We in Energy #8

Page 1

in Energy

PWR Solutions High-level players in Energy Advisory Joint international effort in Mexico A very special wind farm project

A broader perspective The onward march of decentralised energy production

Career log Miriam Goldberg’s professional ­journey

We in Energy #8 02 PWR Solutions High-level players in Energy Advisory

13 Close up Me and my favourite book

26 Brand new Rene Bouter, Charles Hersrud, Lars Klett

14 Meet your ELT – part II 07 Recharging your batteries The team spirit of softball 08 Connected Ray Hudson 09 Connected Alan Roark 10 Career log Miriam Goldberg

19 Recharging your batteries The Tajik Rally

28 A broader perspective The onward march of ­decentralised energy production

20 Joint international effort in Mexico A very special wind farm project

33 Origins Legacy homes – a history of ­headquarters

24 24 Hours A day in the life of… Daniel Astbury

37 DNV GL in brief 38 A fresh perspective

10 14

20 13, 14, 26, 28 08



07, 28 13, 20 13 09



26 02



19, 26

From the editor Dear readers, After three years, two mergers and seven Transponder issues, the wind of change has also blown over our employee magazine. It has been rebranded to WE in Energy, aligned with and supporting the editorial purpose of WE Magazine, the global DNV GL employee publication. This has given us a great opportunity to put on a fresh face, as you will see when flipping through the pages. However, throughout this time, our goal has remained the same: to connect colleagues throughout the Energy organisation by telling their stories. We do this by focusing on their work, their plans, their challenges and their successes in a personal, informal way. On top of our two issues each year, you will also receive the DNV GL-wide WE Magazine three times a year, helping you to get acquainted with your colleagues in the other business areas. I had the pleasure of being profiled for this issue, so I was able to see for myself how open you must be when contributing to the magazine. For me, it is important that we focus on the human aspect of all we write about, finding the right balance of the personal (like in our new section “Career Log” on page 10 featuring Miriam Goldberg) and the professional (such as the inspiring story about international collaboration on a Mexican wind farm project on page 20). After all, people are at the heart 13 24

of everything we do in DNV GL! And we are now almost 3000 people in Energy, working in many regions and service areas. To make sure that we “keep things real”, we need your feedback! Let us know what you like about WE in Energy, what you’d change, and what topics you’d like us to pay attention to. We can use all comments and ideas. Just send an email to: WeinEnergy@dnvgl.com. Caroline Kamerbeek Communications Director, DNV GL - Energy

PWR Solutions High-level players in Energy Advisory In a company as diverse as DNV GL - Energy, there are many offices, service lines, ­laboratories and legacy firms that would all benefit from getting to know each other ­better. Who are they, what do they do and how do they do it? In each issue we place the spotlight on one of them. This time: PWR Solutions, part of our Energy Advisory division.


Small and smart – that’s the best way to describe the Texas-based PWR (Power) Solutions, which was acquired by GL in 2012 and is now part of DNV GL - Energy as a unit in our Energy Advisory division. It started out as a one-man firm and is now a highly specialised, very successful player in the field of power system planning. Four PWR Solutions colleagues tell their story.

Following a dream “It was a lifelong dream to be independent and have my own company,” says Sunil Talati, founder of PWR Solutions and currently head of PWR Solutions. He was born and raised in India, where he studied Electrical Engineering, and he left for the US in 1982 to get his Master’s degree at the University of Texas in Arlington. He had been working for a large consulting firm (Parsons Brinckerhoff) for around twelve years, when in 2001 he decided to follow his dream and start a company of his own: PWR Solutions. The idea was to provide Independent Power Producers (IPPs) with independent consulting on transmission planning. “In the 1990s, the electricity market in the US was deregulated, which led to the emergence of independent producers who could build their own power plants wherever they wanted,” Sunil explains. “They needed support to design and plan their transmission and distribution so that it would be both technically feasible and commercially viable. PWR Solutions was set up to provide that support.” His new enterprise was generously supported by his former employers, for whom he continued to work as an independent consultant for many years. Business went well until the bankruptcy of the large energy company Enron Corporation disrupted the entire US energy market. “I lost a lot of clients then, and could only survive by diversifying,” says Sunil. “By 2005, renewable energy became ‘hot’ and “The ERCOT project really PWR Solutions got many new clients in wind and solar power. In order to kick-started our growth.” grow, I had to hire more people.” In pace with increasing business opportunities, PWR Solutions grew from three employees in 2005 to around twenty-­five employees now. Together, they can tackle just about any issue related to power system ­planning along the entire energy chain, from generation to transmission and distribution, regardless of the energy source. From around 2008/2009, the focus of their work shifted from IPPs to utilities. Now these form around 75 percent of their business. Sunil says: “Utilities need to maintain their infrastructure, plan their future growth and make sure they meet all of the rules and regulations. Maintaining the reliability of 4

the system and preparing it for future developments requires a great deal of planning and modelling. We have a very high degree of expertise in this field and we use sophisticated modelling tools.”

Kick-starter One of the people who played an important role in the growth of PWR Solutions is Mandhir Sahni – deputy head of Power System Planning –, who joined the firm in 2005 as an intern while finishing his Master’s degree at the University of Texas. “PWR Solutions is operating in a niche field,” he explains. “Its success is based on a very specific body of technical expertise. One of my roles was to develop this expertise and to build business around it, both in terms of revenues and of people.” A key moment was the acquisition of an important project for the Electric Reliability Council of Texas (ERCOT) in 2009. As wind conditions in Texas are very good, the state has many wind farms. The ERCOT project focused on certain concerns about the reliability of these wind farms, as they lacked some important capabilities. Mandhir is still very proud of this project. “It took a year and involved many stakeholders – developers, utilities and independent system operators – who were all watching it like hawks. We delivered it so successfully that we got a standing ovation at the stakeholders’ meeting! PWR Solutions was still a tiny company then, but this put us in the limelight and really kick-started our growth.”

Human capital For both Sunil and Mandhir, hiring the right people is the main key to the success of the business. “I truly believe they make this company what it is,” Mandhir says. As Sunil recalls: “In the beginning, most of them came fresh from college and we were able to ­educate them in our way of doing things. My business principle is: the client is always right. Our business is based on good relationships with our clients that last many years. We’ve never lost a client due to conflicts or poor performance.” To find the right employees, Mandhir set up an elaborate selection process – “very vigorous, actually, for a company our size!” – combining intensive job interviews with a four-month internship, to get an in-depth sense of the candidates’ abilities. Almost everyone in the PWR Solutions team has a technical Master’s degree or PhD. The average

“Our business is based on good relationships with our clients that last many years.”

age is thirty. “A company can only grow if its employees can grow too,” he states. “They must be offered new challenges and career opportunities. Perhaps the best evidence of the validity of our method is that since we started growing, we haven’t lost a single employee.”

Modelling new technology Jigisha Desai, senior engineer in Power Systems Planning, was one of the very first employees. She had worked for utilities in her home country (India) before getting her Masters’ degree in Arlington.

“It’s an interesting and challenging journey with PWR Solutions!” she says. “When I started, there were just three people in PWR solutions, so everyone did everything from marketing to technical execution to project management. This enabled us to explore many aspects of our projects, which was both very challenging and motivating.” In those days she worked on design and engineering projects for educational, rail and transportation facilities, along with some power system studies for industrial and commercial clients. Now most of her work involves carrying out transmission system planning studies

From left to right: Neeraj Karnik, Jigisha Desai, Mandhir Sahni, Sunil Talati. 5

“It’s an

for utilities and power system studies for industrial and commercial clients. She looks at the current ­situation, explores future growth scenarios and analyses the systems’ robustness for those scenarios. This leads to recommendations for system improvements to cope with interesting future growth.

and challenging

One of the interesting power ­system studies she recollects was journey with PWR!” for a large new solar farm. Jigisha explains: “Our task was to develop a model for the solar farm that adopted cutting edge technology and to analyse its output and its impact on the grid. As this project has now been implemented in the field, we can match our analysed results with the actual ones and yes, we were very close. That certainly makes you feel proud!”

The trouble with interconnections Another example comes from Neeraj Karnik, a young Power System Planning engineer who started working in PWR Solutions in 2011. “My group is mainly dealing with studies of wind and solar farm inter­connections and their integration into the existing grid,” he says. They work mostly for developers and project ­owners, performing specialised studies. Another group of clients are the transmission utilities, who call on PWR Solutions when they need to construct new transmission lines or have issues with existing ones. In the wind farm interconnection field, Neeraj and

his team often work on Sub-Synchronous Control Interaction (SSCI) issues. SSCI is a problem that ­frequently arises when wind farms are located close to a series-­compensated transmission line. The interacting ­frequencies can cause a kind of resonance that can lead to damage in either of the systems. Neeraj explains: “This problem was not well understood for a long time. As Texas is promoting the building of large-scale wind farms, it’s now ­acknowledged as a serious issue. We developed a set of proprietary software tools to investigate it, which puts us in the forefront of research in this area. It’s now a big chunk of the work we do.”

A bright future All four of them see a future full of new opportunities, due for a large part to the recent merger of DNV GL. So far, they’ve been working primarily in the southwestern part of the US. But, as Sunil says: “Being part of such a big organisation means we can work internationally a lot more than we used to. And, just as important, in the wider US, which is a huge growth market for us.” The collaboration with their new colleagues so far, has been very promising. As Mandhir sums it up: “If we’re able to strike the right balance between retaining the key factors of our success and leveraging that with the platform DNV GL gives us, I truly believe our future looks very bright!”

“We are winning more projects together than as separate entities.”

Rob Wilhite Regional Manager for Energy Advisory in the Americas, as well as the North American area ­manager. Since he first met Sunil Talati in 2013, he’s been very impressed by the work PWR Solutions does. “They have very strong transmission engineering and modelling skills, which is something we developed less in legacy DNV KEMA. They also have sound insight into the potential impact of renewables and mitigating solutions on power networks. And, last but not least, they’ve built strong relationships with their key clients, leading to repeat assignments over many years. In general, their key succes factors – a focus on clients and


quality – align very well with DNV GL.” Sunil Talati is now head of the new service line Power System Planning, in which professionals from both legacy PWR Solutions and legacy DNV KEMA are now working together. This works two ways, Rob explains: “It gives the employees from our legacy firms an opportunity to further develop their professional skills and experience, and it gives us a wider range of capabilities, which we can pitch to clients.” He mentions a list of joint proposals and project wins since the DNV GL merger, which shows that “we are winning more ­projects together than as separate entities.”


your batteries

What do you

do in your

free time?

The Killer Watts from our Oakland, CA (USA) office (in pre-merger t-shirts!)

Joe Teng

The team spirit of softball When he started his new job in Oakland in 2013, an additional challenge awaited Joseph (Joe) Teng: he became co-captain of the company’s softball team. With all his enthusiasm and softball experience he’s now the driving force behind the Killer Watts, together with colleague and co-captain Ingrid Young. In his humorous game recaps, his colleagues can read about what drives Joe: fun, friendly competition, and the bonds you build with teammates.

What makes softball such an exciting team sport? Softball is a fast, dynamic sport, played on a smaller field than baseball and with a larger ball and smaller bat. I really started playing softball when I worked in Washington DC, where we were able to play on the National Mall surrounded by all the monuments – it was an amazing experience! On the DNV GL team I began as an outfielder, then started pitching and became co-captain to help with scheduling and organising our team.

Killer Watts, what kind of a team name is that?

Because of organisational changes, we were looking for a name that would represent all of our diverse business groups. Electricity would be a good reference, and so Kilowatt became “The Killer Watts.” We’re a mixed team, with fifteen men and women from various units. As an international company we also have players from elsewhere around the world. These colleagues never

grew up watching or playing baseball or softball and it’s fun to teach them how to play. They get better and better and Americans on the team feel quite proud of our international colleagues as they improve!

So you do a lot of training?

We’re not the most fanatical team, although we did make the playoffs last season and have started off this season quite well! Our competitors are teams from local ­restaurants, offices and shops. We usually practice before games but on occasion we skip practice to have pizza ­parties, although we always seem to lose those games!

Do you have a fun anecdote?

A team member from the UK plays a lot of cricket, kind of similar to softball. In softball you drop the bat after hitting the ball, but in cricket you hold on to it. The first time he played, he held on to the bat and kept running around the bases. The team we played against got scared, but we had a big laugh about that!

Do you recommend other offices to form a sports team?

Yes, definitely when it’s such an accessible sport as softball. It’s a sport you can play with both men and women and the skill and age level can also be mixed. That’s a good way to get to know each other and on top of that it’s just big fun! Joseph Teng joined legacy DNV KEMA in February 2013. He works as a consultant in the Sustainable Energy Use Group in Oakland. 7



In each issue we introduce DNV GL - Energy colleagues working in different countries. They then suggest other people to interview. Not so much a relay race as a handover to an interesting colleague.

Petra de Jonge Zwanetta van Zijl Narottam Aul Jian Zhang Waisum Cheng Agapi Papadamou Theo Bosma Ray Hudson

Next: Ali Nourai


Connected: Ray Hudson Who Ray Hudson Where San Ramon (CA), USA Job Global Service Line Leader for Solar Education and career After getting my Master’s degree in Electrical Engineering at the University of Missouri in 1990, I started working in the wind business in California. After ten years, I turned more toward solar. In 2008 I became one of the principals in Behnke, Erdman & Whitaker Engineering (BEW). In 2010 BEW was acquired by DNV, and now we’re part of DNV GL. What do you do exactly? I have the responsibility to coordinate and focus all of the solar activities for DNV GL and to help to guide the growth of this business. Presently, I help to refine the global solar strategy for DNV GL and to harmonise all of our solar activities. I still get to do a lot of client work as well, which keeps me sharp and up to date. Theo Bosma was wondering how you see the future of solar. Well, it looks ­awesome, as we say in California! Solar has a “hockey stick” growth curve of around 20 percent a year. Solar has many benefits, both environmentally and economically. Solar plants vary from individual houses to large solar fields and all sorts of new companies are now entering the market. All this could greatly benefit the adoption of solar, but it also brings in more operational risks. DNV GL is perfectly positioned to help clients enhance the performance, safety and reliability of their projects, and to help develop the smarter grids that are needed. What do (and don’t) you like? BEW was an important player in solar, but focused mainly on North America. Now we’re part of a truly global company, which is great, as solar is a global opportunity par excellence. It also takes me to really nice places and I enjoy working with great colleagues. Sometimes I get weary of flying, though. And while I do enjoy change, I hope we’re done with big mergers now. Special I was involved in installing a solar power plant on Ascension Island, which is an extremely remote island in the South Atlantic. The plant had to power the runway lights of the British RAF airport there. Only one plane arrived each week, so we had to do the job in between two planes! Free time I love fishing in all kinds of waters. I usually let the fish go again – the challenge is in the catching. Connected I’d like to ask Ali Nourai, segment leader for Renewables & Storage, about improvements to electrical storage and how we can use them more extensively in the electrical system. This will be very important for the growth of solar.



In each issue we introduce DNV GL - Energy colleagues working in different countries. They then suggest other people to interview. Not so much a relay race as a handover to an interesting colleague.

Connected: Alan Roark Who Alan Roark Where Chalfont (PE), USA Job Expert in Project Management & Technical Services in Energy Advisory Education and career I have a Master’s degree in Economics at Texas University and worked on a PhD in Mineral Economics at the University of Arizona. I started my career in the oil and gas industry, working in exploration and production; later I focused on electric utility operations, dispatch and commodity risk, setting up risk management programs for over 30 electricity and oil and gas companies. In 2003 I began working for legacy KEMA. What do you do exactly? Right now I’m dividing my time between project management and risk management. In the US, risk management consultancy used to be a relatively small business. We’re now setting up a risk management group, benefiting from the broad international experience in the new company. I really enjoy working with international experts.

Graeme Sharp Onno Florisson Kristie DeIuliis Jenna Canseco Bente Pretlove Bart Adams Julia Vetromile Alan Roark


Warren Katzenstein

Julia Vetromile mentioned your good client relationships. What about them? I’m known for extending and repeating projects with clients. We want to be sure we have their problems all mapped out, with sound budgets and planning. Clients often want to extract all the value they can get from consultants, so sometimes you have to help them adjust their assumptions, but I’m always very persistent in keeping contacts going. It’s a lot easier to work with clients who know you than to earn the trust of new clients. What do you (and don’t you) like? DNV GL offers a wide variety of projects. It’s wonderful to work with so many different people, both clients and colleagues. You often get to know them very well along the way. Special What makes me happy is positive feedback from clients. I remember a very good recommendation we once got from a client – I was pleasantly surprised! Sometimes it’s hard to convince them of your ideas, but when they glow with satisfaction once the job is finished, that’s very rewarding. However, you can learn just as much from negative feedback, or even from losing an assignment, as long as you make sure you go back and ask them why. Free time I go to the YMCA with my son nowadays, where he signs me up for just about any kind of exercise. When I get closer to retirement, I’d like to do some international volunteer work, using my expertise. My brother set up a children’s clinic in Niger – I figure that would be a perfect place for solar. Connected I’d like to ask Warren Katzenstein about his view on Ancillary Services for future utilities and how our real-time simulator (KERMIT) helps utilities manage new, renewable technologies, such as storage.


The journey through professional life can be a long and winding one, often determined as much by coincidence as by choice. Each issue, we ask one of our colleagues to tell us about their own career story.

Career Log Focus on: Miriam Goldberg, director and Americas country manager for Sustainable Energy Use

“I was always encouraged to try to figure things out, to do good work and to take responsibility.”

“It might take a few tries finding a job that really suits you. Don’t be afraid to ask questions and learn from those who’ve done it before.” These are some pieces of advice that Miriam Goldberg likes to give to young people at the start of their career. For this she draws from a long history of knowledge and experience. First, find your passion “I chose mathematics early on simply because I enjoyed it; that’s the best motivation there is. Eventually I ­s tudied Math, Mechanical Engineering and Statistics. Between undergraduate college and graduate school I worked as an analyst at a small consulting firm, mostly on assignments for the Environmental Protection Agency. My interest in ­environmental ­policy goes back to high school, where I helped organise the first Earth Day events, and we earned enough money recycling newspapers over a couple of years to buy some emissions containment equipment for the school incinerator.”

Invest in your skills “After two years at that first consulting firm, I went back to graduate school so that I could improve my skills. I was lucky to find a good match for my interests – and a wonderful group of faculty – at the Centre for Energy & Environmental Studies at Princeton. As I got engaged with research, it became clear that I had more aptitude for data and statistics than for physics and engineering. After my Master’s degree in Engineering I moved into the Statistics department to do more research.”

Dare to take the initiative 10

“Once I’d finished my PhD I got a postdoc position at the Mathematics Research Centre in the University

of Wisconsin-Madison – by reaching out to several faculty members there who were doing work I was interested in. When I couldn’t extend my Madison appointment, I went to the Placement Service at the Joint Statistical Societies meetings. There I got a job in the Statistics Section of the Environmental Protection Agency’s Office of Water. It was a pretty bleak place – the agency was about 15 years old and had at that time developed most of the essential Water regulations. So all the people with any initiative had moved on to Toxic Substances and Pesticides.” “After about six months I called someone I knew at the Energy Information Administration who had wanted to hire me. I moved into her group and stayed there for six years, working on national end-user surveys of energy consumption. It was a good choice – I worked with some outstanding statisticians and learned a lot about complex statistical samples.”

Learn to spot your chances “In 1992, energy efficiency programmes run by utilities were just taking off in the US, so I asked my boss what I’d be doing in 15 years if I stayed at EIA. She said I’d be in that group, either in her job or the next one down. I couldn’t see myself doing more of the same only a notch or two up for the next 15 years. There was no reason not to go back to Madison. I contacted all the energy efficiency organisations


I knew there and ended up facing a difficult decision when I received several offers. The vice president of XENERGY had a different senior person call me every week to tell me what a great place it was and ­encourage me to come on board. And that’s what I did…” “I’ve been in Madison ever since, working for the same company through various owners and in various configurations. I came in as a senior project manager. After the top people in Madison had all resigned, I found myself running an office with three people: a secretary, an analyst and myself. Over time I built up the Madison staff and then had responsibility for all of XENERGY’s evaluation groups, which at the time meant about 30 people in Madison, Burlington and Oakland.”

are important to me, and am I making good use of my abilities? Without glossing over the difficulties, I’d say yes. There isn’t some other magical place where there are no problems or frustrations and I have a great team here and know how to make things ­happen.”

Stay true to yourself “My management style is an extension of my personal style, and that has a lot to do with my family. I was always encouraged to try to figure things out, to do good work and to take responsibility. Not to get bogged down in things that weren’t fair or didn’t go well, but to move forward with a positive attitude. I try to keep a sense of humour whatever I’m doing. In my career choices I’ve always made sure I’m among people with a similar approach.”

Make realistic choices “Every time there was a change in ownership and sometimes in between when things weren’t going so well or I saw other opportunities – I’d stop and say: is this really the best place for me to do the things that

“Keep coming up with new ideas. We need far more ideas than the ones we’ll end up pursuing.“

Miriam on her job ”I’m the Americas country manager for Policy Advisory & Research (PAR) in the Sustainable Use service area. As country manager, it’s my job to keep this business healthy and growing. I have a terrific group and that’s what makes it work – and what makes it fun. I still enjoy getting engaged with projects and helping to think through how best to tackle a problem and how to communicate what’s important about our technical approach. The PAR service line provides advisory services related to what happens on the customer side of the metre, for policy makers and for organisations that have to implement policy directives. A lot of our job is constructing alternative universes: What would have happened without that energy efficiency programme? How will patterns of electricity use be different if the programme


or policy is changed? And we’re helping utilities harvest value from their investments in Advanced Metering Infrastructure, offering advanced data analytics and refined understanding of customer behaviour.”

Miriam on encouraging young talent “We get a lot more done a lot faster – and have more fun along the way – working as a team than as a bunch of solo performers. Learn from people who’ve done it before – and keep coming up with your own new ideas. A lot of those ideas might have been thought of before, there may be reasons not to pursue certain ideas or routes we simply can’t follow. So we need far more ideas than the ones we’ll end up pursuing. We can only make progress by trying new things, making mistakes, and then trying again.”

Me and my favourite book  Forget about Google, Facebook, Twitter, WhatsApp, YouTube… read a book! (And if there’s no space left in your ­suitcase, read an E-book).



Suzana Ebara, consultant. Location: Rio de Janeiro, Brazil. Book: A Feast for Crows by George R. R. Martin. “I really like the complex, morally ambiguous characters. My advice: don’t get attached to any ­character!”

Shawn Intorcio, principal, Planning, Analytics & Research. Location: Burlington (MA), USA. Book: Little Women by Louisa May Alcott. “It has everything – complex characters, friendship, family and romance in a fascinating age.”

Alex van de Hel, country finance ­manager, Benelux. Location: Arnhem, the Netherlands. Book: Wijn (Wine) by André Dominé. “928 beautifully illustrated pages about wine: need I say more. It’s my standard companion when travelling.”

Sliman Abu Amara, business d ­ evelopment manager Africa. Location: Arnhem, the Netherlands. Book: Doing Business in Africa. A Strategic Guide for Entrepreneurs by Marjolein Lem and others. “I very quickly boosted my understanding of African BD.”

Claire Gingell, senior regional ­marketing manager. Location: Bristol, United Kingdom. Book: Wildwood. A Journey Through Trees by Roger Deakin. “This book takes me back to a childhood spent roaming free in ­beautiful English woodlands.”

Peter Vaessen, segment leader, Future Transmission Grids. Location: Arnhem, the ­Nether­lands. Book: Simulacron-3 by Daniel F. Galouye. “It’s about a scientific building project in a not-so-distant future. Gradually the shocking truth is revealed…”

Gu Bin, senior inspector. Location: Shanghai, China. Book: A Bite of China by China Central Television (CCTV). “This book tells the story behind Chinese ­cuisine, one of aspects of our culture that we’re most proud of.”

Ruben Carrillo, engineer. Location: Las Vegas (NV), USA. Book: War of the Worlds by H.G. Wells. “I enjoyed the ­novel’s first-person view. It makes you feel like you’re part of the chaos during the Martian invasion.”

Elisabethe Rousselet, QHSE ­coordinator. Location: Montreal, Canada. Book: Ensemble, c’est tout (Hunting and Gathering) by Anna Gavalda. “This book sounds like real life and at the same time leaves you with a big smile on your face.”

meet your ELT part II In the last issue we introduced five members of our new Executive Leadership Team: four directors of divisions and the CEO. This time we give the stage to the other five ELT members, who tell us about themselves and their work.

Bjørn Tore Markussen grew up in Norway, 500 km above the polar circle. He is now ­integration director at DNV GL - Energy and has just moved back from Asia to Oslo. He’s married and has three children. What was your very first job? When I was about sixteen I helped run a youth club in my home town. It was financed by the community and, as I was the assistant manager, I received my first salary there.

And your career so far?

“We’ve all been part of strong brands that have evolved through generations and are bigger than ourselves.”


Pretty diverse. After high school I went to the Norwegian Royal Military Academy and worked as a professional soldier and officer for ten years. In Norway, I was CEO of a premier league football team and a managing consultant for Ernst & Young, later Cap Gemini. In 2007 I started working for DNV in Singapore as director of Maritime Advisory and later as managing director of DNV Clean Technology Centre. My last job was COO of DNV KEMA Asia Pacific. I followed executive programmes at IMD in Lausanne and Fudan University in Shanghai, as well as university programmes in Finance and HR in Oslo.

Is there anything that has profoundly ­influenced you, in your work or privately? Professionally, my years in the army taught me the power of good leadership in highly stressful situations. Personally, when my father fell ill at an early age, I realised the importance of a good work-life balance. If you don’t keep the balance between professional focus and restitution, your inspiration and quality of work will suffer. And these are vital for what I do.

How would your friends describe you as a person? They’d probably use words like enthusiastic, full of energy and impatience, open and honest, very demanding and generous with feedback.

Any hobbies?

“The long-term prospects for our

Because I travel so much, my priority is to spend free time with my kids. I also love being out in the woods, hiking, climbing and hunting moose or grouse.

energy and renewables

What does your job consist of?

be good.”

I manage, facilitate, support and drive the merger, so that at Energy we meet our integration goals towards 2015. Last summer we defined a long list of milestones we need to pass along the way. Actually, we’ve already completed around 75% of them! Right now, my main issue is to steer the merger in such a way that it doesn’t interrupt business, while adding value for customers.

Successes, problems? What I find very satisfying is the number of joint ­projects we’ve already acquired and the feedback I get from people throughout the organisation saying that they see our efforts as open and that we’re accurate in our communication. But I don’t want to make it sound too good to be true. We can always do better! One challenge for each of us is to absorb and interpret the information flow and find out: what does it mean for me? Unfortunately, there’s not a simple answer to that. The only thing I can recommend is to continue to be curious, ask questions and reach out to others. Having said that, I find it very encouraging to see that cooperation between people from different legacy companies is mostly going very smoothly. One of the reasons for that, I think, is that all of these companies have a long history. We’ve all been part of strong brands that have evolved through generations and are bigger than ourselves.

Aad van den Bos was born and raised in the Westland in the Netherlands. He has worked in legacy DNV since 1982 and is now senior vice president and finance director of DNV GL - Energy. Aad is married and lives in Zeeland. What was your very first job? Westland is known for its large glasshouses, where fruit, vegetables and flowers are grown for export worldwide. Like many teenagers, I worked there in summer, picking tomatoes or cutting flowers and ­lettuce.

And your career so far? I have studied Business Administration in Rotterdam and I took postgraduate courses in economics and

­markets appear to

management in Utrecht in the Netherlands and in Switzerland. First I worked as a programmer and analyst in an IT company, but then I decided to turn to finance. That’s when I joined DNV. I held several financial management positions in different business areas. Among other things, I lived and worked in Greece and Italy as financial controller for the East Mediterranean & Black Sea and Central & South Europe and Middle East regions. In 2012 I became CFO of legacy DNV KEMA.

Is there anything that has ­profoundly influenced you, in your work or privately? Living abroad for fourteen years has made my life ­profoundly richer. I’ve experienced the ­cultures and religions around the Mediterranean: from Greece and Italy to Turkey and Egypt. It has made a lasting impact.

How would your friends describe you as a person? They’d probably mention my calmness, my hidden sense of humour and my positive attitude. And I hope they’d say: when we need him, he’s there.

Any hobbies? I’m an ardent amateur photographer. My wife and I love to travel in the south of Europe with our cameras and make photos, mostly of people (if they agree – I usually ask) and of daily life. Music is another passion, particularly Mediterranean music, like the Portuguese fado or Greek music.


What do you do and what are your main goals and issues? I’m responsible for finance in DNV GL - Energy. Right now, there’s a very complex situation, as we have to align the different financial systems of all the legacy companies. For me, the main goals in 2014 are to contribute to a successful integration, to implement the Next Generation Finance system and to support the organisation in achieving our financial targets. Obviously, the financial crisis has an impact. We continue to face difficulties in the market; however, the long-term prospects for our energy and renewables markets appear to be good. DNV GL – as a very solid, independent company financially – is a strong, stable partner.

“As we are all ”knowledge-sellers”, developing ourselves is strategically important.”

What has pleasantly surprised you in your new job? First of all, there’s the good fit in the financial area between the legacy companies. And it’s great to get to know more about our Renewables services. That’s a whole new and very interesting area for me.

Arno Tuinebreijer is director of human resources at DNV GL - Energy, a position he held ­previously at KEMA (from 2011) and DNV KEMA. He’s the son of a Dutch expat and lived in various ­countries as a child before returning to his home province: South Limburg in the Netherlands. He’s married and has a ten-year old daughter.

What was your very first job? When I was a teenager, I earned money picking fruit in the Limburg orchards. But my very first commercial experience was in Bulgaria in the seventies. Many expats bought antiques there, which they bartered for western items such as stockings. My mother did this too, and I often went with her.

And your career so far? I have a Master’s degree in Public Administration from the University of Twente in the Netherlands. During my study, I became interested in human resources. Since then, I’ve worked in HR in many industries and in all kinds of positions. In most of these jobs I was involved in some kind of transformation. This merger is in fact the eighth time I have ­supported a big organisational change.

Is there anything that has profoundly ­influenced you, in your work or privately?


As a child, I always attended local schools in the countries we lived in. If you wanted to make friends as a foreigner, you just had to be interested in other people. What matters to them, what makes them tick? I’m still driven by a profound interest in people and in the organisations they work for.

How would your friends describe you as a person? They’d describe me as reliable and as someone who invests time in good relationships. And I hope they’d praise my somewhat special sense of humour!

Any hobbies? Many – if I have time for them. Tennis, travelling, cooking. I also have a ­passion for interior design. At our ­wedding, we asked all our guests to make a painting and these were then combined into one big collage, which still adorns our home.

What are your tasks and what’s the main issue you have to deal with at the moment? I have to manage the human resources side of the integration. All legacy companies have their own ways of hiring, assessing and rewarding people, and these need to be harmonised. I also want to put learning and development at the heart of HR. As we are all ”knowledge-sellers”, developing ourselves is strategically important. This leads on to the next ­challenge: how to merge into a shared culture, which is asking quite a lot of people. There’s always ”healthy resistance” to change; yet I feel a strong will to make this integration a success throughout the ­organisation.

What has changed for you in HR? For one thing, nowadays people expect different things from their jobs than they did in the past. That’s why we need to pay more attention to hiring, introducing and coaching employees. Also, technology is changing fast and we all need to work hard to keep our technical expertise up to date. What always strikes me when I talk to people here is the passion they feel for the societal impact of their work. They really want to contribute to a better world! One week after Caroline Kamerbeek had started working for legacy KEMA in 2011, she plunged straight into the merger talks with DNV. Now she’s director of communications for DNV GL Energy. She’s married and has a seven-year old son. The family has recently moved to Velp, near Arnhem.

What was your very first job? As a student I worked at a local supermarket ­selling bread, and for a long time I was a waitress in a ­restaurant. That really improved my planning and service skills!

And your career so far? Since I’ve always been a Francophile, I first trained to be a French and Spanish translator. In the 1980s, jobs were scarce, so I joined Philips, coordinating fairs and exhibitions. Slowly, my job evolved towards ­communications. Later, I got a Master’s in Corporate Communications at Erasmus University in Rotterdam. After working for various firms, I spent another nine years at Philips, always in global communications positions. Looking for a new challenge, I knew I wanted to work in a socially relevant industry. KEMA, DNV KEMA and now DNV GL fully meet that criterion, as we focus on ­sustainability.

What does your job consist of and what’s the main issue at the moment? I’m responsible for building the DNV GL brand and guarding its reputation in the energy market globally. Internally, all Energy employees need to be aware of our strategy and to be aligned with it. My biggest challenge right now is to make our new brand known in the energy market. KEMA and GH have a solid reputation, but DNV GL is still seen as a newcomer. We not only have to rebrand all of our communication tools but also do our utmost to make ourselves visible and, especially, to help people in the organisation to act as brand ambassadors. After all, they’re the ones who really have to do it.

Successes? With two huge merger change processes behind us, internal communication has been really important these past two years. We’ve worked hard to keep everyone updated and our Internal Communications section has reached a very high professional level. In branding and web communications we’ve made big steps too. Energy has established a solid place in the new DNV GL organisation, alongside the other DNV GL business areas. You can see it in the new logo, which represents land, air and water. At the heart of our company is safety and sustainability and that’s what this logo is about.

Is there anything that has profoundly ­influenced you, in your work or privately? Maybe the fact that I’m a late starter has influenced the way I look at life. I’ve always followed my heart and, although the path wasn’t always very straight, it has brought me to where I am now. So I’ve learned not to be afraid to make big decisions and change direction if necessary.

How would your friends describe you as a person? They’d say I’m open and honest, that I tend to be impatient and that I work way too hard…

“Looking for a new challenge, I knew I wanted to work in a socially relevant industry.”

Any hobbies? I grew up in a very sporty family and sport is still important for me. Although I’m not a fanatic sportswoman, I need a certain amount of exercise to feel good: hiking, biking, fitness. And I love just being at home with my family.


Elisabeth Harstad – director of business

Any hobbies?

development & innovation – is now based in Arnhem in the Netherlands. She moved there on the very day the acquisition of KEMA by DNV was signed in 2012. Elisabeth was born in Norway. She has one adult daughter.

Since I miss my Norwegian cottage here, I go for long walks in the weekends. And I love reading; you can do it at any time, virtually anywhere. Apart from that, I am mostly working.

What was your very first job? I grew up on a farm and worked in the fields when I was six or seven, picking sprouts. This was a typical job for children at the time; the exceptional thing about it was that my grandfather paid us for doing it. That was motivating!

And your career so far? After getting a Master’s degree in Chemical Engineering from Trondheim Technical University, I started as a trainee in legacy DNV. That meant working in various parts of the company for 2½ years, including abroad. After that, I had numerous jobs in the company in the Oil & Gas sector. In 2002 I became COO for Oil & Gas globally, and from 2006 until 2012 I was DNV’s Research & Innovation director.

Is there anything that has profoundly influenced you, in your work or ­privately? I can’t think of anything in particular. It’s not really my style to have “decisive moments”; I prefer gradual evolution.

What’s the main issue you have to deal with at the moment? As we come from four different companies, my main concern now is how to best align our activities. This year, we intend to roll out project management and account management DNV GL style. When that’s done, we’ll have a good basis for the future. It will make it easier to clarify what we do, for people both inside and outside the company. Doing things in a similar way makes it easier to identify with the new organisation, move around in it and know what’s expected.

What’s the essence of innovation for you? The simple definition is: the successful implementation of a new idea. Innovation doesn’t need to be all shiny, bright and new. It can be found in every small detail of our work. Sexy new things are just one aspect. In our organisation we have a tremendous amount of competence and knowledge. The main issue is: how can we make better use of it, by offering it to our clients in different ways? For example, by designing repeatable services, like subscription services. We’d also like to strengthen our independent third-party services, extending them to other parts of the organisation. This is not a revolution, but it requires an innovative way of thinking. Energy is still a “sunrise” industry and it’s a great place to be for the future!

How would your friends describe you as a person? They’d say I’m pretty direct and not extremely serious. I’m also quite a good planner; my family is always joking about my “systems.”

“Energy is still a “sunrise” industry and it’s a great place to be for the future!”



your batteries

What do you

do in your

free time?

Michael Steiniger (below left) on the road with his team and car.

The Tajik Rally: going east in just three weeks Michael Steiniger loves to travel and he isn’t scared of an adventure. He’d never thought about rally driving until a friend ignited his enthusiasm for the Tajik Rally: in three weeks from Munich to Duschanbe, the capital of Tadzjikistan. With four sturdy old cars, without GPS and other luxuries, the eight-man team drove through some pretty desolate landscapes.

Do you have a thing for cars and speed? I mainly have a love of travelling, getting to know countries that are rich in nature, culture and history. I got my first car only four years ago: a rusty wreck that belonged to my grandfather. With it, my girlfriend and I drove towards the border of Armenia, Iran and Syria. My technical background kept the car going. This was followed by an ­unforgettable trip to Morocco together with our little daughter.

A time rally with strangers is something ­different though…

a challenge for old cars because of the low air pressure! We constantly worried about the fuel and had to carry out repairs because of the bad roads. In the mean time the clock kept ticking. Conflicts could not be avoided because of the stress, which was also a new experience for me.

What was your role in the team?

I was in charge of providing food and fuel and I was the one who asked for directions. To make sure we could communicate efficiently with the locals I learned a bit of Russian beforehand.

What skills do you need for such an ­adventure?

You need to have guts, but also a bit of naivety and trust that everything will go well. Some car repair skills are also important, but a rally like this stands or falls with preparation and continuous care of your equipment.

Would you recommend such an adventure to your colleagues?

The adventure was tempting and I was curious about Central Asia. I first met my team members in a garage in Bremen during preparations. However, you only find out whether you’re a real team during the rally. Not only do you share experiences – you also have to deal with some extreme situations.

I have mixed feelings about that; there were good times and bad times. I do recommend travelling to everybody. It allows you to distance yourself from routines and gives you new memories, but it also makes you appreciate ­coming home. It feels like water in a river, at the end you find your way back home into the ocean. Travelling is the spice of my life.

The friendly encounters, the nature, the lake of Aral, the Afghan Border, the Pamir highway and the 7000-metre high mountains. The pass was at 4600 metres, which is

Michael Steiniger started working for legacy GL in 2007. He is a senior advisor for the Offshore Load group, now part of Renewables Certification in Hamburg. 19

Which experiences do you remember most?

Joint International Effort in Mexico A very special wind farm project

If you ever should go to the province of Oaxaca in the south of Mexico and visit the shores of Laguna Superior, close to the Pacific Ocean, you’ll find yourself in one of the windiest places on earth. Small wonder that it was chosen as the site for a large, 396-megawatt wind farm: the Mareùa project. The due diligence review for this wind farm was done by a combined team of legacy DNV and GL Garrad Hassan employees. A story that is well worth telling.

Stored wind turbine nacelles.


new location original location

Overview of original and new wind farm locations.

“Our knowledge of comparable projects and conditions helped us to evaluate all the data.”

It all started at the Canadian Wind Energy Association conference in Toronto, Canada. Legacy DNV’s senior consultant Ryan Chaytors was approached by Northland, a large investor in wind energy resources, to discuss a wind farm project they were interested in. “They were deciding whether or not to make an equity contribution to the project, so they needed an evaluation of all the key technical aspects,” Ryan explains. “We had already done several energy and technical due diligence assessments for them in the past, with positive results.” The proposal Ryan wrote was accepted by Northland and he started putting together a team to do the job. “Given that the project was outside the region my group typically operates in, and looking at the new alignment of the company, we decided to call in the Zaragoza office of legacy Garrad Hassan. They have extensive experience in wind energy and would make a particularly good partner in this case, because of their knowledge of the specific geographical area.”

Wind farm on the move “Our experience with Latin America goes back a long time,” says Antonio Baiges, head of the Independent Engineering Team in Zaragoza. “We’ve done many projects there, especially in Mexico, analysing and assessing a large number of wind power initiatives over the years. Our job in this case was to perform an independent, full scope due diligence review, which

includes the technical aspects of the wind farm and its estimated production, as well as the technical basis for permits, contracts and cost calculations.” Each project is different, he says, but this one had some very special features. To begin with, it had been moved. “The original location was south of Laguna Superior, but there the developers met with strong opposition from local people. Eventually, they decided to move the project, which was already well advanced, to another location north of the Laguna. This is a slightly less windy area, so the investors started worrying about production volumes.” Also, due to these delays, the preparation time for setting up the wind farm on the new site was much shorter than usual. This required extra careful evaluation.

Geographical peculiarities In Zaragoza, Antonio and his team did the independent engineering work, reviewing all the relevant documents and figures. Meanwhile, in Mexico, head of services Daniel Pardo was the one to do the legwork: the on-site visits and data collection needed to estimate the amount of energy likely to be produced by the wind farm. He also did a lot of project management. Daniel already knew the sites quite well, both the old and the new one, and he is also very familiar with general geographical and climatic conditions in Mexico. “For obvious reasons, this part of the country has a very high density of wind farms,” he explains.


Antonio Baiges Head of Section, Project Engineering Renewables Advisory, Iberia and Latin America, Zaragoza, Spain

“However, from a wind resources perspective, this particular site is very complicated and difficult to model. Our knowledge of comparable projects and conditions helped us to evaluate all the data.”

Flying in a specialist During the work, another issue came up. When the project started, wind turbine parts had been shipped to Mexico. Usually, these are set up within weeks of arrival but, due to the construction delays, they had to be stored in a port on the west coast. “Some of these parts had been lying there for more than a year,” Ryan Chaytors says. “We discussed this with Northland and an inspection of the stored parts was added to the scope of the assignment. So now we had to find someone to inspect them.” It was short notice – and just before the Christmas holidays. Daniel contacted the Bristol office of legacy Garrad Hassan, where he found that James McLean – coordinator of inspections for the UK, Scandinavia and South Africa – was available and willing to make the trip to Mexico.

View of the inside of a nacelle.


Stored blades.

Daniel Pardo Country Manager Renewables Advisory Mexico Querétaro, Mexico

The plan was to install 102 turbines, of which James inspected a sample of ten percent. “The natural environment presented quite a lot of risks, such as the influence of humid, salty sea air and the possibility of mice and rats getting into components,” he explains. “I also checked, for instance, if the gearboxes inside the nacelles were lubricated regularly, and whether the wind could take hold of the blades in their racks and cause damage.” Assisted by the manufacturers employees, it took him four days to do the inspection. “That also gave me a perfect opportunity to improve my Spanish!” he laughs.

Slight differences, common passion The project took a good two months from beginning to end. It was the first project in which people from these offices worked together and everyone involved agrees that the collaboration went very smoothly. As Ryan puts it: “Everyone was definitely on the same page.” Daniel adds: “It was a complex project and not exactly a standard one either, so that presented an extra challenge. But we worked together really well.”

James McLean Coordinator, Wind Turbine Inspections, Asset Operations & Management Services Renewables Advisory Bristol, United Kingdom

Technically, he feels they did a good job between them, which was confirmed by the very positive ­reaction they received from the client. Antonio definitely sees opportunities to expand the collaboration. “We have already found some very interesting projects to work on together,” he says. “For example on the issue of the expected life span of old wind turbines. Our legacy companies had ­different ways of approaching this, but we’re now working on common methods.”

Ryan Chaytors Senior Consultant Renewables Advisory Seattle (WA), USA

“For instance, there were some slight differences in reporting methods, but we didn’t make an issue of it. Since the Zaragoza team wrote the majority of the report, we simply adopted their methodology. As a fringe benefit, we’ve now almost finished aligning the reporting format, taking the best from both legacy companies.”

The added value of the collaboration, according to Ryan, was the North American team’s long-standing relationship with Northland – which led to the contract – combined with the specific ­geographical knowledge of the Zaragoza and Mexico office. “Without them, it would have taken more time and cost more money, and we’d have produced less in-depth results,” he explains. There’s one piece of advice he has for collaborations like this: keep an open mind and don’t start nitpicking over little things.

Wind turbine nacelles.

“Everyone was definitely on the same page.”


24 A day in the hours life of…

Daniel Astbury

09.30 a.m

03.30 a.m.


07.30 a.m.

09.45 a.m.

13.30 p.m

.    17.30 p.m


09.00 p.m.

Do you want to share a day in your life? If so, please 24

send an email to WeinEnergy@dnvgl.com

03.30 a.m. My day starts when my 3-month-old daughter Elena wakes up for her early-morning feed. Thankfully these are becoming less frequent and my partner Sally really does all the hard work. By 03:31 a.m. things have calmed down and I’m fast asleep again… hopefully. 06.00 – 07.30 a.m. Depending on what’s happening today, and/or the night before, I wake up (properly) sometime around now. If I’m the only one up and have a bit of quiet time, I spend 10 mins meditating, a practice I picked up in Thailand, which helps me keep on top of things. Then I do a quick email check to deal with any queries from other time zones, such as Australia or North America, and I prepare coffee and breakfast. 07.30 – 08.30 a.m. I should be out of the door by now and on my way to catch the BTS, Bangkok’s above-ground “Skytrain” system. If I’m late or it’s April and the temperature and humidity levels are very high, I might take the air c­ onditioned shuttle bus. Thankfully ­clients in Thailand are fairly understanding of (a) traffic and (b) heat. If you’re a few ­minutes late or walk in the door looking like you’ve swam a few laps fully clothed they tend to smile politely! 09.30 a.m. If there are no morning meetings to attend elsewhere, I’ll be in the office by now. The DNV GL building is about a 3-30 minute (depending on traffic) taxi ride from the final BTS stop. Thai taxi drivers don’t speak a lot of English, so I fumble with the language for a minute or so, conveying the street, number and direction we should travel. Trains and taxis offer plenty of time to catch up on email, which makes them my second (or third) office! 09.45 a.m. After a quick chat with colleagues in Renewables Advisory and the folks from Oil & Gas who we share the office with, it’s down to business. I clear my inbox (again), update my to-do list and try to take care of the most pressing tasks. 10.00 a.m. We’ve got a great bunch of clients in Thailand, Laos and Myanmar, ranging from solar/wind power developers, to “traditional” energy companies, development banks and government. It’s a relatively new market for renewable energy and we’ve only had a ­permanent presence here since I relocated to Bangkok two years ago. The team and I have normally got at least one or two proposals that need finishing and a few

Daniel Astbury Business Development Manager – Thailand Energy at Renewables Advisory in Bangkok, Thailand. With legacy Garrad Hassan and now DNV GL - Energy since 2008. others that need input from the broader team. I try to spend at least a couple of solid hours on proposals and following up leads before lunch. 12.00 p.m. Lunch is serious business in Thailand. Should I eat inside the building or out? Do I want Thai or foreign food? Will I eat “street” food or go to a restaurant? Do I need to learn how to say what I want or do they speak English? Maybe I can just point at something! Most days I brave the heat (and the bacteria) and opt for Thai food off the street or in a small restaurant… It’s worth the risk and, at about $1, great value! On the way back to the office I might grab a few slices of fresh mango or pineapple to counter­ balance the chilli inferno. 12.30 p.m. I turn the office lights back on (my Thai colleagues are very energyconscious), clear my inbox (again) and, if I’ve got afternoon meetings, gather my things and head to the roadside. Nine times out of ten I need to use the BTS, which involves crossing six lanes of Bangkok traffic to wave down a taxi. Through a combination of well-honed peripheral vision, determination and persistence, I make it to the other side in one piece. Some poor Thai directions and a lot of hand waving and I’m back on the BTS heading downtown. 13.00 p.m. I check in with the family and perhaps provide some advice on how to avoid the political demonstration on Chid Lom road. Then, satisfied that everyone is safe and well, start planning my route to the client’s office. In Thailand, everything needs planning. Today I’m meeting with Wind Energy Holding Co., Ltd. (WEH), the largest and probably most important of our Thai wind power clients. After years of trial and error, I know their office can be reached from the nearest BTS station via an intricate route involving hotels, department stores and embassy car parks. This is a much longer walk, but it decreases exposure to Bangkok’s April weather (read furnace). Avoiding the sun’s direct rays is something of a national pastime in Thailand.

13.30 p.m. In today’s meeting with WEH Jerry and I are talking about energy assessment and some specific electrical/ civil design review services. We’re also explaining how they can use the skills and expertise of our turbine design and measurements teams in their projects. This is the type of work I enjoy most: looking at the client’s problems and pooling resources from across DNV GL to put together a deal that meets their needs and that our competitors can’t match! 17.30 p.m. After work, assuming I’m not meeting any clients for dinner or a drink, I’m off to meet Sal, Elena and some friends at Flowhouse. Surfing in Bangkok sounds a bit far-fetched but, thanks to the marvels of modern ­engineering, artificial waves can be generated. There’s nothing like ending the working day with an hour of surfing, followed by a cold bucket of beers and dinner at the Lebanese restaurant across the road on Soi 24. The surfing isn’t quite the same as on the local beaches in my home state of Victoria, Australia, but it’s not bad. 9.00 p.m. Hopefully the kind waiter at the restaurant has helped get Elena off to sleep by pushing her stroller around the restaurant for a while and we’ve ­managed to stay out for a couple of hours. By this time I’m probably falling asleep in a bowl of Baba Ghanoush and Sal rightly says it’s time to go home. We figure out a way to get back to the BTS with Elena, catch the train back to our local stop and walk the 5 mins to our apartment. 10.00 p.m. Assuming Elena’s transition from restaurant to road to steps to train to steps to road to elevator to bed has gone smoothly (it does happen) she’ll be fast asleep and I’ve got a few minutes for one final quick email check, some TV with Sal and sleep…unless Elena wakes up, in which case some out-of-tune nursery rhymes (twinkle, twinkle little star works best) might be required. Zzzzzzzz… 25

In this column three of our newest colleagues introduce themselves.


Rene Bouter

Rene Bouter

Charles Hersrud

Head of the Onshore Loads section in Renewables Certification in Hamburg, Germany since September 2013.

Senior Cyber Security Consultant in­ Energy Advisory in the Netherlands since January 2014.

Business Analyst in­Energy Advisory in Phoenix (AZ), USA since July 2013.

Partner, children?

Partner, children?

Partner, children?

Married, one daughter.

Married, one son.

Where do you live?

Where do you live?

I’ve been together with Candace Smith for seven years now; no children (yet).

In Hamburg.

In Arnhem, the Netherlands.

What are your main tasks?

What are your main tasks?

Resource planning and work scheduling, qualification and training of employees and client-related work.

I advise clients on cyber security issues, design services and carry out cyber security projects.

What are you main tasks?

What kind of work did you do prior to DNV GL?

What kind of work did you do prior to DNV GL?

What kind of work did you do prior to joining DNV GL?

I was responsible for the Chinese operations of an engineering company that specialises in the design of wind turbines, working in Shanghai from 2006 to 2013.

I worked as a risk management ­consultant in information security at a large Dutch IT consulting firm.

I worked in web development, solar and wind projects and sustainable agriculture.

photo: Tim Franco

Lars Klett

What were your first impressions of DNV GL? Though I was a little concerned about joining DNV GL at the time of the merger, I quickly realised that it’s much easier to embrace merger-related change when you don’t have a long history in either of the legacy companies.

What were your expectations? Moving from advisory to certification, I was looking forward to a fresh perspective on familiar issues and I was curious about the corporate culture. My ­colleagues are very supportive and the atmosphere at work is good.

What do you find particularly ­interesting about your work? I enjoy having a wide variety of tasks and responsibilities. Managing a team of employees from both legacy companies is an interesting day-to-day challenge.

Is there anything you had to get used to? As I worked for a small company in China for a long time, I expected many things to take some getting used to. To my surprise it felt familiar very soon.

Is there anything you hope to develop in your new job? I’d like to contribute my experience in intercultural environments to smooth the progress of the integration. I’d also like to promote our brand and support ­business development in China.

What were your first impressions of DNV GL? It’s a very professional company with colleagues who have in-depth technical knowledge.

What were your expectations? I expected to find an open, collegial company with highly skilled professionals, and so far it’s been as I’d hoped!

What do you find particularly ­interesting about your work? The energy sector is very interesting and I like to work with international clients.

Is there anything you had to get used to? You tend to forget the names of new colleagues and then get to know even more in the next few weeks! And of course the specific cyber security topics relating to the energy market differ from those in the IT sector.

Is there anything you hope to develop in your new job? The goal of our team is to bring cyber security to the attention of our clients, but also to our own people. With my knowledge I hope to make everyone aware of the risks of cyber threats and get them to take precautions. Even if you have nothing to hide, do you want the whole world to know everything about you?

Where do you live? In Tempe in Arizona. Data analysis, database maintenance and accounting.

What were your first impressions of DNV GL? What struck me most were the people. There are a lot of good people here and I have excellent experiences in all of the interactions I’ve had throughout the company.

What were your expectations? I expected a very versatile and comprehensive work portfolio and a good work/life balance. So far it has worked out fine; ask me again in a year or two.

What do you find particularly ­interesting about your work? A lot of my work is in the background, making sure that support systems and business processes work properly; because of this I’m able to learn a lot about other roles and see different ­perspectives within the company.

Is there anything you had to get used to? Quite a lot, but change isn’t a bad thing – it’s an opportunity to learn and grow.

Is there anything you hope to develop in your new job? My background in computer science has been a great help in many situations and it’s a skill not many other analysts have. Development-wise, I’m pretty much a jack-of-all trades and I hope to absorb a lot of new knowledge while working on a variety of projects.




The onward march of decentralised energy production The energy landscape is changing – both figuratively and literally. All over the world new means of production are popping up in places that never saw a conventional power plant. And sometimes even the roles of producers and consumers get fuzzy. This diversity is mirrored in the very different ways that countries and companies deal with these developments. Based on his experiences in the Netherlands, Frits Verheij tries to put recent developments into a broader perspective. Wendy Tobiasson and Graeme Sharp add their views on the situation in the USA and the UK. However diverse their opinions may be, the consensus is that decentralisation of energy production and distribution is here to stay.

Small is beautiful Frits Verheij is segment leader of Smart Energy Cities at DNV GL - Energy. He’s also one of the initiators of the Dutch “Green Deal Smart Energy City.” This is part of an innovation programme that was set up to develop smart energy concepts to ensure a reliable, safe, cost-effective and sustainable energy supply for cities in the future. As Frits explains, the general movement towards sustainability has some specific features in the Netherlands. “A very important trend we see here – not only in energy but also in transportation, health and food – is a strong wish to stay close to your own community and to do things together locally on a small scale. New technologies and a significant reduction in the price of solar panels have intensified the trend for local energy communities. So we see hundreds of local initiatives and corporations, in the Netherlands as well as in countries like Germany and Denmark, that are producing their own, sustainable energy: solar, wind, (sub)soil water, ­biogas; you name it.” This strong societal movement is partly driven by a genuine concern about the environment, partly

by considerations of cost-effectiveness and the wish to be independent from utilities. That also goes for larger communities. Frits mentions the Dutch island of Texel as an example. “Here they found out that they could save a lot of taxes paid for conventionally supplied energy by producing power from renewable sources themselves, working together as a community. This also makes them less dependent on large energy suppliers and fluctuating prices. The savings they make are reinvested on the island.” The desire for greater independence also plays a role at the national or the European scale, where countries are turning to new energy sources to become less dependent on imported gas and electricity.

A new marketplace If you can produce your own energy and it’s more than you use, you can simply sell the surplus to your neighbours – or back to the grid. On the other hand, if you consume more than you can produce, you’ll need additional supply from another source. At least this is how it should work in the near future. In other words: consumers could become producers, and maybe even (micro) traders. So far, all these local ­initiatives form a


“I’ve been in this business for twenty-seven years now and I’ve never seen developments going so fast as in the past two or three years.”

rather incoherent group of “prosumers”, but they are inexorably changing the Dutch energy market. “It’s not just a question of how best to incorporate them into the system; we could also make much better use of their potential,” says Frits. “What we need is a decentralised, local energy market that can combine all of these local demands and supplies in a smart way. We also have to make sure this will work not only in small communities, but in large cities as well, both here and in other countries. That’s my main focus right now.” He’s convinced that in due course all kinds of providers and services will emerge to resolve distribution and billing issues (as in the telecom and banking sector). The real challenge, he says, is to create a very smart ICT infrastructure that can harmonise complex systems, and to encourage flexibility on the demand side in order to mitigate peaks and dips. This means installing smart appliances that are less dependent

Wendy Tobiasson is Americas country manager for Program Development & Implementation in Sustainable Use (SUS), located in Oakland, California. Her primary job, together with her team, is to support utilities all across the USA in meeting their mandated energy efficiency goals. They help them to identify energy efficiency and sustainability opportunities and to bring them through to completion. In the US, Wendy explains, energy is supplied by a wide variety of utilities: from very large, investor owned ones that serve large areas, to smaller companies and even local municipalities.

Frits Verheij Segment Leader, Smart Energy Cities Arnhem, the Netherlands

Here too, sustainability is a big issue and a lot of initiatives have been launched. “Sustainability efforts have been initiated and sponsored by governments, cities or by utilities,” she says. “California often leads the country in this respect. There are state standards for more energy-efficient buildings and, by 2020, all new residential buildings will be required to be Zero Net Energy (ZNE), i.e. all the energy consumed will be offset by ­production of renewable energy. By 2030, the same goes for new commercial buildings. So there’s a lot going on to advance technology and rethink the way we underpin it with science.” While many view r­ enewables as the best way to meet ZNE requirements, optimising building efficiency might be even more e ­ ffective. “The best way to offset energy use is to not use energy in the first place,” says Wendy. “Many states require utilities to sponsor building efficiency programmes and allow them to collect funds from their customers. This mechanism is an important difference with those in many other countries. It helps ­customers to be more efficient.”

on the exact time of use and can, for example, be switched on (or switch themselves on!) when ­supply is abundant.

From commodities to services

thus influence patterns of use – and make money out of this! Smart grids, smart appliances, smart metering, smart markets: in a nutshell they will have to shift from ­providing commodities to providing services.”

Such a new market represents a big challenge for conventional energy suppliers, who are accustomed to centralised production and distribution of large quantities of energy from easily controlled sources. They now need to take into account energy produced from various sources at scattered locations entering the grid and thus causing more unpredictable peaks and dips in supply. They will need to change their business models, says Frits. “They’ll still be able to sell bulk energy to large industrial users, of course, but the rest of the market will demand smart, diversified solutions. In the past, utilities adapted their central supply to the demand, but that will become increasingly complicated. In future, they’ll have to find ways to stimulate flexibility on the demand side and

How will all this change business for DNV GL? “Just imagine being a consultant for many different, local corporations instead of for a large utility,” Frits says. “We’ll have to find simpler, shorter, maybe more standardised ways to provide services to smaller communities. And, with new kinds of production and distribution, people will still want to be sure that their power is reliable and safe. That opens up new ­opportunities for our TIC division.”

Utilities often also offer financial support for installing renewables. However, as she explains, the focus on local, renewable production has some significant drawbacks. As more people produce their own energy, utilities see their profits fall. They sell less energy, but have to maintain their infrastructure and keep their reserves at a safe level to compensate for sudden dips. This can lead to higher costs for all consumers, which particularly affects those with lower incomes. Says Wendy: “There are lots of equity discussions about how to effectively help ­customers meet stricter ZNE type mandates and promote renewable programmes without creating excess costs – especially for customers with low incomes, who will never be able financially to put a solar panel on their roof.”

cantly change their business model to adapt to new conditions. In the US, DNV GL organises the annual Utility of the Future Conference. Here utility executives come together to discuss future challenges and how to address them. The fact that our services span the whole energy value chain puts us in a very strong position. We understand generation, ­supply and distribution and we understand customers’ needs.” Her colleagues are keen to be part of these developments, but she acknowledges that it’s a challenge to grasp the scale of the issue. “Much of my job is matchmaking – connecting people and so creating more synergy and better understanding.”

As subsidies have declined dramatically in recent years and solar is still relatively expensive, there’s an ongoing challenge for people with low incomes. Many policies across the US currently focus ­primarily on energy efficiency, which has a much shorter payback time. Wendy mentions the “loading order” that California implemented, which requires utilities to put energy efficiency first, before considering investing in renewables. And when renewable energy sources are installed, the focus is more on wide solar arrays or a single large wind turbine to serve a whole ­community, rather than every house with its own solar panel. The trend towards decentralisation is clear in this part of the world too, she confirms. “There’s a growing realisation among utilities that they need to signifi-

In the Netherlands, several experimental projects have been set up to explore new business ­models. The pilot project PowerMatching City in the province of Groningen is in a residential area that is entirely fitted out with solar panels, heat pumps and micro

“The best way to offset energy use is to not use energy in the first place.”


cogeneration, as well as with smart appliances. DNV GL is project manager and a partner in this ­project and is doing research on the amount of energy ­produced or purchased from the grid, how demand and supply can be aligned, and the effect on price and costs.

Looking into the future “It’s hard to predict how things will develop, but I would guess that in ten years we’ll all be much more aware of energy and where it comes from, and much more of it will be locally produced. We’ll see many new services and apps related to energy, most of which I can’t even imagine right now, and there will be many new companies on the scene, both small

Principal Consultant Graeme Sharp works in Energy Advisory, Operational Excellence. He reports on a recent project on the Orkney Islands which is directly associated with the integration of renewables within a constrained local distribution environment. There’s a global market for this kind of knowledge, with many small islands investing in wind and solar power plus diesel backup. This project is an example of how the UK is stimulating the use of renewable energy through innovative funding. The Orkneys, Graeme explains, are far from the mainland and have valuable wind and marine energy potential. Several wind farms were already in existence and developers wanted to build a lot more. The problem was, that the existing connections with the distribution grid couldn’t handle additional ­“traffic.” A traditional network extension and reinforcement would have cost around £30 million. However, with the support of regulatory funding a far cheaper solution was developed and deployed. “The result is the first claim to commercial deployment of a smart grid,” says Graeme. “The active network management solution monitors the network, establishes current demand and measures the output of the wind farms. It then aligns output and demand in real time.” The project was set up by energy company Scottish and Southern Energy (SSE), and funded by the Office of Gas and Electricity Markets (OFGEM), a government regulator, through the Innovation Funding Incentive (IFI). This initiative, which allows network operators to spend a small percentage of their r­ evenues on innovative technological projects, is one of the tools used to promote the use of 32

and large,” says Frits. “For instance, I wouldn’t be surprised if Google stepped in – they have the funds and know-how to handle big data. In England, IKEA is already selling solar panels.” He thinks that younger generations will tune in to the smart systems very easily, as they’re very comfortable with gathering real-time information about the cheapest, easiest way to do things. And he’s convinced that the future will arrive sooner than we expect: “I’ve been in this business for twenty-seven years now and I’ve never seen developments going so fast as in the past two or three years.”

r­ enewable energy. DNV GL carried out an assessment of the project for SSE to validate its results. “There is substantial interest and Government and ­regulatory ­initiatives for renewables in the UK right now,” Greame says. “For instance, various companies are looking for ways to become self-sufficient in energy. The government is also committed to providing schemes to encourage individuals to adopt energy efficiency measures through the Green Deal. Smart grids are a priority in UK energy policy.” In relation to the issue of people with lower incomes missing out, some companies have introduced “rent-a-roof” schemes that provide cheaper energy to the ­householder. “More people are beginning to see energy as a major problem,” says Graeme. “This naturally starts at a commercial level. However, as prices continue to rise, more domestic customers will seek solutions to ­manage their energy. In some places we see experiments with smart appliances and dynamic pricing designed to change customer behaviour. We need to create an environment where people have all the tools they need to make smarter decisions about energy use.”

“We need to create an ­environment where people have all the tools they need to make smarter decisions about energy use.”

Legacy Homes A history of headquarters Our four legacy companies – DNV, Germanischer Lloyd, KEMA and Garrad Hassan – each have a long and interesting history, not only in terms of people, technologies and businesses, but also when it comes to the buildings where they are located. To give you an idea of these different flavours, we put together this review of the four headquarters.


DNV headquarters, overlooking the Oslo Fjord.

The first headquarters of Det Norske Veritas was in Nedre Torvgade 11 in Oslo – or Christiania as it was then called – where DNV was established in 1864. Since then, the company has been based in several parts of Oslo. In 1972 they purchased the grounds and buildings of an old glass factory in Høvik, near Oslo. This factory, which had also produced steel goods, had just shut down. In 1976, King Olav opened the first part of what is now still DNV’s headquarters and a second building was added in 1984. Both were designed by Lund + Slaatto Arkitekter. They are also responsible for designing number three, which will soon be built.

DNV headquarters last February. On the left: part of the old glass factory, now in use as gym. 33

Garrad Hassan The headquarters of Garrad Hassan are located in the old St Vincent’s Works in Bristol, a magnificent 19th century office block built for John Lysaght’s Iron Works. John Lysaght purchased the original, small galvanising plant in 1857. Later he expanded the factory and had an office block built. In 2000 Garrad Hassan bought the site, which had been unoccupied since 1995. They thoroughly renovated the building, which can now be seen again in all its original splendour. As we have grown, there is now insufficient capacity in St Vincent’s work for 250+ staff. Therefore, alternative options for the Bristol HQ are being explored.

The facade of the office of St Vincent’s Works, now legacy Garrad Hassan’s headquarters.

Interior of St Vincent’s Works, mosaic floor emblazoned with Bristol’s city arms. Interior of St Vincent’s Works, view of the central dome.


The current head office of legacy KEMA.

KEMA After its establishment in 1927, KEMA was located in the former Hotel Bellevue in Arnhem. When they outgrew these premises, they purchased the Den Brink estate just outside Arnhem in 1931. On this beautiful, wooded estate many KEMA laboratories, offices and other buildings were constructed over the years. The company took special care to make sure they fit into their surroundings and to spare the mature trees as

far as possible. Today, the estate is still at the heart of Energy Business Park “Arnhems Buiten�, which now also accommodates many other companies and modern buildings. Most of the KEMA labs have moved to new buildings on a location nearby. Over the years, the KEMA head office was located in various buildings. In 2002, they moved to their current headquarters.

Old KEMA head office (built in 1937) on the Den Brink estate.

The current head office of legacy GL at Brooktorkai 18.

Germanischer Lloyd Germanischer Lloyd was established in 1867 with a foundation meeting in the Great Hall of the Hamburg Börsenhalle (Hamburg Stock Exchange) in Germany. Soon after, the young organisation moved its head office to Rostock and, from 1872 onwards, it was located in Berlin. After World War II, GL moved its headquarters back to Hamburg, where in 1953 it built its first new head office – behind the monumental facade of an old city palace at Neuer Wall 86. In the 1960s, a new head office was built at Vorsetzen 35 and, in 2010, the current head office – at Brooktorkai 18 in the new architect-designed quarter HafenCity – was opened.

Drawing of the first head office in Hamburg, Neuer Wall 86. 36

WE in Energy, the DNV GL - Energy Global Employee Magazine, is published by  DNV GL - Energy Global Communications Please send your comments to WeinEnergy@dnvgl.com With thanks to  Ellen Konstad Thea Nieberding Jan-Christoph Neuhann Jaap Bunschoten Concept and design  VA communication by design, Wouter Botman Editorial  DNV GL - Energy Global Communications, Elizabeth Fryman, Caroline Kamerbeek Marlies Hummelen / Teksten VA communication by design Text Marlies Hummelen / Teksten, Janine van der Spoel Photography  Front cover, pages 2, 3, 5 Stan Wolenski Photography / pages 11  Paula White Photography / pages 14 - 18, 30  Herman van Ommen Photography The remaining photos were taken by DNV GL - Energy employees or as indicated under each photo Print  GVO drukkers & ­vormgevers We have made every effort to comply with the legal requirements relating to the rights to the illustrations. Any person who is nevertheless of the opinion that they are entitled to certain rights can contact VA communication by design (­info@va-design.nl).

DNV GL in Brief Driven by our purpose of safeguarding life, property and the environment, DNV GL enables organisations to advance the safety and sustainability of their business. We provide classification and technical assurance along with software and independent expert advisory services to the maritime, oil and gas, and energy industries. We also provide certification services to customers across a wide range of industries. Operating in more than 100 countries, our 16,000 professionals are dedicated to helping our customers make the world safer, smarter and greener.

In the Energy Industry In DNV GL we unite the strengths of DNV, KEMA, Garrad Hassan, and GL Renewables Certification. DNV GL’s 3,000 energy experts support customers around the globe in delivering a safe, reliable, efficient, and sustainable energy supply. We deliver world-renowned testing, certification and advisory services to the energy value chain including renewables and energy efficiency. Our expertise spans onshore and offshore wind power, solar, conventional generation, transmission and distribu­tion, smart grids, and sustainable energy use, as well as energy markets and regulations. Our testing, certification and advisory services are delivered independent from each other. Learn more at www.dnvgl.com/energy

The Albuquerque Team celebrated reaching their 2013 kWh savings goal with a Key West themed Post-Holiday Recovery party. A team member painted the boat shown in the photo – reflecting the new DNV GL brand. Photo: Team PNM Business Energy Efficiency Programs, Albuquerque (NM), USA.

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