av den prosessen vil jeg som HR-sjef ikke ha lønnet permisjon.

VIL STYRKE ANSATTES EVNE TIL Å MESTRE STRESS Group HR&HSE jobber med å utvikle et rammeverk med læringsmoduler og verktøy som skal være til hjelp i situasjoner som kan forårsake negativt stress. Dette er et av oppfølgingstiltakene fra spørreundersøkelsen om vår sikkerhetskultur tidligere i år.

SARAH A.D. GRØNDAHL Dette rammeverket vil hjelpe deg å: • Forstå hva stress er (både positivt og negativt) • Gjenkjenne stress hos deg selv og andre, inkludert tegn til utbrenthet • Vurdere ditt eget stressnivå • Forstå hva stressfaktorer er, og hvordan de samme stress­faktorene kan virke ulikt på folk • Identifisere hva som stresser deg • Bruke et sett med verktøy for å støtte deg i å håndtere stress

Strengthening the resilience of our workforce As a response to the results from the Safety Culture Survey, Group HR&HSE is developing a global framework to provide you with knowledge and tools to be more robust and resilient in situations that could cause negative stress.

SARAH A.D. GRØNDAHL This framework will help you: • Understand what stress is (both positive and negative) • Recognise stress in yourself and others, including signs of “burn-out” • Assess your stress level

• Understand what stressors are, and how the same stressors have a different impact on different people • Identify what stresses you • Use a set of tools to support you in managing your stress

29

I CEO TRUE TIME I

CEO true time Through our 151-year-long history, a grand total of 11 men have led the company to where it is today – not only playing an important role in transforming DNV GL from a small company, but also shaping the Norwegian maritime and science history.

ELLEN MARGRETHE PIHL KONSTAD

Some has died on the post (or just survived the transition to pensioner) while others have continued towards new challenges.

Henrik O. Madsen is a contributor, now as a member of World Business Council for Sustainable Development.

The beginning There were four applications for the positions as DNV’s first CEO. Nils Ihlen was unanimously elected on the organisation’s first meeting of representatives on 8 August 1864. Ihlen had a military background from the navy, and in addition to lead the work creating an independent class society he also served as rear admiral in the Royal Norwegian Navy from 1885 to 1891.

In that period Ihlen officially had the role as a consultant in DNV with Joh. Collett Müller as acting director (1885–1891). But, when writing the history, Müller is seldom mentioned. In the 50-year anniversary book, the only trace of him is listed under “employees” as “wooden boat surveyor and assistant to the CEO” and in a photo commemorating the meeting of representatives in 1889. Ihlen worked for DNV until he passed away in 1905.

Ihlen was succeeded by another with naval background. Carl Johan Mørch was a captain from the Royal Norwegian Army, and was in charge of Harald Hårfagre during the naval war preparations in the summer of 1905. His reign only lasted for three years; he passed away in 1909.

30

Change in rule development The DNV rules presented in 1864 were pretty much based on Lloyds’ rules. Ihlen and Mørch had focused on establishing the company and getting international recognition for the DNV certificate, and the time was now right for development of our own rules.

With Dr Johannes Bruun, there was a pronounced change in CEOs. His background was academic. Before joining DNV, he had worked for Lloyds in a technical position. He initiated a new way of devel­ oping rules for classification, altering the DNV rules from Lloyds’. He also wrote a number of scientific papers that are now part of the historic archive.

Wilhelm Piene (the fourth in line, not counting Müller) got DNV through the tough war years. The main DNV fleet con­ sisted of Norwegian vessels, and the majority of the fleet was assumed by Nortraship in 1940 joining the allied forces.

Change in rule development II Piene was followed by Georg Vedeler, another important name in Norwegian maritime education. Before joining DNV, he had an impressing career starting with his exam in 1919 at NTH. He graduated at the top of his class and the result was sent to the King, an honour for the students with the highest grades in the old days. He then graduated with a Master of Science from Massachusetts Institute of Technology in 1923, and in 1946 he completed his “Dr.techn” at NTH were he stayed on as professorship in naval architecture until he took up the position as CEO. He also put his skill in practical use as

head engineer at Westfal-Larsen & Co. 1926–1946 – having both the practical and theoretical skill to lead DNV for 17 years.

His goal was to expand DNV by transforming it from an empirical-based Class Society to a Society where rules and standards were derived from science and technology.

A very ambitious goal indeed, considering the starting point of the organisation.

He put his academic background to use and recruited a full class of naval architects to help the transformation. Research and development were instrumental to stay abreast with the emerging maritime technologies. In 1954, the research activities were formally assembled in a Research Department with Vedeler’s former student, Egil Abrahamsen, as its first head.

It was also Abrahamsen who was to succeed Vedeler. As his predecessor, Abrahamsen had a higher education from NTH, but he continued at Durham University and University of California where he studied the usage of data machines for calculation the strength of a vessel. He led DNV to become one of the pioneers using such methods in vessel design.

He also saw the value of investing in knowledge and was instrumental in the new focus on technical maritime education, initiating a expansion in higher maritime education, especially on master level.

Sven B. Ullring succeeded Abrahamsen in 1985. The company had grown from 800 employees to 3,100, but due to the collapsing oil price in 1986, Ullring was left with the task of downsizing the company to 2,600.

A number of major shipping accidents questioned the role of class, resulting in a

© Nina Ivarsen

I CEO TRUE TIME I

Sven B. Ullring (1985–2000)

Helge Midttun (2000–2002)

crisis of confidence. DNV worked systematically to turn this round, advocating that class should also include safety systems for the whole of the organisation, not only the vessel itself. New demands was implemented in 1998 – SOLAS/ISM. Even though Ullring started with downsizing, the company he left 15 years later had expanded, especially in the east, delivering classification, certification and advisory services to international customers.

Turn of the century In 2000, a new century, and in Helge Midttun DNV got its first CEO without a naval/engineer background. He had

Wilhelm Piene (1939–1951)

Miklos Konkoly-Thege (2002–2006)

his academic career from the Norwegian School of Economics and Business Administration, and had prior to DNV worked for international firms like Arthur Andersen & Co, Schlumberger and Stento. Midttun’s career in DNV was short, and within two years he was replaced by Miklos KonkolyThege.

In Konkoly-Thege the board had returned to a CEO with a naval background and a long history in DNV (he started in 1984). His mandate from the board was to continue the changes Midttun had initiated, in addition to restore “calm to the organisation”.

Konkoly-Thege’s period in DNV was also a short one. In 2006 he was succeeded by

Georg Vedeler (1951–1966)

© DNV GL/Nina Rangøy

Egil Abrahamsen (1966–1985)

Johannes Bruun (1909–1939)

© Sigrid Bjorbekkmo

Carl Johan Mørch (1906–1909)

© DNV GL/Nina Rangøy

Joh. Collett Müller (acting, 1885–1891)

© aibel

Nils Ihlen (1864–1905)

Henrik O. Madsen (2006–2015)

Remi Eriksen (2015–)

Henrik O. Madsen, and again a naval man – he was educated with a PhD in civil and structural engineering from the Technical University of Denmark, where he also held a position as professor within structural mechanics.

His major achievement in DNV is the creation of DNV GL, which he handed over to Remi Eriksen in 2015.

References: Building Trust, Det Norske Veritas 1864-1914, Det Norske Veritas 1864-1964, SNL and Intranet.

31

I AGREEMENT I

Agreement on reorganisations and downsizing in DNV GL The Tariff Agreement between DNV GL and VEFF are negotiated and agreed upon to ensure a fair and open process in any downsizing. The compensation matrix can be negotiated and agreed upon in every downsizing process, and can vary between business areas.

NINA IVARSEN The standard agreement that we will comment on, is meant as an agreed starting point for downsizing. You can find the entire Appendix A in the Tariff agreement in Norwegian and English on the intranet.

This article will only cover the down­ sizing process and criteria, not the dismissal process itself.

Reorganisations and downsizing are very demanding situations for both managers and employees. It is important that the reorganisation process is carried out in accordance with DNV GL’s values and with agreed procedures, selection criteria, etc.

It is to be carried out in compliance with the prevailing body of laws that apply to

Selection criteria

Area for selection

Order of priority

The area in which a selection is to be made is the area in which reorganisations and downsizing are to take place. This may be a defined area, such as a division, a functional area or a geographical area. This is to be discussed with VEFF at an early stage in each process.

In connection with reorganisations and downsizing resulting from this, the parties agree on the following selection criteria, in the order of priority: 1) Expertise 2) Length of service 3) Social circumstances

Table 1 Examples of expertise factors (not in order of priority)

32

When reorganisation leads to specific jobs no longer existing, it will not necessarily be the person that currently has the job that is surplus to requirements. DNV GL is obliged to consider employees for the remaining jobs in the area in which a selection is to be made, based on specific selection criteria.

such processes. One very important task for DNV GL as an employer is to take into account both the commercial and human considerations.

Real opportunities for internal mobility within the company must be investigated before dismissal can be considered. As the employer, DNV GL will carry out processes in which possibly surplus employees are offered any suitable vacant jobs in DNV GL.

Expertise factors

Examples of expertise factors that may be taken into account

Relevant experience and education

• Formal education, including further education and lengthy courses • Experience in DNV GL and from previous employers • Specific project deliveries • Specialist expertise

Market expertise (if relevant)

• Internal/external network • Extent of additional sales, business orientation • Market knowledge

Billability (if relevant)

• Invoicing level • Possible future billability

Efforts, performance and results achieved

• Performance compared to stated goals • Efforts in addition to defined tasks

Flexible and applicable

• Usefulness in DNV GL • Mobility

Personal qualities

Qualities that should form part of an overall assessment: • Ability to cooperate • Development potential • Self-motivation • Independence • Service-mindedness • Initiative • Efficiency • Management linked to DNV GL’s management principles

If there is no difference between employees’ expertise and personal suitability, the length of service will be decisive. Weighty social circumstances may change this picture.

Expertise DNV GL is a knowledge organisation that is dependent on its employees’ expertise.

It will therefore be justifiable to place considerable emphasis on expertise as a selection criterion. DNV GL will in this way maintain its competitive ability and viability, and employees will benefit from their theoretical expertise and professional development.

Expertise has in case law been considered to be one of the objectively justifiable criteria in relation to the requirement of “objectively justified on the basis of circumstances relating to the company”, section 15-7 of the Working Environment Act (AML).

The way in which the unit places emphasis on the various expertise factors should

I AGREEMENT I

DNV GL-tillitsvalgte er opptatt av å ivareta de ansatte under nedbemanningene som nå gjennomføres. Nina Ivarsen (til venstre) er leder i VEFF og Linn Karsten er styremedlem. VEFF er en del av Parat og den største fagforeningen i DNV GL.

BEMANNINGSREDUKSJONER

Hjelp ved nedbemanning 25 000 arbeidsplasser er borte og Norsk Industri frykter at tallet kan stige til 70 000. Parat har mange medlemmer innenfor ulike industri- og servicebedrifter og Parats advokater og forhandlere ber tillitsvalgte og medlemmer ringe for å få hjelp tidlig i prosessen.

Av: Trygve Bergsland

Parats tillitsvalgte i Aker Subsea, DNV GL og i en rekke andre bedrifter står midt oppe i store nedbemanningsprosesser.

Aker Solutions skal igjennom en omfattende nedbemanningsprosess i selskapets subseavirksomhet der 500 arbeidstakere kan bli rammet av kuttene som vil ramme

ansatte på Fornebu i Bærum, Stokke i Vestfold, Moss i Østfold og Tranby i Buskerud. DNV GLs sjef har uttalt til Dagens Næringsliv at organisasjonen vil bli kuttet med cirka 500 ansatte fra dagens vel 15 700 i løpet av neste år, uten at alle disse kuttene kommer i Norge.

Store deler av landet er berørt Sjef for Aker Solutions i Norge, Per Harald Kongelf, sier til VG at når oljeselskapene reduserer sine investeringer og utsetter enkeltprosjekter, fører dette til en markant nedgang i aktiviteten i det norske oljeservicemarkedet.

– Kuttene vil skje gjennom oppsigelser, men også ved naturlig avgang og omplassering av ansatte til andre deler av selskapet, skriver selskapet i en pressemelding.

DNB Markets har utarbeidet en oversikt over antall stillinger som blir borte i oljebransjen og megler Truls Oma Erichsruds anslår overfor VG at tallet nærmer seg 25 000 bare etter de varslede kuttene i Aker Solutions og National Oilwell Varco som sier opp 900 fast ansatte og 600 konsulenter. Sjeføkonom i Swedbank, Harald Magnus Andreassen, mener tallene er høyere og viser til at NAV anslår at over 36 000 oljejobber kuttes.

Andreassen sier den registrerte ledigheten så langt har vært konsentrert langs kysten fra Agder-fylkene og opp til Trøndelag, men minner om at i Oslo og Akershus får mer enn én av ti lønnen dekket av et oljeselskap i Norge eller i utlandet.

Direktør i Norsk Industri, Knut E. Sunde, frykter at inntil 70 000 jobber går tapt, og sier bransjen i utvidet forstand består av 350 000 personer.

Aker legger helt ned i Stokke Kjeld Henriksen er Parat-tillitsvalgt og jobber for Aker Subsea. Han er rammet av nedbemanningene i selskapet som fra nyttår legger ned all virksomhet på Stokke.

– Her på Stokke stenges dørene 1. januar 2016 og omtrent 85 prosent av de ansatte må finne seg nye jobber. Vi som jobber på verkstedet er heldige og beholder jobbene våre dersom vi er villige til å flytte til Akers avdeling i Tranby, sier Henriksen.

Han har bygget nytt hus på drømmetomta og blir boende i Sandefjord, selv om han nå må pendle en time hver vei til Tranby.

– Det har vært en ryddig prosess fra bedriftens side og samarbeidet blant oss tillitsvalgte fra ulike forbund har vært bra.

Vi har tidligere forhandlet oss frem til et godt lønnsnivå og får nå en lønnsfrys frem til januar 2017. Samtidig har vi forhandlet oss frem til en ubegrenset fortrinnsrett på å komme tilbake til Stokke dersom situasjonen i markedet bedrer seg slik at vi kan åpne dørene igjen, sier den Parat-tillitsvalgte.

Viktig med en åpen og involverende prosess Alle medlemmer av Parat har tilgang på lover, regler og juridiske vurderinger knyttet til ulike deler av arbeidsforholdet gjennom oppslagsverket «Compendia» som man finner på «Min side» (se parat.com). I spørsmålet om nedbemanninger har juridisk rådgiver i Compendia, Anne Toril Johnsgaard, skrevet en artikkel som beskriver hvordan slike prosesser bør gjennomføres.

2015 - 33

32 - 2015

Paratbladet.com

be directly linked to the unit’s defined need for expertise. The assessment should be based on the extent to which the expertise strengthens the unit’s competitive ability in the short and long term.

Length of service Length of service is the time that has elapsed since the employee’s most recent hiring date. The length of service applies to continuous employment within the whole of DNV GL. If a company or part of it has been taken over by DNV GL from a different employer, it is to be agreed with VEFF whether to take into account the period that the employee was employed by the previous employer or by a company within a concern or group of companies of which the previous employer was a part.

Sick leave, parental leave and other leaves of absence do not interrupt the employee’s length of service.

If there is no difference between two or more employees’ expertise based on the unit’s defined expertise requirements, the length of service will be decisive. Weighty

´

downsizing processes ”Currently are going on in group and GSS – these processes are global but also affects Norway

”

Table 2 Examples of social circumstances on which emphasis may be placed Social circumstances Spouses/cohabitants who may both be affected by the reorganisation

• Internally – both are employed by DNV GL • Externally – if a spouse who works elsewhere is also dismissed (must be documented)

Those who financially support others/have other care responsibilities

• Social circumstances that differ from normal ones • Families with a severely disabled child/spouse • Being a single parent is generally no longer considered to be enough

Serious illness, the employee’s own or in his/ her immediate family

• Chronic illness • The immediate family is defined as the spouse and children Consideration must also be paid to other types of families which indicate that this should be given special consideration (must be documented)

Possibility of a new job outside DNV GL

• Personal circumstances that make it more difficult than usual to get a new job • Advanced age

Full accrual with full pension rights

• Employees who have full accrual and have reached the age limit in the pension fund are assumed to suffer fewer drawbacks than those who are younger and starting off in life

33

I AGREEMENT I

largest downsizing process in Norway ”The has been for Business Area Oil & Gas ” social circumstances may change this picture.

Part-time employees’ length of service is calculated in the same way as for full-time employees.

Social circumstances Social circumstances are personal circum­ stances that may make it more difficult for an employee to lose his/her job than it would otherwise have been. They may also be circumstances that are assumed to make it difficult for an employee to get another job outside the company.

International assignees International assignees who have returned to Norway during the past twelve months are to be given the necessary advisory services and must during this period be protected from dismissal if there are surplus employees in the repatriating unit.

International assignees who return to Norway to a repatriating unit without any vacant jobs/with surplus employees are to be treated in the same way as other surplus employees during a reorganisation process.

This means that if there is no suitable job available in the repatriation unit when the employee returns, DNV GL is to look for and offer the employee other suitable work in DNV in Norway.

It is a prerequisite for receiving any severance package that the employee must not have rejected an offer from DNV GL of another suitable vacant job in DNV GL. It is also a prerequisite that the employee voluntarily terminates his/her employment relationship with DNV GL. Reference: https://intranet.dnvgl.com/support/hr/Pages/ NO-Tariff-agreements.aspx

Financial compensation if an employee resigns in connection with a reorganisation/downsizing process This is a standard matrix and can vary from process to process in agreement with VEFF. In special situations, the parties may agree to deviate from the severance package model. This may be because of the company’s financial situation, the extent of the downsizing or other extraordinary circumstances.

Table 3 Elements relating to resignations in connection with a reorganisation/downsizing process Length of service and age

Salary during the period of notice 1)

Financial payment 2)

Other compensation 3)

1 month’s salary for each year of service in DNV GL (min. 3 months, max 9 months

3-month out-placement The employee keeps his/her mobile phone (not the subscription)

Length of service ≥ 10 years and age ≥ 45 years

3 months

1 month’s salary for each year of service in DNV GL (max 12 months)

3-month out-placement The employee keeps his/her mobile phone (not the subscription)

Length of service ≥ 10 years and age ≥ 50 years

4 months

1 month’s salary for each year of service in DNV GL (max 12 months)

4-month out-placement The employee keeps his/her mobile phone (not the subscription)

Length of service ≥ 10 years and age ≥ 55 years

5 months

1 month’s salary for each year of service in DNV GL (max 12 months)

6-month out-placement The employee keeps his/her mobile phone (not the subscription)

Length of service ≥ 10 years and age ≥ 60 years 4)

6 months

Must be evaluated in each case 4)

6-month out-placement The employee keeps his/her mobile phone (not the subscription)

1) The employee has no duty/right to work and remains a member of the pension fund and insurance schemes. This forms part of the holiday pay basis.

2) In addition to salary during the period of notice. The financial payment may be converted into a tax-free amount of up to 1.5 times the National Insurance basic amount (G) in connection with an education provided the employee was in a full-time job. Amounts linked to education are not paid in addition to the financial payment and will reduce the payment by a corresponding amount.

3) In addition to the financial payment and salary. These elements may not be converted into a financial payment.

4) A special assessment, including an assessment of early retirement for the oldest employees.

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I GROUP COMPLIANCE GATEWAY I

Group Compliance Gateway One of our values is ’We never compromise on quality or integrity’, which is our leading principle for fostering a common culture of integrity in DNV GL. For VEFF this is the core of whom we are and why we chose to work for DNV GL.

The Code of Conduct outlines our principles on how to live up to our values and what is our understanding on common ethical standards.

As employees of DNV GL, we are expected to carry out our work in an ethical and responsible manner.

Our Code of Conduct outlines principles for what we in DNV GL consider to be ethical behaviour, for both the conduct of our business and our personal conduct. The Code of Conduct applies to each and every one of us who work in DNV GL and we all have the responsibility to live up to its standards wherever we are and wherever we go in DNV GL. To emphasise how important the Code of Conduct is for all of us in DNV GL, it is also available in different language versions for local use and as a printed booklet for all employees.

Our success as an organisation depends on one thing: the trust that we build to work and protect, every single day. Wher­ ever we go, our behaviour as representatives of DNV GL will be remembered. Of course, we must comply with the local laws and regulations of the places in which we operate, but we believe that doing the right thing goes beyond that. This is why we have a Code of Conduct.

The Compliance Programme was set up to raise awareness on integrity and continuing to safeguard our culture of integrity.

You are encouraged to report concerns related to possible violations of the Code, as well as any other violations of law or company policy. Serious cases, such as cases of corruption and bribery, must be reported immediately.

Contact the Group Compliance Officer

DOING THE RIGHT THINGS RIGHT

Gesa Heinacher-Lindemann

https://intranet.dnvgl.com/support/finance/ Pages/Group-Compliance-ComplianceGateway.aspx

Contact the internal Ombudsman Sven Mollekleiv Ethical helpline and whistleblower hotline

35

I THE PAY SETTLEMENT 2016 I

The pay settlement 2016 – the idea of moderation is intended to lead to secure jobs Pay determination is the most important arena we have for distributing benefits. An important part of the Nordic model is the way in which pay is negotiated.

We at DNV GL must take into consideration the parts of the company which are exposed to competition – mainly Oil & Gas and Maritime – and create the frame­ work for the settlement accordingly.

DNV GL’s pay system has been designed to make the company competitive, not to make us pay leaders. This is no doubt one of the reasons for several business areas stating on the intranet that there was to be a ”zero settlement” in 2016.

According to an expectations survey conducted by Norges Bank, Norway’s central bank, Norwegian households believe their pay growth will be moderate next year, but are nevertheless slightly more optimistic about the situation than before.

However, both economists and employers’ and employees’ organisations expect average annual pay growth of 2.5 per cent next year. Business leaders expect the annual pay growth in their own company to be 2.3 per cent in 2016, a reduction of 0.3 percentage points compared to the previous quarter.

Households expect the price of goods and services to increase by 2.8 per cent over the next year. Economists believe prices will increase by 2.2 per cent, while the employers’ and employees’ organisations believe they will rise by 2.3 per cent, and business leaders expect prices to rise by 2.3 per cent in twelve months.

The salary level must not be so high that DNV GL loses its ability to compete. Both

36

© iStock

NINA IVARSEN

the trade unions and the employer side have accepted this.

If we look at working life in Norway in general, we see that we have experienced a crazy growth in real pay over the past 15 years. If it cannot manage to keep the pay level moderate, the entire system may be in danger.

We are facing great challenges relating to the oil sector/oil price and the crisis in the Eurozone, to mention just a few. ”The Nordic model will no doubt be tested, but I believe it will survive as long as the trade union movement deals with the crisis in a constructive manner and participates in

the reorganisations that will come,” says Professor Jan Heiret, and asks the following question: ”How high a level should the standard of living rise to in Norway? This is an interesting political question that I think the trade union movement should examine in greater detail.”

If we give everyone a pay settlement of NOK 0, fewer people will have to lose their jobs. A low pay settlement will lead to less unemployment. We must not negotiate ourselves out of our jobs, even though we must defend our rights and pay is important.

The pay negotiations start on 19 January 2016.

I LØNNSOPPGJØRET 2016 I

LØNNSOPPGJØRET 2016 MODERASJONSTANKEN SKAL FØRE TIL TRYGGE ARBEIDSPLASSER Lønnsdannelse er den viktigste fordelingsarenaen vi har for goder.

En viktig del av den nordiske modellen er måten lønn blir forhandlet på.

NINA IVARSEN

Vi i DNV GL må ta hensyn til de konkurranseutsatte delene av bedriften – i hovedsak er Olje & Gass samt Maritime – og legge rammen for oppgjøret deretter.

Lønnssystemet i DNV GL er ikke laget for at vi skal være lønnsledende, men for at DNV GL skal være konkurransedyktig. Dette var nok noe av tanken da flere forretningsområder gikk ut på intranettet og sa at det skal være et «nulloppgjør» i 2016.

Norske husholdninger tror ifølge Norges Banks forventningsundersøkelse at lønnsveksten blir laber neste år, men ser allikevel noe mer optimistisk på situasjonen enn tidligere.

Imidlertid forventer både økonomene og partene i arbeidslivet en gjennomsnittlig årslønnsvekst på 2,5 prosent neste år.

Næringslivsledernes forventning til årslønnsvekst i egen bedrift for 2016 er på 2,3 prosent, en nedgang på 0,3 prosentpoeng fra forrige kvartal.

Husholdningene forventer en prisvekst på varer og tjenester på 2,8 prosent det nærmeste året. Økonomene tror prisene vil øke med 2,2 prosent, partene i arbeidslivet tror på 2,3 prosent økning, og næringslivslederne forventer en prisstigning på 2,3 prosent om tolv måneder.

Det gjelder å hindre at arbeidstakerne får så mye lønn at DNV GL mister konkurransekraften. Dette har både fagforeningene og arbeidsgiversiden akseptert.

Ser vi på arbeidslivet i Norge generelt, har vi hatt en vanvittig reallønnsvekst i Norge de siste 15 årene. Hvis ikke systemet klarer å holde lønnsnivået moderat, kan hele systemet stå i fare. ”Vi står foran store utfordringer når det gjelder oljesektoren/oljeprisen og krisen i eurosamarbeidet, for å nevne noe.

Den nordiske modellen vil nok bli satt på prøve, men jeg tror den vil bestå så lenge fagbevegelsen forholder seg til krisen på en konstruktiv måte og er med på omstillingene som kommer,” mener professor Jan Heiret, og stiller følgende spørsmål: ”Hvor høyt skal levestandarden i Norge komme? Det er et interessant politisk spørsmål som jeg synes fagbevegelsen skal gå dypere inn i.”

Fordeler vi en lønnsdannelse på null kroner utover alle, må færre ta støyten og miste jobben sin. Lav lønnsdannelse dan-

ner lavere arbeidsledighet. Vi skal ikke forhandle vekk jobbene våre, men vi skal forsvare våre rettigheter og lønn er viktig.

Lønnsforhandlingene begynner 19. januar 2016.

37

I HUMAN RESOURCES I

The role of Human Resources is changing HR as a field and profession is constantly changing, and here at DNV GL we see this positive change in every reorganisation that we are a part of.

LIN BEATE KARSTEN Many would say that HR work will and must change in line with society. At DNV GL, this change has taken place and HR personnel have become partners to interact with.

Employee representatives, the management and HR have different roles.

Together, we each have our place in the working arena where we safeguard employees and the company.

HR is the ’glue’ in the process and it is important that HR functions well so that we have professional and trustworthy processes.

QuestBack arranged a management seminar in September, with a focus on HR’s future role. It was alleged that HR personnel must start to focus more on developing the individual employee. This is in order to get the best out of the employees, who in many cases are the only ”asset” that the company has. Many companies, including DNV GL, currently consist of knowledge employees, which means that the company’s value lies in the employees’ abilities and willingness to utilise their potential.

Steve Jobs in Apple stated the following: “I’ve never met one of you who didn’t suck. I’ve never known an HR person who had anything but a mediocre mentality.”

More and more people are stating something similar, but perhaps not quite as forcefully. Bob Mendosa of ’The HR Difference’ supports this by alleging that those who work in HR focus far too much on rules and procedures and on complying with these rather than on the people, strategy and culture. He also provides an example of this by asking an HR executive: ”Why do you work in HR?” The answer was ”because I love to control people”, and after elaborating on this, the person

38

Performance enhancement Vidar Davidsen, a motivator and trainer, states the following: ”As a trainer (manager), it’s easy to believe that your players (employees) are the challenge, but often the real challenge is that your players (employees) lack clarity about their goals, the prioritised acts that will lead to the goal and a structure that keeps them constantly ’on track’.

Making a difference…

• is about being made able to… © Bersin by Deloitte • or making oneself able to…

Can we make anyone able to do the job without the right focus and feedback?” replied that she loved the feeling of someone being dependent on her to solve their The answer to the last question is defiproblems. nitively no! According to Vidar Davidsen, This is, fortunately, not a mentality we there are a number of gains to be made by see in DNV GL. GSS (Global Shared Servigiving each other feedback: ces) has established a separate service for • Confirm the person’s feeling that he or employees who are being reorganised. she can do this – a winner culture The feedback we have received shows that • A focus on the right conduct – a positive these HR personnel are experienced as influence on the results neutral and supportive. GSS helps employ• Information in order to understand ees being reorganised to look for other performances, customers, colleagues and suitable work, assists them with their CVs competitors and prepares them for future interviews.

• Creates cultural foundations for change We do not feel that HR is only there for the processes ­management, but that they have devel­oped • Combats anonymity into more of a contributor to both the • Motivation and a learning tool management and employees.

• A common understanding of what is HR has for many years strived to find its necessary in order to succeed role in business. Far too much HR training In order to encourage better performances has focused on learning rules, procedures at work, Vidar Davidsen also says that the and methods instead of learning how to Gold Card is: use these tools in the real world when dea• involve + recognise + confirm through ling with human beings. feedback.

Nor do we agree with Steve Jobs’ stateIn today’s society, HR should be about ment. It is understandable that he can have focusing on enabling the employee to do developed such an opinion, although in a good job! many cases it is not very realistic. Most HR personnel we know are clever people who The illustration is taken from the Plan B want to make a difference and help those conference arranged by Questback they are working with. in September.

I HR I

HRs ROLLE ER I ENDRING HR som fagfelt og profesjon er i stadig endring, og hos oss i DNV GL ser vi den positive endringen i alle omorganiseringer vi er en del av.

LIN BEATE KARSTEN Mange vil si at det å jobbe med HR vil og må endre seg i takt med samfunnet.

I DNV GL har denne endringen skjedd, HR-ressurser er blitt samhandlingspartnere. Tillitsvalgte, ledelsen og HR har forskjellige roller. Sammen har vi hver vår plass på arbeidsarenaen der vi ivaretar ansatte og bedriften. HR er «limet» i prosessen, og det er vesentlig at HR fungerer godt for å få profesjonelle og trygge prosesser.

QuestBack arrangerte et lederseminar i august med fokus på hva som er HRs fremtidige rolle. Der ble det påstått at HR-ressurser må endres til å fokusere mer på utvikling av den enkelte ansatte. Dette for å klare å ta ut det beste i de ressursene som i mange tilfeller er det eneste «Asset» firmaet har. Mange bedrifter, inkludert vår, består i dag av kunnskapsmedarbeidere; det betyr at bedriftens verdi ligger i de ansattes evne og vilje til å ta ut sitt potensiale.

“I’ve never met one of you who didn’t suck. I’ve never known an HR person who had anything but a mediocre mentality.” Steve Jobs i Apple Det er stadig flere som uttaler seg i samme retning, men kanskje ikke fullt så kraftfullt som Jobs. Bob Mendosa fra «The HR Difference» støtter opp om dette ved å komme med påstander om at de som jobber med HR fokuserer alt for mye på regler, prosedyrer og å oppfylle disse, heller enn å fokusere på menneskene, strategien og kulturen. Han kommer også med et eksempel på dette ved å stille et spørsmål til en HRkonsulent: ”Hvorfor jobber du med HR?” Svaret var «fordi jeg elsker å kontrollere mennesker.» Etter å ha utdypet svarte personen at hun elsket følelsen av at noen var avhengig av henne for å løse sine problemer.

Dette er heldigvis en mentalitet vi ikke ser i DNV GL. GSS (Global Shared Services) har etablert en egen tjeneste for ansatte som kommer i omstilling. Disse HR-ressursene oppleves som nøytrale og støttende, etter det vi får tilbakemeldinger

om. GSS hjelper ansatte som er i omstilling med å lete etter annet egnet arbeid, hjelper dem med CV og prepper dem for fremtidige intervjuer. Vi opplever ikke at HR kun er der for ledelsen, men at de har utviklet seg i retning av å være en bidragsyter både for ledelsen og de ansatte.

HR har gjennom mange år strevd for å finne sin rolle i business. Alt for mye av HR-opplæringen har fokusert på å lære regler, prosedyrer og metoder i istedet for å lære hvordan man skal anvende disse verktøyene i den virkelige verden der man jobber med menneskelige ressurser.

Vi er heller ikke enige i utsagnet til Steve Jobs. Det er forståelig at man kan ha utviklet en slik oppfatning, selv om den nok i mange tilfeller er et stykke fra virkeligheten. De fleste vi kjenner til som jobber med HR ønsker å gjøre en positiv forskjell og hjelpe folk de jobber med.

PRESTASJONSHEVING Vidar Davidsen, motivator og trener, har uttalt følgende: «Som trener (leder) er det lett å tro at spillerne (medarbeiderne) dine er utfordringen, men ofte er den virkelige utfordringen at spillerne (medarbeiderne) dine mangler klarhet i hvilket mål de har, hvilke prioriterte handlinger som fører til målet, og en struktur som holder dem konstant «på sporet». Å utgjøre en forskjell …

• dreier seg om å bli satt i stand til …

• eller sette seg selv i stand til …

Kan vi sette noen i stand til å gjøre jobben uten rett fokus og feedback?»

Svaret på siste spørsmål er definitivt nei! I følge Vidar Davidsen er det en rekke gevinster ved å gi hverandre feedback: • Bekrefter mestringsfølelse – vinnerkultur • Fokus på riktig adferd – positiv innflytelse på resultatet • Informasjon for å forstå; prestasjoner, kunder, medarbeidere, konkurrenter • Kulturpåler i endringsprosesser • Motvirker anonymitet • Motivasjon og læringsverktøy • Felles forståelse av hva som skal til for å lykkes For å fremme bedre prestasjoner på jobb sier Vidar Davidsen videre at Gullkortet er: • involvere + anerkjenne + bekrefte gjennom feedback.

HR bør i dagens samfunn handle om å ha fokus på å sette den ansatte i stand til å gjøre en god jobb!

Illustrasjonen er hentet fra konferansen Plan B som ble arrangert av Questback i september.

39

I GEF I

Global Employee Forum The last GEF meeting was held at Høvik on 4 November. Some of the topics discussed were the challenging market status; challenges and opportunities.

NINA IVARSEN, CHAIRPERSON GEF The information and update was given to the members of GEF by CEO Remi Eriksen.

After each session, GEF members gave feedback to the topics discussed representing employees from all corners of the DNV GL world.

Corporate Compliance was presented by Gesa Heinacher-Lindemann. HR topics and the global results from the PEP survey 2015 were discussed with Group CHRO Cecilie B. Heuch, who also gave us updates and information related to the latest findings and trends. A presentation on future company culture, HSE and safety of DNV GL was discussed with Sarah A.D. Grøndahl, Head of Group HSE & Management ­System. Then we had a workshop on these topics, as a contribution to the project.

The Global Employee Forum (GEF) was established to ensure input to major cross-

border processes – in particular the strategy process in DNV GL – through consultations with a body with worldwide representation of employees.

The representatives are appointed by and amongst the representatives in the regional forums: AmEF (Employee Forum for ­Americas and Africa), AsEF (Employee Forum for Asia, Pacific and Middle East), EWC (European Works Councils – Europe), and NW (Norwegian Works Councils – ­Norway).

The topics for information and consultation shall be of cross-border concern for at least two countries and contribute to the enhancement of employees’ understanding and commitment to global/regional processes, and provide the DNV GL Executive Committee with employee input to such processes.

The following elements may be relevant to address: • Strategy input

• The corporate structure and substantial changes concerning the organisation • The market and financial situation • Employment situation and probable trends including significant redundancies • HR corporate policies and procedures regarding staffing and rewarding Specific topics discussed was related to: • Strategy – Ocean Space • Strategy – Health and Food • Salary freeze • Bonus Bank • Career Model • Reporting on accidents • GEF – Communications GEF participants were Eng Cheow Ang, Nina Ivarsen, Camilla Wiik, Vassilis Stavridis, Mette Bandholtz, Krzysztof Krolak, Abdul Kadher Gul Mohamed, Claudio Jatkoski and Richard Fletcher.

© Nina Ivarsen

Attending the annual GEF meeting at Høvik together with management. From left: Krzysztof Krolak, Nina Ivarsen, Richard Fletcher, Remi Eriksen, Abdul Kadher Gul Mohamed, Camilla Wiik, Mette Bandholtz, Vassilis Stavridis, Claudio Jatkoski, Eng Cheow Ang and Cecilie Blydt Heuch.

40

I AT WORK I

Coping with stress and insecurity “Stress and insecurity can hit us all. As soon as I notice I am stressed, one of the first things I do is to stop whatever I am doing, if possible, and take a walk. This tends to clear my mind and gets me away from all the distractions and noise. It also provides an opportunity for blood to circulate, especially in my head, and this calms me down.”

NINA IVARSEN Walking isn’t always possible especially if it is during winter so finding a quiet place to sit for a few minutes to gather your thoughts is proved to be helpful.

Our thoughts reflect in our actions. Any negative thoughts going through our mind can give us stress, so try to ­replace them with constructive thoughts.

your tasks, instead of worrying about them with no actions ahead. There is a sense of accomplishment when you can tick off completed tasks on your “to do” list knowing they are done.

You don’t have to be best of friends with your colleagues at work, but it is advantageous to have a good working relationship with them to provide the network you will need at work.

Try to tell yourself “this too shall pass” or “I will overcome this”. It is not always easy to remember to do this, especially if you already are in panic mode.

If you find it difficult dealing with work-related stress in downsizing processes, it might be necessary to speak to a professional. A therapist can coach you on stress coping techniques. Please contact the company health service.

It helps to make a “to do” list. This is a simple, yet very powerful and effective, way of managing your tasks and stress levels. Once you write down your worries and concerns, they are not as bad as they appeared in your mind.

By writing them down, you can evaluate and prioritise

“I always make an effort not to take work-related problems home. Whatever happens at work should stay at work.” This is not possible if you are in a downsizing process. You need to share what you are going through with close friends and family.

© iStock

”Research has shown that emotional intelligence moderates employees’ emotional reactions to job insecurity and their ability to cope with associated stress. In this respect, low emotional intelligence employees are more likely than high emotional intelligence employees to experience negative emotional reactions to job insecurity and to adopt negative coping strategies.”Jordan, Ashkanasy and Härtel (2002)

41

I PARAT I

Parat’s national conference VEFF is a sub-organisation in Parat YS. We had seven delegates at Parat’s national conference 20–21 November.

42

and of the way in which members, associations and trade unions are organised, can be used to increase trade union member­ ship worldwide. Parat will also take part in the international work to learn from the experiences of our trade union colleagues in other countries and regions.

International work

Globalised working life

Parat is to be a member of the international associations of trade union members that represent wide membership groups in the trade union. The number of trade union members worldwide is declining, and the percentage of employees covered by collective agreements is also shrinking.

There are still great differences in standard of life and income development between countries and regions. Europe has had a high level of unemployment for several years, and especially young people are affected. Parat makes active efforts to combat these negative trends at a Nordic level through the ETUC and international organisations of which it is a member.

A stronger trade union movement is necessary to ensure fairer distribution of resources on a worldwide basis, more sustainable developments and a continued focus on the development of peaceful relations between countries and regions.

Parat will work to ensure that our experience of the Nordic tripartite collaboration,

We live in a globalised world and many Norwegian employees work for multi­ national companies. The global world, with its complex corporate structures, challenges both national regulations and the traditional collaboration between the parties.

Many employees experience that they have less and less opportunity for co-determination and that it is becoming more difficult

© Nina Ivarsen

As a national conference delegate, there are many issues we have to become familiar with. One of the biggest issues is the working life and social policy programme.

Following Parat’s work over the past three years, proposals from union representatives and discussions at meetings in the organisation, the executive board this time presented a rather broader, but also more focused, document that defines Parat’s policy in our most important areas. This year, around 170 delegates registered to attend the national conference. These delegates were more or less equally split between the public and private sectors and between large and small groups.

VEFF is a driving force for the inclusion of other parts of the company that do not have as strong rights as employees in Norway. Through our representation on the EWC (European Works Council) and GEF (Global Employee Forum), we support our colleagues worldwide.

Per Jostein Ekre (left) is Parat’s union lawyer and head of the service department. Turid Svendsen is a lawyer whose main areas of work are connected to collective tariff agreements, work contracts and revisions, and tariff and salary politics.

to combat social dumping and to share in the company’s value creation. Parat must, together with other trade unions in Norway and at a Nordic, European and international level, work to improve the collaboration between employees across national boundaries, to increase the number of agreements across national boundaries and to achieve greater implementation of ILO conventions in the EU and EEA. Parat is a member of the Council of Nordic Trade Unions (NFS), European Trade Union Confederation (ETUC) and International Trade Union Confederation (ITUC), in addition to the International Transport Workers’ Federation (ETF/ITF).

Reference: Parat’s Working Life and Social Policy Programme

I PARAT I

FRA PARATS LANDSMØTE

PARAT-LEDELSEN GJENVALGT Hans-Erik Skjæggerud ble på landsmøtet gjenvalgt som leder og Vegard Einan ble gjenvalgt som nestleder, begge for tre år.

PENSJON Historisk har de fleste arbeidstakere i DNV GL hatt ytelses­ pensjon. Dette er forutsigbar ordning for arbeidstakerne som har fått en garantert prosentandel av lønn som pensjon. I innskuddsordningen er det innbetalt beløp pluss avkastning som er lik utbetalingen som pensjonist.

© Trygve Bergsland

Parats pensjonsekspert og advokat er Andreas Moen. Innskuddspensjon er ifølge Moen den ordningen de fleste bedrifter har valgt til å erstatte ytelsespensjon.

PARAT KREVER LIKESTILT FORELDRESKAP Parats landsmøte mener dagens regler knyttet til fødsels­ permisjon diskriminerer menn, og har vedtatt å jobbe for at foreldre­permisjon blir likestilt og krever at far må få en selvstendig rett til opptjening av permisjonsrettigheter.

Leder i Parat, Hans-Erik Skjæggerud, viser til en nylig avsagt EU-dom som fastslår at mor og far skal anses som jevnbyrdige omsorgspersoner. Det fastslås i dommen at det er diskriminerende å stille krav til mors aktivitet for at far skal kunne ta ut foreldrepermisjon.

”Innskuddspensjon og ytelsespensjon har siden kravet om å ha en tjenestepensjon kom i 2006, vært de to eneste pensjonsalternativene for norske bedrifter, ordninger som på mange måter ligger i hvert sitt ytterpunkt. I en ytelsespensjon har arbeidsgiver og forvaltningsselskapet all risiko, mens arbeidstakeren har all risiko i en innskuddsordning,” sier Moen. ”Ansatte som er på innskuddsordning må være klar over at de ikke får noen garanti for hvor stor andel av lønnen de vil motta som pensjonister. I en innskuddsordning er det innbetalt beløp pluss avkastning som er lik utbetalingen som pensjonist. Det er viktig at hver enkelt tar et ansvar og sjekker hvilken profil man har valgt for å sikre en bra avkastning. Hvert år får ansatte på innskudds ordning et brev fra forsikringsselskapet med henvisning til din egen konto som du bør sjekke.”

Gjenstående pensjonspenger ved død i en innskuddspensjon utbetales til arbeidstakers arvinger.

Kilde: Paratbladet.com

– Parats landsmøte har enstemmig vedtatt at vi i tiden fremover skal jobbe for viktige endringer i dagens regler for foreldre­permisjon. Dagens ordning diskriminerer menn når fars rett til lønnet permisjon er avhengig av mors opparbeidede rettigheter og mors aktivitet, sier Skjæggerud.

© iStock

Les hele resolusjonen på Parat.com.

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I LEGAL DEPARTMENT I

VEFF membership benefits – Legal assistance If you are a member of VEFF, we will support you locally through the VEFF central board and local union representatives from VEFF at different locations in DNV GL Norway.

The VEFF board is the central point of contact, and as a part of Parat we have the opportunity to discuss with lawyers that are experts in labour law.

Contact a VEFF board member if you need legal assistance, and we will discuss with the lawyers and, if necessary, put you in contact with an expert on your particular situation. The lawyers in Parat will make that decision whether or not to bring the case to court.

All members of VEFF can get legal assistance privately once a year, approximately one hour. If you want to use this member­ ship benefit, please contact Parat directly at post@parat.com

1: Anders Lindstrøm Title: Lawyer/Department Manager.

Place of education: University of Oslo, Faculty of Law and the University of North Dakota.

Previous professional experience: Anders has previously worked for the Norwegian Directorate of Labour, Directorate for the Labour Inspection Authority and the Department of Local Government.

Sectors: Part of Parat’s management team. General legal assistance to members and representatives, with the main emphasis on restructuring within the private sector. Litigation. Authorised Mediation Lawyer DNA.

2: Lene Liknes Hansen Title: Lawyer.

Place of education: University of Oslo, Faculty of Law and the University of Edinburgh.

Previous professional experience: Lene has previously worked in the Corporate Department for the law firm Simonsen Vogt Wiig AS. Sectors: General legal assistance to members and representatives. Litigation.

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3: Christen Horn Johannessen Title: Lawyer.

Place of education: University of Oslo, Faculty of Law. Previous professional experience: Deputy Judge, professional sailor, lawyer at the law firm Hjort DA. Sectors: Individual and collective employment law of any kind.

4: Andreas G. R. Moen Title: Lawyer.

Place of education: University of Oslo, Faculty of Law. Previous professional experience: Andreas has previously worked with employment and social security law for the student organisation Juss-Buss.

Sectors: Head of the pension sector.

General legal assistance to members, as well as litigation, talks, professional articles, committee work and negotiation on matters concerning social security and pensions.

5: Annbjørg Nærdal Title: Lawyer.

Place of education: University of Oslo, Faculty of Law. Previous professional experience: Annbjørg has previously worked for the Norwegian Department of Justice, the Norwegian Civil Aviation Authority and the Norwegian National Insurance Service.

Sectors: General legal assistance to members and representatives with specialist expertise in the public sector. Litigation.

6: Thore Eithun Helland Title: Lawyer.

Place of education: University of Bergen, Faculty of Law. Previous professional experience: Deputy Judge in Levanger, Førde and Oslo.

Consultant to the Department of Local and Regional Government. Lawyer for the organisation Huseiernes Landsforbund.

Sectors: General legal assistance to members and representatives. Litigation.

Works with free legal advice cases.

7: Vetle W. Rasmussen Title: Lawyer.

Place of education: University of Oslo, Faculty of Law. Previous professional experience: Vetle has previously worked for Juss-Buss and various law firms during his studies.

Sectors: General legal assistance to members and representatives, with the main emphasis on restructuring within the private sector and conflict resolution.

Litigation.

8: Guro Løkken Bærø Title: Lawyer.

Place of education: University of Oslo, Faculty of Law. Previous professional experience: Guro has experience from the organisation Huseiernes Landsforbund, Raufoss ASA and several large renovation projects in housing associations from her time as a student.

Sectors: General legal assistance to members and representatives, with the main emphasis on conflict management, sick leave follow-up and social security entitlement. Authorised Mediation Lawyer DNA.

9: Nina Thorgersen Title: Legal Secretary.

Place of education: Advokatsekretærskolen, two years at the Oslo School of Management and one year at the University of Milwaukee.

Previous professional experience: Nine years as a secretary for multiple YS managers in YS. Sectors: Coordinator and secretary for Parat’s lawyers.

I LEGAL DEPARTMENT I

MEET US:

Parat also employs lawyers and legal advisers in the negotiation department, service department and several of the regional offices.

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Members can also request assistance from political scientists and financial advisers in the negotiation department. The service department will provide assistance in matters relating to membership services.

The regional department assists members in the local area, and the communications department can provide communication advice.

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I DIVERSE I

r daglig30 minutte intensitet moderat r daglig50 minutte sitet en høyere int

r daglig60 minutte gevinst, Mer enn igere helse liten ytterl ko en viss risi

TRENING ER GODE KVALITETSPAUSER Arbeidsplassen kan være en viktig arena når man vil øke bevisstheten om hvor viktig det er med fysisk aktivitet.

Ifølge Arbeidsmiljøloven (AML) skal arbeidsgiveren vurdere tiltak for å fremme slik aktivitet blant arbeidstakerne som et ledd i det systematiske helse-, miljø- og sikkerhetsarbeidet.

For arbeidsplassen kan det å oppfordre til økt fysisk aktivitet blant de ansatte være en del av det helse­ fremmende arbeidet og bidra til friskere og mer opplagte arbeidstakere.

Regelmessig fysisk aktivitet kan beskytte mot ulike helseplager, for eksempel psykiske lidelser og plager fra muskel- og skjelettsystemet, som samlet rammer over 90% av alle nordmenn i løpet av livet. Til sammen står denne typen plager for rundt halvparten av sykefraværet. Tilsvarende tall gjelder uføretrygden. For dem som har blitt syke, kan fysisk aktivitet være et viktig ledd i behandlingen og gi både økt overskudd til å mestre hverdagen og bedre livskvalitet.

Kilder: Idébanken Egil W. Martinsen, Professor i psykiatri Even Lærum, Professor i allmennmedisin Noen aktuelle lenker www.helsedir.no www.sykletiljobben.no www.turistforeningen.no www.aktivlivsstil.no www.nav.no www.frisklivssentralen.no

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© iStock

Den store utfordringen er å komme i gang med aktivitet. Mange sliter med å få det til på egen hånd og er avhengige av at forholdene legges til rette. Her kan arbeidslivet spille en viktig rolle ved å sørge for at variert fysisk aktivitet blir en del av hverdagen.

Vi kan godt kalle det å innføre kvalitetspauser. På denne måten kan vi i ordets dobbelte forstand få en folkebevegelse mot våre største folkesykdommer og folkeplager.

30 minutter dagligmoderat intensitet

50 minutter daglighøyere intensitet

Mer enn 60 minutter dagligliten ytterligere helsegevinst, en viss risiko

I VARIOUS I

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Membership benefits VEFF was established more than 35 years ago. We are an employee organisation only for employees in DNV GL, with almost 1,200 members in Norway.

• VEFF offers membership to workers in all groups in DNV GL – also management.

We work for a non-discriminatory workplace.

• VEFF organises some 50% of the civil engineers and engineers in DNV GL in Norway.

• VEFF members are ensured participation and influence in their own work.

• VEFF is headquartered at Høvik, with representatives in all the 19 DNV GL offices in Norway.

• VEFF is a knowledgeable and learning organisation that is adapted to future challenges in the workplace.

The VEFF Board, from top left: Nina Ivarsen, Lin Beate Karsten, Eirik Edland Pedersen, Pia Fagernes, Hilde Sofie Hustad, Camilla Wiik, Marit Cruickshanks.

• VEFF sees all its members as knowledge workers, and aims to protect each member locally.

• VEFF will in the coming period be a clear voice for members’ interests, enabling all members to experience a sense of belonging in a common culture.

• The chairperson in VEFF is a member of EWC (European Works Council) and GEF (Global Employee Forum).

• The chairperson in GEF is also a member of the CR (Corporate Responsibility) Board.

• VEFF organises some 200 employees in DNV GL in Denmark.

MEDLEMSFORDELER VEFF ble etablert for over 35 år siden. Vi er en fagforening kun for arbeidstakere i DNV GL, og vi har nesten 1200 medlemmer i Norge.

CAMILLA WIIK VEFFs MEDLEMSFORDELER • VEFF organiserer alle profesjoner og fagområder i DNV GL Norge – også ledere. Vi arbeider for et ikke-diskriminerende arbeidsmiljø.

• VEFF organiserer nesten halvparten av sivilingeniørene i DNV GL i Norge.

• VEFFs medlemmer er sikret med­ bestemmelse og påvirkning.

• VEFFs kontor ligger sentralt på Høvik, med lokal representasjon på alle DNV GLs 19 kontorer i Norge.

• VEFF er en kunnskaps- og lærings­ organisasjon som tilpasser seg endringer og utviklingen i fremtiden.

• VEFF ser på alle medlemmer som kunnskapsmedarbeidere og har som mål å støtte dem lokalt.

• VEFF skal være talerør for de ansatte og beskytte deres interesser.

• VEFFs leder er også medlem av EWC (European Works Concil) og leder i GEF (Global Employee Forum).

• VEFFs leder er også medlem av CR (Corporate Responsibility) Board.

• VEFF organiserer også nesten 200 medlemmer fra DNV GL i Danmark.

GODE FORSIKRINGSBETINGELSER Visste du at Gjensidige har fått bedre betingelser fra 1. januar i år? Som medlem i VEFF er det mye å spare på avtalen vi har med dem. Ring Gjensidige på tlf 03100, eller gå til gjensidige.no/ys. ­Kontakt VEFF-kontoret hvis du ønsker å få en brosjyre tilsendt.

Visit VEFF.no NY MEDLEMSFORDEL: YS HYTTEINNBO Fra 1. januar 2016 kan du forsikre innbo på hytta for 450 kroner i året. YS Hytteinnbo dekker skader på innbo med inntil 500.000 kroner. Forsikringen gir erstatning for alle skader på innbo som skyldes brann, vann, tyveri. naturskade, mus og gnagere. I tillegg dekker den uhellskader, som f.eks. at noe velter og knuser. Egenandel er 200 kroner.

Ta kontakt med Gjensidige på tlf 03100 for mer informasjon.

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SEASON’S GREETINGS

© VEFF

© VEFF 12-2015. Front cover photo: iStock. Editor: Nina Ivarsen. Design and layout: Coormedia.com 1511-039

TO EVERYONE FROM US IN VEFF

PROUD PEOPLE PERFORM

HVORDAN BLI MEDLEM AV VEFF

HOW TO BECOME A VEFF MEMBER

• Kontakt VEFF-kontoret: VEFF@dnvgl.com

• Contact the VEFF office: VEFF@dnvgl.com

• Du finner også informasjon på www.veff.no

• You will also find useful information on www.veff.no