The VEFF magazine is produced by employees in DNV and sponsored by VEFF union, which is a union for DNV employees.
© VEFF 12–2024
Editor: Nina Ivarsen
Front cover photo: Sven Ullring
Back cover photo: Nina Ivarsen
Design and print: Aksell
“What makes DNV a
workplace? Is it the people and the culture we carry with us through 160 years of experience?”
Companies need the expertise, commitment and ideas of our people, which in turn create growth and value. We know that satisfied and engaged employees will provide the best results for our customers. Success in any business is founded on the people within. Having the right people in the right place at the right time equates to unparalleled performance. Safety is part of that sustainability: ensuring people have risks within control provides yet another reason why talent remains, ensuring the success of the DNV.
When running a business like ours, both leadership and management are important for success. Many times, we use these terms interchangeably; however, they do have different meanings. Probably one of the best, simplest explanations I’ve heard to illustrate the difference is the quote here. This certainly holds true for the safety management process: it requires vision to create singular collaboration while providing performance guidance to achieve the desired outcome.
“The first responsibility of a leader is to define reality.” — Max De Pree
Proper leadership is important for the direction and success of the organization. Professionals who lead their management systems face the same challenges as their organizational counterparts. While leaders make mistakes like all people, it’s the recovery that matters. Ensuring a true direction to the vision for success requires leadership.
For businesses to thrive, sometimes leaders need to make tough decisions. But that does not mean tearing someone down; rather, it’s being firm while maintaining dignity. Demeaning someone for a mistake is not leadership. Leading for engagement and participation is key in safety and operational success.
Sven Ullring is a Norwegian engineer and former business leader. He was managing director of Norconsult from 1981 to 1985 and CEO of Det Norske Veritas (DNV) from 1985 to 2000. He has also held several positions in both Norwegian and international business and was a member of several public committees.
Sven Ullring grew up in Hammerfest, Lødingen, Lillehammer, Øystre Slidre, and Oslo. The transfers were initially related to his father’s job at the Telegraph Agency, and later due to conditions during the Second World War.
Ullring’s family lived in Kabul, Afghanistan in 1952–1953 because of his father’s involvement in the International Telecommunication Union (ITU). Sven Ullring continued his schooling there, and this stay made an “indelible impression” on him.
According to Ullring, this created a lasting interest in the region’s culture and language. In his professional career, Ullring distinguished himself as a very internationally oriented leader.
He studied as a civil engineer in Switzerland, partly in Lausanne and partly in Zurich, he wanted to learn both French and German.
Before he joined DNV, he worked for almost 20 years in Skanska. In this company he obtained broad international experience and network. He moved back to Norway in 1981 as CEO of Norconsult.
In 1985, Ullring was appointed CEO of Det Norske Veritas (DNV), succeeding Egil Abrahamsen. Ullring led the company through extensive reorganization, diversification of its services, and internationalization.
Shortly after Ullring was employed as the company’s new CEO in 1985, DNV experienced significant financial problems due to previous investments and changed framework conditions following the drop in oil prices in 1986.
Therefore, Ullring led the company through a period where the number of employees was reduced from approximately 3,100 to 2,500, the most extensive downsizing process in DNV’s history. At the same time, DNV was reorganized into a group with associated subsidiaries.
After the problems in the second half of the 1980s, DNV experienced strong growth. During Ullring’s period as CEO, the company grew from 2,527 employees after the cutbacks in 1987 to 5,342 employees in 2000. The company’s results also improved significantly in the same period, enabling a series of acquisitions of smaller businesses throughout the 1990s.
Ullring led DNV through extensive diversification of business, particularly the part aimed at the land-based industry. He was particularly concerned with DNV’s internationalization, especially in the Asian markets. He also contributed to significant investments in information technology in the company.
4 Interview with Sven Ullring
8 DNV in Denmark
13 DNV in Aalborg
14 City of Tromsø Landsmøte to Parat
17 Embracing new technology - and the cooperation between the parties.
18 Safety and Resilience in DNV
22 Sponsorship in DNV
24 New Tariff Agreement for 2025
27 YS – PARAT – VEFF
30 Minority political passivity, diversity and inclusion
32 A new geopolitical era in the north
33 By joining forces, DNV and CyberOwl will be one of the world’s largest specialists in maritime systems cyber security.
34 DNV fully acquires Ocean Ecology in the UK, through Åkerblå Group
35 Ocean Ecology
36 The sea has always been important. Do we have the heads, hands and expertise to continue harvesting resources?
38 DNV joins EU initiative for responsible use of artificial intelligence
42 The AFP
44 The Classical Music Group at DNV’s Høvik location
46 Collaboration
47 Membership benefits
The beginning:
When I was offered the job in DNV, it was a surprise to me. I had not applied for the position. I thought it was just to test an internal candidate against an external one. But it turned out that it was because of my broad experience internationally that I was asked. I really enjoyed my time in Veritas.
How did you manage to get the employees to connect to the strategy and vision?
It wasn’t me alone who made the strategy. The entire executive management sat down together. The most important thing when discussing strategy is to agree on ‘where are we now.’ That is to describe the present situation, which is actually very difficult. We must start from the same agreed platform. It takes a lot of time. Then it’s easier to agree on where are we going and where is the North Star? You don’t always have to reach it, but you should have something to strive for.
The next step isn’t very difficult. How do we get there? If you know where you’re going and where you are coming from, it is not so complex. We worked on this quite regularly, and another thing we were aware of was that the process itself is the most important. The strategy document is less important, but the fact that we had worked together and agreed on it was important.
We wanted to be the best. That was the goal, and we believed we could achieve it. We knew our competitors very well. We had IACS (International Association for Class Societies) and met regularly. It
was very important. We didn’t talk about money and such things; we were focused on maintaining a high standard of our services.
Goal setting during your time as CEO?
As mentioned earlier, it wasn’t only me who sat the goals. We worked together in a great group. My colleagues in the executive management were very focused on talking to their people in their groups. The goals came from the entire organization. It wasn’t something that came from the top down. It came from the bottom up. I believe that’s the recipe for success, including and engaging the entire organization. Everyone can sign up and provide input when DNV create new strategies.
Could you say a few words about creation of new business models, products, or strategic initiatives in the past?
Since Veritas was involved in CMC (Certification of Materials and Components) for ships and rigs, we were very good at quality control. Eventually, it was only natural that the environment got more focus. I was really engaged in environmental sustainability. In other words, we had a lot to build on when we said we needed to enter the land-based industry. We thought we couldn’t just focus on shipping and offshore. It wasn’t a huge leap. We had what it took to enter. We agreed to do that, and so we did.
Describe how you responded to competitive threats in the past.
Our biggest competitor was Lloyds. Early on, we started talking about collaborating with Germanischer Lloyd to get stronger. I worked with this for 13 years. We started early to establish good contact with them, and I understood at that time that if we were to achieve anything, it had to be based on trust. And as we all know, eventually DNV managed to acquire GL, even if it took longer than expected.
How did you stay current on what the competitors were doing and what our customers’ needs was?
We had regular meetings with the other classification societies through IACS. We had good relations with the Americans, British, French and Germans. What we lacked were good contact with the Asians. I wanted to establish good relationships especially with CCS in China and NK in Japan.
Let me use China as an example: Minister of Finance, Liu Zhong, visited Norway in 1992 and was our first top ranked visi-
tor of many on official and state visits to Norway. He spent half a day with us at Høvik. After that he invited me to Beijing, and I was received for the first time of three in the “Great Hall of the People” on Tiananmen Square.
President Jiang Zemin came to Norway on a state visit to in 1995 and I was appointed his attaché. He visited DNV and I spent 3 days with him. This confirmed that our efforts to expand in China was worthwhile. A cooperation agreement was signed with CCS. We were well established in the yards, but our shipowners had mostly been Nordic shipowners. Now we managed to get involved with the big Chinese owners. All thanks to our excellent regional managers and staff through our many years China.
Prime minister Gro Harlem made a successful official visit to China, and we had many meetings in connection with her visit.
Our International Committees established by Egil Abrahamsen were of great importance for interacting with our customers, we added some committees and
filled them little by little with important international shipowners.
I have spent a lot of time in various countries and cultures without living there permanently. I usually had about 200 travel days a year. But I think it’s very important because people want to see top management. Therefore, what Remi is doing is very important. He understands that.
To summarize this, I want to say that it was vital to have some knowledge about culture and language to understand both our competitors and of course our customers.
Leadership – strengths and challenges?
Delegating trust and ensuring they had what they needed and that I was there for them when they wanted to reach a higher level was an important strategy. Especially in Asia, probably because of my schooling in Afghanistan, my heart was in Asia. Many Chinese and Koreans told me that I was half Asian. I believe that too in my mind. I think I was.
The most challenging is to ensure that your employees have what they need to succeed, trusting them, giving them confidence, and delegating. Delegating and not interfering with what they are doing. But with that said, this is also very inspiring.
Describe what skills and traits that have made you successful?
I am happy to hear my old colleagues say to me, “we appreciated that you delegated.” Why did I do that? I wanted us to succeed. There is only one way to succeed and that is to make sure that your employees succeed.
A leader’s most important job is to ensure that the employees have what they need, trust them, give them confidence, and delegate. Delegate and not interfere with what they are doing. It is also vital to follow up, be supportive and stay informed.
Our regional managers and staff were very talented, you could drop them by parachute anywhere in the world and they would succeed in creating new business opportunities.
You asked me about my philosophy. It is very simple to lead, and there is only one way to succeed, and that is that your co-workers succeed.
This is so basic that I don’t understand why you need a course to understand it. It should come naturally. There are also chairmen who don’t understand what it means to be a chairman and interfere in daily things and routines. We see that very often.
What do you enjoy doing now that you have retired?
I am privileged to have been exposed to different cultures. I lived in Afghanistan and spoke Persian (since about 1960 called Dari in Afghanistan, but it is still Persian) and some Pashto. When you are 15 years old you learn quickly and after a while I was treated as one of them. This has been a boon for me and has affected my whole life. My first job abroad was in Sri Lanka, and I got along in Singhalese and Tamil, which was quite useful, but languages are living matters and lost when not used. I have spent a lot of time in the Middle East and Africa and lived three years in Saudi Arabia. Learning Arabic was necessary, a language that I have tried to maintain.
The reason that I mention this is that when you work internationally, it’s important to understand the mentality and the way of thinking in the countries you are in. It helps to have some knowledge of the language but if it is not necessary to speak the language, and if you do not, on top of the job, have time to learn it, then concentrate on history and may be on literature. I did not have time to learn any new language while in DNV, it was quite enough to maintain the languages I had not forgotten. In Japan and Korea for example I studied their history.
Today I am not working, I left my last corporate assignment when I turned 81. Since then, I have studied classical and dead languages at the Norwegian Philological Institute. Languages is my main hobby together with reading books and newspapers including many international ones. I follow closely developments in our today’s turbulent world especially in the Middle East, USA and Ukraine. I play some golf and tennis. I have stopped skiing but walk about 4 km every day.
Closing words:
I had a great time at Skanska, but an even better time at Veritas. I thrived at DNV, even though it was a very difficult period with downsizing and everything in the 1980s.
At the same time, we did something very good. We had to downsize significantly. But we were early on and very focused
on helping those who had to leave. At that time, it was very locked to the principle of last in, first out, seniority. We lost many people. We couldn’t choose who had to go.
We agreed to do this properly, so we tried to maintain a good relationship with them. We assisted with housing financing, insurance, and finding other jobs. It worked very, very well. I think that was important. We spent money on it and hopefully we maintained a good relationship with those who left.
Egil Abrahamsen said to me, you shouldn’t be sad when competent people who have been around for a while leave. They have the potential to become excellent customers afterward.
Investing in IT was something I followed closely, and the IT department is still helping me if I have a problem. I still I believe this is still vital.
I learned one thing, and that is in difficult times, when you need to cut costs, you must not touch R&D. That’s where the future earnings lie.
Name Sven Bang ULLRING
Residence Elisenbergvn. 5, 0265 Oslo
Date of birth 16th December 1935, Hammerfest, Norway Nationality Norwegian
Married to Bodil Margareta Glimstedt Ullring
Languages Norwegian, English, French and German, fluent Persian:Maktab Ghazi(College) Kabul,1952-53, Intensive Course University of Theran Jan/Feb 2004, Elementary and Intermediate Persian University of Oslo (UiO) 2002-3. Elementary Arabic Uio 2004. Elementary and Intermediate Chinesse UiO 2005-2007.
Present position President and Chaiman of the Excecutive Board of the Norske Veritas (Rtd)
Education 1960: MSc.Civil Engineering (Dipl.ing Bau), ETH, Zurich
1958-60: Swiss Federal Institute of Technology, Zürich (Eidgenossische Technische Hochschule, ETH)
1955-58: Swiss Federal Institute of Technology, Lausanne (École Polytechnique Fedérale de Lausanne EPUL/EPFL)
Military service 1961-62: Royal Engineers
Experience 1985 – 2000: President & Chairman of the Executive Board of Det Norske Veritas
1981-85: President and CEO of Norconsult AS, Oslo, Norway
1962-81: Skanska AB
Built hospitals, schools, airports, ports and bridges, hydroelectric and irrigation schemes, grain silos, industrial and residential complexes, etc., mostly turnkey projects in Abu Dhabi, Bangladesh/East Pakistan, Ethiopia, Iraq, Kenya, Kuwait, Libya, Oman, Peru, Poland, Saudi Arabia, Sri Lanka, Tanzania, USA, etc.
1972-81: Director International Department (1977-1980 Based in Saudi Arabia)
1966-72: Contracts Manager for projects in South East Asia, Middle East, Africa and South America
1963-66: Sri Lanka, Project Engineer Hydro Electric Scheme Stage II and Project Manager Ceylon Steel Mill.
1962-63: Design Office, Malmø. (Bridges, marine structures, industrial and office buildings.)
Boards/Council Chairman Keppel Corporation, Singapore, Technology Advisory Panel. (2012 – 2017)
Chairman of the Fridtjof Nansen Institute, Norway (2002-2014)
Member of the Board of Directors of Keppel Corporation, Singapore (October 2000 – April 2012)
Chairman of the Maritime R&D Advisory Panel, Singapore (2002 – 2009)
Chairman of Transparency International (Norway) (2005 – 2010)
Chairman of the Supervisory Board of Storebrand, Oslo (1993 – 2004)
Chairman of the Royal Commission for Safeguarding Norway’s Critical Infrastructure (November 2004 – April 2006)
Chairman of the Supervisory Board of Norsk Hydro AS, Oslo 1994 -2004
Member of the Board of Directors of Schlumberger Inc, New York 1990-2004
Member of the Supervisory Board of ABB, Norway 1993-2003
Chairman of Miljøsok II Cooperation Forum 1998-2000 (Established by the Minister of Oil and Energy 1997)
Chairman of the Environmental Cooperation Forum for the Norwegian Oil Industry 1998 – 2000
Member of the Board of Directors Connect Norway,( in the establishment phase) 2001-2003
Chairman of the Board of The Foundation for Business and Sustainable Development 2000-2001 (until activities merged with WBCSD, Dec.2001)
Co-Chairman of the Korean Norwegian Economic Cooperation Commission (KNECC) 1986-2001
Chairman of the Interim Board to establish the Center for International Climate and Energy Research (Cicero), 1989 - 1990 - Report submitted to the Prime Minister Vice Chairman of the Council 1990-1992
Chairman of the Council 1993 - 1997Chairman of The Minister of Industry and Trade’s Resource Group for the Parliamentary White Paper on Maritime Industries 1994 - 1995
Chairman of the Executive Committee of Environment Northern Seas (ENS) 1993 and 1995
Professional Bodies
Vice Chairman 1991
Member of the Main Board of NHO (Norwegian Confederation of Business and Industry), Oslo 1989-96
Member of NHO's Nomination Committee 1996-2000
Member of the Board of the Institute of Culture and Oriental languages, University of Oslo 2004-8
Member the Board of Directors the Center for Technology and Culture, University of Oslo 1994-98
Member of the Board of Directors of Uni Storebrand Nye AS, Oslo (after Uni Storebrand was placed under public administration by the Government) 8/92- 8/93
Member of the Board of Directors, Norwegian Export Council 1984-1990
Chairman of the Board of Directors of the Norwegian Post Office 1982-89
Member of the Board of Directors of Horten Verft (after placed under public administration by the Government) 11/84-5/85
Member of the Norwegian Academy of Technological Sciences (NTVA) - Chairman of the Industrial Council 1993-2003
Decorations and Knight 1st Class of the Royal Norwegian St. Olav’s Order (1995) Honours
Grand Cross of the Order of Diplomatic Service Merit of the Republic of Korea, Heung-in-Medal (2001)
Grand decoration of Honour in Gold with Star for Services to the Republic of Austria.(Commander w/Star)(1995)
Commander of the Royal Belgian Order of the Crown (1997)
Honorary Member of the Norwegian Academy of Technological Sciences (2002)
Honorary Patron of Environment Nothern Seas” (1997)
Honorary Fellow of the Norwegaian Institute of Philologgy (2022)
Recreation Reading
Studies at the Norwegian Institute of Philology from 2018 in Classical and Dead languages: Classical Persian Poetry Qur’anic Arabic) and Sanscrit Sumerian, Akkadian (Cuneiform) and Middle Egyptian (Hieroglyphs) Fishing, golf, tennis and skiing
In august the Board of Directors together with EC members visited DNV in Denmark. DNV have offices in Copenhagen, Aalborg, Frederika, Esberg, Århus, Torshavn, Reykjavik and Nuuk.
Kim Sandgaard-Mørk, is the Country Chair and hosted our visit and presented several important Danish customers to us.
Both the Board and management met with representatives from cross-BA. We
also received an impressive presentation of Project Greensand, which is a pioneering achievement in carbon capture and storage (CCS). Our experts provided the safety approval for the project, which is a historic showcase for cross-border transportation and offshore storage of CO2.
The purpose of having a Board meeting outside of Høvik each year is to give the Board an opportunity to meet with customers and local management and employees to enhance their understanding of the specifics of DNV’s operations.
Energy, a global provider of energy advisory, testing, inspection, and certification services. DNV Energy Denmark specializes in offering a wide range of services to the energy sector in Denmark, including renewable energy, power systems, energy efficiency, and grid integration.
DNV Energy Denmark leverages its expertise and experience to support energy companies, utilities, regulators, and policymakers in Denmark in navigating the transition to a more sustainable, resilient, and efficient energy system. The organization provides technical consultancy, testing, certification, and advisory services to help clients address challenges related to energy production, distribution, and consumption. DNV Energy Denmark offers services in areas such as renewable energy project development, grid integration studies, energy
storage solutions, power system modeling, energy efficiency assessments, and risk management.
The organization’s team of experts in Denmark collaborates with colleagues globally to deliver innovative solutions and insights that support the energy transition and drive the adoption of clean and sustainable energy technologies. In addition to its core services, DNV Energy Denmark is actively involved in research and development initiatives to advance the energy transition and accelerate the deployment of renewable energy technologies. The organization works with industry stakeholders, research institutions, and government agencies to develop best practices, standards, and guidelines that promote the integration of renewable energy sources
and the decarbonization of the energy sector.
DNV Energy Denmark plays a critical role in supporting the energy industry in Denmark by providing trusted services, technical expertise, and innovative solutions that help stakeholders navigate
the complexities of the energy transition, enhance energy security, and achieve sustainability goals in line with national and international energy policies and targets.
DNV launches Phase 2 of floating substation joint industry project, expanding global industry collaboration. Offshore wind is a large marked for DNV in Denmark Offshore substations are essential to the expansion of floating offshore wind, serving as hubs that connect multiple turbines and deliver renewable energy to the grid. However, designing and implementing these substations represents distinct challenges, such as the need for high-voltage dynamic cables and electrical systems that can withstand the movements of floating structures. By addressing the technological and regulatory gaps, the JIP aims to support the wind industry in achieving its full potential and advancing the global energy transition.
Phase 2 of the JIP will concentrate on critical components such as high voltage equipment, dynamic cables, and the broader aspects of marine systems and operations. These efforts are crucial for updating DNV-ST-0145, the world’s first standard applicable to floating substations.
“Updating
DNVST-0145
to include
floating substations
will enhance
the scala-
bility
of floating wind technology
and reduce
associated risks,”
said Kim Sandgaard-Mørk, Executive Vice President for Renewables Certification at DNV. “This update highlights our commitment to advancing floating wind energy and drive renewable innovation.
The Floating Substation JIP, supported by extensive internal collaboration throughout DNV and external partnerships with major industry
leaders,
underscores the project’s global impact and our commitment to deliver robust, comprehensive and scalable solutions for the energy transition.”
References: DNV 15.10.2024
Maritime, a leading classification society and maritime consultancy that provides services to the maritime industry worldwide. DNV Maritime Denmark offers a wide range of services to shipowners, shipyards, and other maritime stakeholders to ensure safety, sustainability, and efficiency in the maritime sector. As part of the DNV group, DNV Maritime Denmark is known for its expertise in ship classification, certification, and technical advisory services. The organization works closely with ship operators and industry partners to help them comply with international regulations, industry standards, and best practices to enhance the safety and performance of their vessels. DNV Maritime Denmark offers a comprehensive portfolio of services, including ship classification, statutory certification, risk management, technical advisory, and digital solutions for the maritime industry. The organization’s team of experts in Denmark collaborates with colleagues around the world to deliver innovative solutions and insights that address the evolving needs and challenges of the maritime sector.
In addition to its core services, DNV Maritime Denmark is actively involved in research and development initiatives to drive innovation and sustainability in the maritime industry.
The organization works with industry stakeholders, regulatory bodies, and research institutions to develop new technologies, standards, and guidelines that promote safety, environmental protec-
tion, and operational efficiency in shipping.
Maritime appetite for cyber risk notably higher than other key industries
A new report published by DNV reveals that the majority (61%) of maritime professionals believe the industry should accept increased cyber risk from digitalization if it enables innovation and new technologies. The sector’s appetite to take on emerging risks arising from digital transformation is notably higher than other critical infrastructure industries including energy, manufacturing and healthcare.
References: DNV 13.11.2024
“In the maritime industry, we must match our ambitions for digital transformation and decarbonization with a steadfast commitment to securing our people, the vessels and the systems we rely on,” says Knut Ørbeck-Nilssen, CEO Maritime at DNV. “Cyber-attacks represent a growing
threat to the safety of the maritime industry today. We can innovate, progress, and take a lead in ensuring the resilience of our businesses and societies, but only if we truly manage cyber risk.”
DNV’s new report Maritime Cyber Priority 2024/25: Managing Cyber Risk to Enable Innovation, identifies four key challenges for the sector:
• Ensure access to experienced resources that know how to build and implement cyber security resilience in the design of new systems and vessels
• Enhance detection and response capabilities to minimize the consequences of marine operational technology (OT) systems
• Assign clear roles, responsibilities and resources to handle OT cyber security in a continuous manner onboard and onshore
Secure the many interdependencies and components in complex supply chains.
The vast majority of maritime professionals (95%) call for more collaboration on cybersecurity among organizations within critical infrastructure industries.
“The maritime industry and other critical infrastructure sectors need to take big steps forward in openly sharing cyber security experiences – the good, the bad and the ugly – to collectively create security best practice guidance,” says Einarsson.
References: DNV 13.11.2024
DNV Maritime Den-
mark plays a vital role in supporting the maritime industry in Denmark and globally by
providing trusted services, technical expertise, and industry-leading solutions that help stakeholders navigate complex challenges, improve performance, and achieve sustainable growth in a rapidly changing maritime landscape.
In Denmark, DNV Business Assurance focuses on enhancing business performance and ensuring compliance with international standards.
DNV offers certifications for various management systems, including ISO 9001 (Quality Management), ISO 14001 (Environmental Management), and ISO 45001 (Occupational Health and Safety).
Tailored training programs to educate organizations on best practices and compliance with standards. Assistance in identifying and mitigating risks, enhancing overall resilience. Support for businesses aiming to implement sustainable practices and reporting.
DNV to Ensure Quality Assurance of Synthetic Data Use in Healthcare
One of the projects delivered in Denmark is Synthetic Data. DNV has been assigned a central role in the EU’s new
research project, SYNTHIA, aimed at accelerating the use of artificial intelligence in the healthcare sector. Generative artificial intelligence will be used to create synthetic data that mimics real patient data. The project aims to demonstrate that synthetic data can be the solution to the lack of high-quality, real datasets.
The project is funded by the EU’s Innovative Health Initiative, a public-private partnership where this project has the aim to revolutionize AI-driven research and innovation, ensuring patients receive the best possible treatment while protecting personal information.
“Trust in AI systems is crucial, and we are proud to take on the role of ensuring that the data foundation and the use of generative AI are fit for purpose and unbiased. Using synthetic data to build large datasets has significant potential to enhance research and development in healthcare by complementing already
“We will work to build trust in the technology and the generated data. This is essential to achieve the project’s goal, which is to use generative AI to accelerate medical discoveries and make personalized healthcare more accessible and efficient for everyone,” Marshall adds.
available data. By generating synthetic databases with AI, it is possible to maintain privacy while offering new tools,” says Serena Marshall, DNV’s project lead for SYNTHIA.
References: DNV 14.11.2024
VEFF Denmark
Chairman: Henrik Lund Nielsen
Deputy Chairman: Niels Hørbye
Secretary: Peter Madsen.
VEEF-representatives (General assembly Norway): Henrik Lund, Tina Hyldegaard
EWC- representatives Niels Hørbye, Deputy Peter Madsen
TEXT: NINA IVARSEN
DNV has an office in Aalborg, and on our Board visit , we met with employees and had an interesting presentation of wind turbines. We visited Blast Test Center in Østerild.
Aalborg, located in northern Denmark, is a city with a diverse and thriving business community. The city’s economy is driven by various industries, including maritime, renewable energy, information technology, and manufacturing. One of the key sectors in Aalborg is the maritime industry. The city’s strategic location on the Limfjord has historically made it a center for maritime trade and shipping. Aalborg is home to companies specializing in shipbuilding, marine engineering, and maritime logistics. Companies like MAN Energy Solutions and DESMI are prominent players in the maritime sector in Aalborg.
tion and digital transformation. Aalborg University’s strong research and education programs in IT and engineering support the growth of the tech sector in the city. Aalborg has a strong manufacturing sector, with companies producing a wide range of products, including machinery, electronics, and food products. Aalborg Portland, a leading cement manufacturer, has its headquarters in the city and is a major player in the global construction industry.
In Aalborg we stayed at Hotel Scheelsminde that is a historic hotel located in Aalborg, Denmark. Situated in a pictur-
Renewable energy is another important industry in Aalborg. Denmark is a global leader in renewable energy, and Aalborg plays a significant role in this sector. The city is home to companies focusing on wind energy, solar power, and sustainable technologies. Vestas, one of the world’s largest wind turbine manufacturers, has a significant presence in Aalborg, contributing to the city’s reputation as a hub for renewable energy innovation.
Information technology and telecommunications are also thriving industries in Aalborg. The city is home to tech startups, software development firms, and IT consulting companies that drive innova-
esque setting surrounded by lush greenery and gardens, Hotel Scheelsminde offers a tranquil retreat for guests looking to experience Danish hospitality in a charming and elegant setting. The
hotel’s history dates back to the 1800s when it was originally a country estate before being transformed into a hotel.
The Board visited the Blaest Test Center Østerild
The Blaest Test Center, located in Østerild, is part of a wind turbine testing facility. It focuses on evaluating and certifying wind turbines and their components under various conditions. This testing center plays a critical role in the development and improvement of wind energy technology. The center has stateof-the-art equipment to test the structural reliability and performance of wind turbine prototypes.
Wind turbines are assessed under realworld weather conditions to ensure they can withstand variable climatic environments.
The facility collaborates with manufacturers, researchers, and other stakeholders in the wind energy sector to promote innovation and best practices. It also supports compliance with international standards, facilitating market entry for new technologies.
The Blaest Test Center is significant for:
• Advancing renewable energy technology in Denmark and globally.
• Supporting manufacturers in meeting regulatory requirements.
• Enhancing the efficiency and reliability of wind energy systems.
The test center is located in Østerild, a region well-suited for wind energy testing due to its favorable wind conditions.
TEXT: NINA IVARSEN
Tromsø, often referred to as the “Gateway to the Arctic,” is a vibrant city located in northern Norway. Known for its stunning natural beauty, rich cultural heritage, and unique Arctic experiences, Tromsø is a popular destination for both tourists and locals alike.
Parat conference and Parat national meeting in Tromsø 2024
The Parat conference and Parat’s national meeting was held this time at the Clarion Hotel The Edge in Tromsø, Tuesday 12 to Thursday 14 November 2024.
Briefly summarized, here are some extracts from the national meeting:
• Parat’s national meeting has decided to continue the current membership quota. This is good news for VEFF’s members, as our quota will also remain unchanged.
• The national meeting has also decided to establish a venture fund with an initial capital of NOK 15 million.
• Parat’s national meeting has adopted the Working life and social policy program for Parat 2025–2027.
1. Parat’s national meeting has adopted a resolution: “Sexual harassment in working life must end”.
2. Resolution two has been adopted “Increased support for Ukraine”. Here, the national meeting is asking, among other things, for a large, extraordinary withdrawal from the Government’s pension fund abroad to be used for humanitarian, military and long-term support.
3. Resolution three has been adopted
“We want a more sustainable and fair AFP arrangement”. The National Assembly believes that the current regulations lead to far too many employees in the private sector missing out on AFP. The National Assembly will change the current arrangement, to ensure that more people can have a real opportunity to take out the AFP. This will make the AFP more predictable, tempt more young people to organize and provide greater security for future pensions.
4. Resolution four has been adopted “Increased competence for vulnerable groups in working life”. The National Assembly believes that the public and companies must take greater responsibility to ensure that all groups in working life are protected and that no one is left out. Direct employment rather than outsourcing tasks is one of the measures that should be considered to ensure an inclusive workplace where all employees are part of the same community with equal opportunities, the resolution states.
5. Resolution five that has been adopted is “Strengthened source criticism in a digital age”. The editorial committee writes that editor-controlled media are under great pressure. Misinformation and disinformation are spreading faster than ever, and it is becoming increasingly difficult to distinguish between reliable information and fake news. This development not only threatens the public debate, but also the foundations of democracy. When misinformation gains a foothold, it can lead to societal distrust, polarization and, in the worst-case scenario, harm individuals and groups. It is therefore crucial that we take steps to strengthen our ability to think critically and criticize sources.
6. Resolution six that has been adopted is “A police force with the capacity to keep citizens safe”. Furthermore, resolution seven has been adopted, where the national meeting will “increase the criminal protection of security guards”, by including security guards under the group of particularly vulnerable work groups in §§ 265 and 286 of the Criminal Code.
7. The resolution proposal for “changes to the application for a health certificate for persons who work in the offshore petroleum industry” has been forwarded to the executive board for further consideration. The same was the resolution proposal on “need for research and new knowledge”, which was also passed and forwarded to the executive board for further processing.
Tromsø is situated above the Arctic Circle, on the island of Tromsøya, surrounded by impressive mountains and the beautiful fjords of the region. This unique location offers breathtaking views and numerous outdoor activities.
Due to its latitude, Tromsø experiences natural phenomena such as the Midnight Sun during summer, where the sun doesn’t set for several weeks, and Polar Nights in winter, when the sun remains below the horizon, creating a magical atmosphere filled with twilight.
Tromsø is a paradise for outdoor enthusiasts. In winter, you can enjoy activities like dog sledding, snow shoeing, and skiing, while summer offers opportunities for hiking, fishing, and exploring the stunning natural landscapes.
Tromsø has a fascinating history dating back to the 18th century and is known for its role in Arctic hunting and exploration. The city has many historical buildings and museums that reflect its past, including the Polar Museum and Tromsø Cathedral.
Tromsø hosts a variety of cultural events, including the Tromsø International Film Festival, Insomnia Festival (a music and arts festival), and the Northern Lights Festival, celebrating both local and international talent.
The region is home to the Sámi people, the indigenous population of northern Norway. Visitors can engage with Sámi culture through art, food, and traditional activities such as reindeer sledding and handicrafts.
Tromsø is an academic hub with institutions like UiT The Arctic University of Norway, which offers education and research opportunities in Arctic studies, environmental science, and indigenous cultures.
The city is known for its contributions to polar research, including the Tromsø Geophysical Observatory, which plays a key role in studying the Arctic climate and environment.
Tromsø is one of the best places in the world to see the Northern Lights, or Aurora Borealis. Tour operators offer guided tours to chase this breathtaking natural light display during the winter months.
The Polaria Arctic experience center provides insights into Arctic wildlife and ecosystems. Visitors can enjoy exhibits on marine life, film presentations, and even see bearded seals up close.
The cable car provides stunning panoramic views of Tromsø, the surrounding fjords, and the mountains. It’s a mustvisit for anyone who wants to capture the beauty of the region.
Tromsø is a captivating city that beautifully blends nature, culture, and history. Whether you’re drawn to its stunning landscapes, rich Sámi traditions, or vibrant cultural scene, Tromsø offers something for everyone. It stands as a testament to the beauty and resilience of life in the Arctic, making it a unique destination to explore and experience. The city continues to attract visitors eager to enjoy its natural wonders, immerse themselves in its culture, and partake in its adventures throughout the seasons.
State Secretary Gunn Karin Gjul praised Parat for its forward-looking attitude towards artificial intelligence, and that they have published the book KI in a meeting with humans at the Parat conference.
Gunn Karin Gjul is state secretary with responsibility for digitization and electronic communication in the Ministry of Local Government and Districts.
She said that the national digitization strategy aims for Norway to be the world’s most digitized country by 2030 but emphasized that people should be in the driver’s seat. Digitization is for people - not for machines. We will use people where needed and machines where we can, said Gjul.
According to Gjul, the cooperation between parties is important when we introduce new technology, and she believed that employers are too modest at involving the Unions. When new technology is to be adopted in the workplace, the union representatives must be brought along. They must be asked how it will work and whether the employees will be involved.
She pointed out that Minister of Digitalization and Administration Karianne Tung in Parat’s book on artificial intelligence writes that:
“KI The Norwegian model with strong party collaboration is simply a strategic advantage for Norway in the digital transformation we are in the middle of.”
References: https://www.parat24.com/nyheter/heier-pa-teknologien-ogpartsamarbeidet/289701
“Everything is planned digitally, and the mobile is very central. The little machine, the smartphone has revolutionized our life.
We have always feared new technologies.
We live in a society with more and more elderly people, we need more people and new technologies. Replace the tasks humans do not need to do is smart. We must ensure good jobs and working conditions in our technological society.
In Norway, we have a notice period and collective agreements. They are the pillars now that we are getting into a new technological working life.
The government has put forward a digitization strategy.
We must have confidence in the systems. By 2030, Norway will be one of the most digital countries in the world.
Competence - managers, employees and Unions must have knowledge of how we work, also into the future. Everyone must know what the new technologies mean.
Competence has been Norway’s competitive edge.
The final decisions must be made by people and not by IA. We must have sound ethical use of the technology”, said Nina Ivarsen the Chair of VEFF
TEXT: FENNA VAN DE MERWE, GROUP PEOPLE HEAD OF SAFETY & RESILIENCE. OCTOBER 2024
When I tell people that I work in DNV and have a background in cognitive psychology, I often first have to comfort them by letting them know that no, I cannot read their minds. Although it’s a fun ice breaker, it also invites reflection about the match between psychology and DNV’s purpose of safeguarding life, property and the environment. After completing my PhD in Human Factors and working as a consultant in the oil and gas industry, I started in Maritime Advisory in DNV. There I helped our customers understand the complex interaction between technology, their organization, and the end-user so that they could improve safety in their high-
risk work environments. When the pandemic hit, I was invited to join the Group COVID crisis team and this offered me a unique bird’s eye view of the company.
When the position of Head of Group People Safety and Resilience became vacant, I grasped the opportunity to apply my background and customer facing experiences to contribute to the safety and wellbeing of our own employees.
Where safety has been the headline of most of my professional career, resilience is for me a way of life. My husband and I wanted to be closer to the outdoors and
The start of this strategy period coinciding with the pandemic has put our work on safety, resilience and crisis management in DNV on full throttle. According to international studies, we are currently experiencing a permacrisis1 caused by an increase in external stressors such as global geopolitical instability, climate change, and the risk of misinformation and disinformation through AI. The academic literature explains how this permacrisis is leading to crisis fatigue, and that this raises concern as it influences people’s ability to rise to challenges that may still lie ahead. It also poses a real risk of employee burnout and creates hazards for safe operations. Consequently, more employees
decided to move from the Netherlands to Norway in 2010. We now have 2 boys aged 8 and 11 years, and we lead such an active life in the forest and mountains that some say that we appear more Norwegian than most Norwegians do! This for me is key to taking care of my physical and mental health. Staying in touch with family and friends in the Netherlands while building up a life in Norway has been challenging for my social health, but that is surpassed by the sense of achievement and purpose from the whole experience of establishing ourselves here in Norway.
seek support and this has been sparking discussions about how an employer’s Duty of Care should evolve to meet employee needs.
Despite the struggles we all face in navigating these global challenges, we are still progressing in our ambitions for the safety and resilience of DNV employees. As we enter the last year of this strategy period, we pause to reflect on what more we can do to offer a resilient and safe future workplace, THE place for our employees to grow and make a difference.
In DNV we define Resilience as being made up of two components: well-being and motivation. Within well-being, we include physical health, mental health, and social health. When it comes to motivation, we talk about our autonomy, how much we feel that we are in control of the work we do, mastery, which is about how much we grow and develop in the work we do, and purpose. It’s the answer to the question “why do you get up in the morning and why do you enjoy and deliver on your projects for DNV”?
around workload, stress and psychological safety, are areas that we have been managing over time and need to stay committed so that we help prevent and mitigate the consequences of these risks to the safety and resilience of our people.
Our latest deep dive into Pulse comments indicates that people are most content with flexibility at work and the care they receive from their manager, while workload continues to be an area that people raise as a concern. Promotors wrote 49% of the Pulse comments on flexibility and 75% of the comments on manager’s care about health and wellbeing . As we have seen in previous years, Detractors (36%) and Passives (42%) wrote the most Pulse comments about workload.
Figure 1: DNV’s Resilience Framework, explaining the components that influence our resilience and illustrating that psychological safety is a prerequisite for developing our resilience
We typically use a Resilience Index2 to get an impression of the current resilience of our people. At Group level, this index exceeded our target of 8.0 in 2022 and reached 8.25 by end Q3 2024.
Figure 2: Development of DNV’s Resilience Index
In order to better understand what lies behind the Pulse3 survey scores and the Resilience Index in particular, we perform annual deep dives into global safety and resilience data. Our fourth annual deep dive4 shows that the key themes
We do see improvement from previous years through comments about how people recognize and appreciate measures that have been taken to mitigate too high workload, such as facilitating workload distribution and bringing in additional resources. The number of comments about DNV’s care about health and wellbeing is more evenly distributed across Promotors, Detractors and Passives. Examples of feedback in the comments are that global and local resilience initiatives show ‘we dare to care’ and that ‘DNV still has time as a company to check in with its staff even when all are working very hard’.
In 2023, our Lost Time Injury Frequency (LTIF ) for 2023 was 0.8, which is slightly below YE 2019 (pre-pandemic). Most of our Lost Time Injuries / LTIs (14 of 20) in 2023 were slips, trips and falls, accounting for 225 of the 306 recovery days. The LTIs happened evenly at both field and office locations, demonstrating that an incident can have extensive consequences regardless of where one works in DNV. Many of these LTIs may have been preventable with a higher level of risk awareness, or if the individual had been less rushed or distracted.
Attention is a rare commodity in today’s society and with that comes an inflated sense of urgency where everyone is competing for each other’s attention. For these reasons, we are looking at what we as an employer can do to minimize distraction so that we can reduce the noise and help our people attend to what they should be attending to. With that also comes an expectation to be more aware of hazards that stand in the way of our own or other people’s safety, and a responsibility to speak up and contribute to removing the hazards so that we can all help prevent people from getting hurt.
On World Mental Health Day in 2023, we featured 6 thought leaders representing 4 continents in a panel discussion on mental health. This year, we gathered employee stories about personal connection and mental health, 9 of which are featured in vodcast episodes - “Power of 8 Minutes” vodcast - and posters that were published every day of the World Mental Health Day week. These campaigns exemplified trust and openness as well as the power of personal connection with colleagues to the benefit of mental health and overall wellbeing. It is another step towards reducing stigma around mental health and improving sense of belonging at work.
Our focus on psychological safety is intended as a springboard for more open and honest conversations about employee safety and resilience. We recently published a vodcast episode on psychological safety together with our DEI lead to cater for the popular demand for our presentations about psychological safety. Our facilitated sessions on psychological safety offer more arenas for constructive discussion on what we can do together to prevent a colleague from feeling that one may be rejected for being different or thinking differently.
The number of registered cases on stress is low (17 at YE 2023 and 14 up until September 2024), and yet the few registered cases on stress already account for approx. 99% of the number of recovery days that have been recorded for ill-health related absence. The number of cases is lower than what would be expected in comparison to global external statistics, feedback from local and global employee assistance programs and anec-
dotal evidence. Additional insights come from our 2024 pilot with ‘Auntie’, a low-hurdle professional mental health support provider with a focus on prevention. Of the feedback received so far, we see that approx. 40% of the participants self-diagnosed themselves as seeking help with stress. We also see that our global sick leave is consistently low (2.5% YE2023) so, given the flexibility of working from home and acknowledging the prevalence of stress in society, we do need to stay alert about and mitigate presenteeism.
Taken together, we see the need to keep educating our people about stress so that they recognize the symptoms of stress and burnout in themselves and in others. That will help identify stress-related cases that should be registered in SynergiLife and seek support in time before symptoms escalate. It also requires us to continue to communicate about and facilitate the reporting process for stress-related ill health cases. This year we launched new learning modules on safety and resilience as part of LEAD to address these themes with our new leaders. We also continue to educate and facilitate collaboration across our People and HSE networks so that we can identify, capture and learn more from individual cases through our statistics.
Connecting what we know about workload with stressors that coincide with frequent travel, we are currently assessing the safety and resilience of employees who travel extensively (more than 30 hours a week), including consultants, inspectors, and auditors. This group presents unique challenges that we will address through focused initiatives.
Building on the learnings from our deep dives into safety and resilience data, we are asking our leaders to:
1. Communication – be more consistent and balanced in our messaging about business expectations and care for the wellbeing of our people to remove any doubt that no work is so urgent or important that we cannot do it in a safe and healthy way.
2. Ways of working – commit to removing and simplifying tools, systems and processes that distract from the work at hand and hamper safe, healthy and effective ways of working.
3. Psychological safety – continue to create a psychologically safe work environment so that more employees feel confident to engage in more open and honest conversations about what may be standing in the way of their safety and resilience at work.
We understand that our people’s safety and resilience are influenced by work-related stressors that come on top of stress from ongoing political, economic and social challenges. Therefore, we continue to balance communication on business expectations with the importance of the health and safety of our people, to simplify our tools and processes so as to minimize distractions from the work at hand, and to build a psychologically safe work environment that reduces stigma around mental health and fosters a culture of learning.
As an employer we may be limited in what we can do to protect our people from external stressors. Still, we believe that we can and will make a difference through our continued commitment to measure, reduce and mitigate work-related stressors that stand in the way of the safety and resilience of our people.
Crafting a comprehensive company sponsor and donation strategy that resonates and brings tangible benefits involves several integral components and processes for DNV. Employees are engaged in that DNV shares some of the profits with the community around us. Identifying objects that are both suitable for a global company and reflect that we are a Norwegian company is important. At the same time, our sponsor programs must be based on our vision and reflect our mission. VEFF has no political opinion on who should be included in the program, but in this article, we want to highlight some of the sponsor programs the company invests in.
Begin by thoroughly determining what DNV specifically aims to achieve through the implementation of sponsorship and donations are important and reviewed by the Board of Directors every year. The combination of our strong purpose of safeguarding life, property and environment, in combination with good financial results and a strong balance sheet puts us in a position where we can invest in meaningful sponsorship and donations initiatives. Our sponsorship strategy is combination of our strong purpose and a good financial position.
Conduct extensive research to pinpoint non-profit organizations, community programs, or events that resonate with our company’s core values and objectives is important. This will ensure that your partnerships are authentic and aligned with your mission.
Assess and analyze how the potential partnerships can create a positive ripple effect, enhancing DNV’s reputation while also making a meaningful difference in the communities we aim to serve.
Our ownership structure with the foundation as owners, gives us an opportunity and room to think long term, to support organizations and projects that can help to build resilience within societies, within humans and also environmental resilience.
Develop well-structured sponsorship packages that outline the unique benefits for the organizations we choose to sponsor are important. These includes brand exposure, exclusive employee engagement opportunities and valuable
Common goals might encompass increasing brand awareness, enhancing community engagement, bolstering corporate social responsibility initiatives and driving customer loyalty through socially conscious behavior.
networking chances that could foster future collaborations.
There are two criteria that need to be fulfilled for all the sponsorship that we do. We need to partner with or support organizations that safeguard life, property and the environment.
And the second element is that it also needs to strengthen DNV’s brand. So there needs to be some positive or recognition effect of our brand.
By actively encourage employee involvement in sponsored events or donation drives, recognizing that this not only fosters a sense of community within your workforce, but also creates shared values that can enhance job satisfaction.
Establish well-organized opportunities for employees to volunteer, thus enhancing the connection between the company and the causes it supports. This can cultivate a workplace culture rooted in empathy and social responsibility.
It is important to take the time to share the successes and measurable results of your sponsorship and donation efforts with all stakeholders, including employees, customers, and the broader community, transparency fosters trust.
We do have several categories of sponsorship. The first one we call safeguarding life or supporting societal resilience. The second one is impacting global transformations. The third one is contributing to education and knowledge enhancement.
By purposefully aligning our efforts with our core business values and actively engaging with the right partners, we can cultivate lasting relationships that create a meaningful impact while simultaneously benefiting our organization and reinforcing its commitment to social responsibility.
The collaboration with the Red Cross that goes back to 2004
And that consists of a financial contribution, and it consists of a pro bono element. 1 million Norwegian kroner of pro bono element we also contribute. And in addition, there’s been one off donations, quite a few actually, especially in relation to humanitarian relief efforts in the Ukraine in the past couple of years.
SOS Children’s Villages
DNV made two substantial donations in the last year for children that are affected by the war in Gaza. Also the Norwegian Refugee Council, that’s kind of crossing two kinds of areas: The one is the first box here, but also education support for women and children to enhance their education in countries where it’s needed.
Windjammer is supporting young people that have gotten on the wrong track and not finding their space in society. They
are invited on board the sail ship for a programme, and many of them find their way back to school or to education.
DNV are supporting 10 summer sports, and they’re not the sports that get big sponsors as smaller sports, for athletes to actually be able to focus on their performance. What DNV liked was that they have a vision of cross-discipline, disciplinary collaboration, diversity, and delivering world class performance.
We had a medal by a sailor, the first medal, Norwegian medal, in 20 years by a woman. And then Grace Bullen, who’s a wrestler. She immigrated as a child from Eritrea to Norway, and she won a medal in wrestling.
References: From DNV video with Remi Eriksen and Ulrike Haugen
TEXT: NINA IVARSEN
Every other year we renegotiate our collective agreement with DNV. The parties are all three trade unions in Norway who negotiate together, and from DNV it is the Country chair who is the mandate holder. This year, Nina from VEFF, was the head of negotiations for the trade unions VEFF, Tekna and Nito (the Norwegian Employee Forum NEF).
These negotiations not only influence labor relations but also have broader implications for the economy of DNV, social equity, and the Norwegian model of governance.
Norway has a strong tradition of collective bargaining, rooted in its labor history and social democratic principles. The aftermath of World War II saw a
consolidation of labor rights and the establishment of a welfare state which emphasized collaboration between employers, unions, and the government. The first major collective agreements set the tone for subsequent tariff negotiations, ensuring that workers’ rights and labor standards were prioritized.
In Norway, tariffs are often negotiated through a structured process involving unions and employer organizations.
On an overall level, VEFF is a sub-organization of Parat, YS and DNV is organized with NHO. Unions play a critical role in representing the interests of workers during tariff negotiations. Major unions, such as YS and LO (Landsorganisasjonen i Norge), gather input from their members and advocate for favorable tariff agreements that address wage levels, working conditions, and job security.
On the other side of the negotiation table is employer organization like NHO (Næringslivets Hovedorganisasjon). This organization represents the interests of businesses and strive to balance wage demands with economic realities.
The framework for negotiations in Norway is often established in advance, with periodic review sessions set to reassess terms. This framework is crucial in maintaining stable labor relations and preventing strikes or disputes.
The Norwegian government typically plays a mediating role in tariff negotiations, especially if progress stalls. While the state does not intervene directly, its policies and economic strategies significantly influence the negotiation landscape.
During tariff negotiations, various issues dominate discussions, including:
The primary concern of unions typically revolves around securing fair wages that account for living costs, inflation, and income inequality. In DNV, wage negotiations are a separate negotiation and take place once a year. The parties agree that, as a trial scheme, DNV shall not use categories A-C in the salary settlement 2025. The parties agree to carry out an evaluation after the salary settlement.
Unions advocate for clauses that protect workers from layoffs and promote job stability, particularly in reorganizations and layoffs due to marked changes. When we have downsizing processes, together with DNV, we have agreed how this should be done and which criteria to apply. You can find this in appendix 5 of our collective agreement.
As changes in societal values emerge, negotiations increasingly reflect the desire for improved work-life balance, including flexible working hours and parental leave policies. This year we have also agreed that we will take a closer study at how we look after employees throughout their entire career. During the negotiations, the parties undertook a thorough review of measures related to life cycle phases, including the former senior scheme. The parties agree that the legislation, as well as DNV’s accession to the AFP scheme, takes care of
any need for reduced work and consequently lower salary.
The parties recognizes that it is valuable to facilitate the development of employees’ skills. The parties agreed to continue the dialogue from the negotiations and will discuss this in more detail in future meetings.
Unions often push for tariffs that align with social goals, such as promoting gender equality and protecting vulnerable worker groups. Equal pay is important, and we ensure annually that DNV is compliant with equal pay and that there should not be large differences between women’s and men’s pay. In DNV, it has been proven that we have marginal differences. We also have more than 30% women in management, which reflects the populations where 30% of the employees are also women.
The outcome of tariff negotiations with unions in Norway carry significant implications:
Successful negotiations can lead to enhanced economic stability, ensuring that workers have disposable income to stimulate demand and growth. We have had good wage settlements in DNV, and it will be exciting to see what we can achieve in 2025 now that the KPI is down to 3%. At the same time, we received a large payments under the Profit Share program now that DNV is making good profit.
The parties acknowledge that future labor needs will be large and that senior employees represent an important resource for DNV. The retirement age in DNV is 67 years but you can work until you reach 70. If, in exceptional cases, DNV needs to deviate from the age limit, the country manager can be asked for an exception.
During the collective bargaining negotiations this year, we tried to get DNV to agree that all types of bonus payments are pensionable, but they did not agree. The biggest expenses for DNV are wages.
While unions strive for higher wages, discussions around tariffs also consider the
competitiveness of Norwegian industries on a global scale, balancing the need for fair compensation with the necessity to maintain a competitive edge. It’s a fine balance and finding the right level for our requirements.
terms for the three local collective agreements applicable for the employees in Norway. The revised agreements are identical in content and will apply from 1 January 2025.
DNV is a global company and each year a large salary pot is allocated to the company as a whole. Our negotiations consist of arguing for why employees in Norway should get a fair share of this wage pot based on the four criteria related to Norwegian economy.
As society evolves, these negotiations will continue to adapt, addressing emerging challenges while upholding Norway’s commitment to social equity and economic stability. Understanding this dynamic is essential for all stakeholders, as it shapes the future of labor and economic relations in the nation.
From the negotiations in 2024 VEFF, Tekna and NITO and DNV have negotiated and agreed upon revised
The current local collective agreements expired in 2024, and DNV and the unions have negotiated and agreed on some new terms.
Tommy Bjørnsen, Country Chair Norway, says: We appreciate the constructive dialogue with all three unions enabling us to agree on revised terms for the new collective agreements, reflecting the needs of the unions and DNV combined.
Nina Ivarsen chair of NEF (Norwegian Employee Forum) says: We acknowledge that the negotiations have been constructive and would in particular mention that the parties recognize that it is valuable to facilitate the development of employees’ skills. The parties agreed to continue the dialogue from the negotiations and will discuss this in more detail in future interaction meetings.
The starting point for the negotiations was that both parties agreed that there was no need for major changes in the current local collective agreements.
• Compensation for business trips outside of ordinary working hours is revised. The parties agreed that the current withdrawal of a half hour for outbound and homebound trips shall be removed. The consequence will be that the normal hourly pay will be paid up to 5 hours per day if it is necessary to travel outside of normal working hours.
• In the current local collective agreements, employees who have a significant and regular need to use their own car when carrying out their work, may be granted a need-tested car allowance in addition to a regular car allowance.
• The threshold eligibility for need-tested car allowance is revised. To ensure that the practice is according to the intention in the local collective agreements, the parties agreed that employees who drive less than 2000 kilometers per year will not qualify for the scheme. In addition, a “grandfather/mother” approval will be introduced. The scheme does not apply to employees in salary groups 12 and above.
• DNV and the unions also agreed that tariff hours (37,5 hours per year) should be taken as time off or be sold by 31 December each year, unless the line manager and employee agree otherwise.
• In addition, several paragraphs in the local collective agreements are revised, in order to update and modernize the wording. The changes will not imply significant changes compared to the current collective agreements.
• The index adjustment of eligible compensations is changed from 1 January to 1 February each year. The revised local collective agreements will be available on the Intranet from 1 January 2025. The Operating Procedures (OP`s) will be revised accordingly and will include further details about the changes.
• The revised OP´s will be available from 1 January 2025.
TEXT: NINA IVARSEN
YS, or “Yrkesorganisasjonenes Sentralforbund,” is on of the Central Federation of Trade Unions in Norway.
YS is one of the major trade union confederations in the country and plays a vital role in representing the rights and interests of workers across various sectors.
YS serves as an umbrella organization for several independent trade unions, representing a diverse range of professions, including those in the public sector, private sector, and various industries such as healthcare, education, and transport.
One of the primary functions of YS is to engage in collective bargaining on behalf of its member unions.
YS actively participates in political discussions and advocacy efforts aimed at improving labor laws and protecting workers’ rights. They lobby for policies that promote social justice, equality, and fair working conditions.
YS places a strong emphasis on the professional development of its members. They provide various training programs, workshops, and resources to help workers enhance their skills and advance in their careers.
Since YS is a federative organization, it coordinates activities and support for its member unions, like Parat. Each union maintains its autonomy but collaborates with YS for broader representation and influence. The Chair of VEFF, Nina Ivarsen is a board member in YS Privat Sector.
YS is committed to promoting equality and inclusivity within the workplace. They advocate for gender equality, diversity, and the rights of marginalized groups, ensuring that all workers have a voice.
YS is part of a larger labor movement in Norway, working alongside other confederations such as LO (Landsorganisasjo
nen i Norge) and Unio. This collective approach strengthens the bargaining power of workers and enhances their influence in negotiations with employers.
Through its advocacy for fair labor practices and policies, YS contributes to a robust social security system that supports workers and their families.
YS promotes not just labor rights but also social responsibility, encouraging its members to engage with their communities and take part in initiatives that benefit society.
YS plays a crucial role in promoting the rights and interests of workers in Norway, advocating for fair working conditions, better wages, and social justice. Its commitment to collective bargaining, professional development, and political advocacy reinforces the strength of the labor movement in the country.
By fostering solidarity and collaboration among its member unions, YS helps to ensure that workers are empowered and represented in all aspects of their professional lives. Through its efforts, YS contributes significantly to the well-being of individuals, families, and communities across Norway.
The sick pay scheme is not too good (Sykelønns ordningen)
The sick pay scheme is not too good, but sickness absence is too high, said YS leader, HansErik Skjæggerud, at the Parat conference.
Skjæggerud referred to the negotiations on the agreement on inclusive working life (IA agreement) as this autumn’s working life thriller.
Sickness absence in Norway is very high and increasing. According to Nav, sickness absence has stabilized at over seven per cent, and 685,000 people between the ages of 20 and 66 are out of work or education.
In DNV the sickness absence is under 3%
Parat is a prominent trade union in Norway that represents a wide range of employees across different sectors, primarily within the public and private industries. It is known for its focus on individual rights, professional development, and ensuring fair and equitable working conditions for its members. Parat plays a vital role in the Norwegian labor landscape by advocating for the rights of workers across various sectors. Its focus on individual rights, professional development, and fair working conditions reinforces the importance of empowering employees within the workplace. Through collective bargaining, political advocacy, and support services,
Parat is dedicated to improving the everyday work of its members and promoting social justice in Norway’s labor market. By fostering a culture of empowerment and collaboration, Parat contributes significantly to the welfare of workers and their communities. VEFF is a Union organized under Parat.
VEFF
VEFF represents employees from various business areas including maritime, energy, healthcare, finance, transportation, and administration. This diversity allows the union to address the unique needs and challenges of different professions. VEFF board represents all members and are governed by Representantskapet, the Council.
Unlike some unions that may emphasize collective bargaining more broadly, VEFF places a strong emphasis on safeguarding the individual rights of its members. This includes ensuring fair treatment and protection in the workplace. We only organize employees working in DNV.
VEFF actively engages in collective bargaining on behalf of its members to negotiate wages, working conditions, and other employment issues. The union aims to secure the best possible terms of employment through negotiations with DNV.
VEFF provides various resources, training programs, and learning opportunities to help members enhance their skills and advance their careers. The union believes in promoting professional growth as a critical aspect of supporting workers.
The union advocates for policies that benefit workers and promotes social justice within the labor market. VEFF engages in political discussions and seeks to influence legislation concerning labor rights, welfare, and social equality but we are completely party neutral.
VEFF offers its members counseling and support in workplace-related matters, such as legal advice, career development, and conflict resolution. This service aims to empower members to navigate employment challenges effectively.
VEFF focuses on empowering individual employees by offering guidance and support. This approach enables workers to advocate for their rights and ensures they have the tools needed to address workplace challenges.
The union’s advocacy work is centered around promoting fairness and equality, addressing issues of discrimination and ensuring that all members, regardless of background, have a voice in the workplace.
VEFF is part of a larger network of trade unions in DNV and often collaborates Tekna and Nito on broader labor issues, thereby enhancing the overall strength of the labor movement in DNV. The Chair of VEFF, Nina Ivarsen is also the Chair og NEF (Norwegian Employee Forum).
TEXT:
At the conference in Tromsø we met Ketil Zachariassen, associate professor of modern history at UiT and member of the Truth and Reconciliation Commission. He gave a lecture about the great injustice that Norway has done to the people in the north, especially the Sami with the policy of Norwegianization that has been carried out for many years. We are concerned that all employees worldwide should be treated equally and with respect.
Truth and reconciliation, the basis for a settlement with the politics of deception and injustice against the Sami, Kven, Norwegian Finns and Forest Finns at the Parat Conference.
The Sámi people are an indigenous minority group in northern Norway, as well as in parts of Sweden, Finland, and Russia. They have a rich cultural heritage that is deeply connected to the Arctic landscape and has thrived for thousands of years.
Norsification policy (fornorskningspolitikk) is a term used for the public policy pursued by the Norwegian authorities to assimilate the Sami and other minorities into Norwegian society. For about 100 years (from about 1850), the official Norwegian policy was that the Sami should assimilate into Norwegian society. The Norwegianization policy was based on Johan Sverdrup’s view that ”the only salvation for the Lapps is to be absorbed by the Norwegian nation”. Today, the official position is that the state of Norway was founded on the territory of two peoples – the Sami and the Norwegians. Both peoples have the same right to be able to develop their culture and social life.
One of the justifications for Sami rights is to repair and make amends for old injustices that the Norwegianization policy represented.
On the same day that the Storting processes the Truth and Reconciliation Commission’s report, one of the commission’s members stands on stage during the Paratkonferansen in Tromsø.
It can be mentioned that both King Olav (at the opening of the first Sámi Parliament in 1989), King Harald (in his speech to the Sámi Parliament on 7 October 1997) and Prime Minister Kjell Magne Bondevik (in his New Year’s speech for 1999) have apologized to the Sámi for the abuses the Sami people group was exposed to during the Norwegianization period.
Deprived of their own language and culture
The commission has investigated how the Norwegian state has treated the Sami, Kven and Forest Finns. On 1 June 2023, the commission delivered a comprehensive report of more than 700 pages to the Storting. Here it was described how the Norwegianization policy deprived the Sami, Kven and Forest Finns of their own cultural heritage, but also how it affected health, business and education.
We may see the effect of this work in 20 years. It took half a century to develop the Norwegianization policy. It was designed from 1850 to 1900, and it has taken almost 50 years to dismantle it. This settlement with the Norwegianization policy and the injustice committed against the Sami, Kven and Forest Finns will naturally take some time, says Zachariassen.
Zachariassen points out that this is something that concerns the whole of Norwegian society.
The majority community has also lost mass and missed out on cultural input and room for experience through Norwegianization. It’s about all of us, not just the minorities, says Zachariassen.
Deep-seated conflicts that have made a strong impression
There are two circumstances in particular that have made an extra strong impression on Zachariassen.
One is the depth of the conflict in Lavangen in Troms. We are talking about structural racism until well into the 1980s. It is close to us in time. The second is the conflicts in the southern Sami area, which are so intrusive in people’s lives because there is pressure from various sides all the time. I think it is difficult to stand in, and difficult to understand the extent of it for us who are on the outside, says Zachariassen.
A commission has been set up which has investigated the scope of experience and the horizon of expectations today. The findings from the commissions were very different in northern and southern Norway.
In the north, most people said:
• This is ”known substance” “fornorskningspolitikken” has been discriminatory.
• Finally, the truth comes out, it’s about finally change of attitudes.
• Most also answered, ”we recognize ourselves in the commission’s investigations into discrimination.
• There are great expectations for further measures.
• People in the south responded as follows:
• This discrimination is unknown to most people.
• Surprised and shocked by what the commissions have found.
• Have not experience this form for discrimination, only seen it in the news.
• No expectations for action.
The Sámi are the only indigenous people in the European Union, with a distinct culture, language, and traditional practices. Their historical ties to the land and its natural resources have shaped their way of life.
Sámi languages belong to the Uralic language family, and there are several variations, including Northern Sámi, Lule Sámi, and Southern Sámi. Language revitalization is a key focus in preserving Sámi identity.
One of the most iconic aspects of Sámi culture is traditional reindeer herding, which represents a sustainable way of life. Reindeer are central to their economy, providing food, clothing, and materials for traditional handicrafts.
Fishing and Hunting
Beyond herding, many Sámi people also engage in fishing and hunting, which are crucial for both sustenance and cultural practices.
The Sámi are renowned for their vibrant traditional handicrafts, known as ”duodji,” which include textiles, carving, and silver jewelry. These crafts often embody Sámi symbols and serve both functional and artistic purposes.
This traditional form of song is a vital aspect of Sámi cultural expression. Joik is characterized by its unique vocal style and is often used to tell stories or convey feelings about people, places, or experiences.
In recent decades, there has been a significant movement toward the
revival and celebration of Sámi culture, with increased visibility through festivals, traditional clothing, and arts.
The Sámi Parliament in Norway was established to ensure political representation and advocate for the rights and interests of the Sámi people. It plays a crucial role in cultural preservation and promoting Sámi rights.
Many Sámi communities face challenges related to climate change and land rights, which impact their traditional lifestyles. The effects of climate change threaten their reindeer herding, fishing, and access to natural resources.
The Sámi culture is a vibrant and essential part of Northern Norway’s identity, showcasing a profound connection to the land and traditions that have endured through centuries. By promoting awareness and understanding of Sámi culture, we can appreciate their contributions to the rich tapestry of global diversity and support their ongoing efforts for recognition, rights, and cultural preservation. Celebrating and respecting Sámi heritage not only enriches Norway’s cultural landscape but also highlights the importance of indigenous voices and perspectives in today’s world.
References: Norgeshistorie på nett: Fornorskingspolitikken overfor samar og kvenar
Henry Minde (2005) «Fornorskninga av samene- hvorfor, hvordan og hvilke følger» i Gáldu cala – tidsskrift for urfolks rettigheter nr. 3/2005.
NOU 2008:5 kapittel 6. «Sjøsamene i Finnmark – bosetning og kultur». Retten til å fiske i havet utenfor Finnmark.
Sekretariatet Sannhets- og forsoningskommisjonen ved Universitetet i Tromsø
Innstilling om Sannhets og forsoningskommisjonen. Inneholder mandat og kommisjonsmedlemmer. Innstilling 408 S (2017–2018).
Threat from the east, with a special focus on the Northern regions by Kari Aga Myklebost, professor of Russian history at UIT at the Parat Conference.
“At the conference, we had an insight into some thoughts and challenges surrounding our Nordic areas and our neighbor to the east. Our employees have worked with Russians for many years, and until the war started, they expressed that this cooperation had always been good. We must always remember that the war is not personal between neighbors and colleagues, but is governed by the political alliance and system in Russia,” said Nina Ivarsen, the Chair of VEFF
Myklebost is professor of Russian history at UiT Norway’s Arctic University. She was on stage during this year’s Parat conference, but didn’t have too many happy predictions to make. We need to reflect on this, since we have DNV offices in the north of Norway.
We must become used to a new geopolitical era. The unstable security political situation is not going to disappear, and Russia is not going to change, says Myklebost.
She says Russia is now stuck with an open rhetorical war against the West and military warfare in Ukraine. The war in Ukraine has turned Russia into a state with which it is impossible to cooperate with , says Myklebost.
The Barents cooperation with Russia belongs to the past Myklebost says that Russia is changing rapidly and unpredictably, and that it is difficult to predict what will happen in the future. But there is no doubt that Russia is our most unstable neighbor, and the one that poses the biggest threat to Norway’s security now.
Norway is interesting for Russia. We are a small NATO country with a long coastline. Russia has already carried out several covert operations against Norway, so-called subversive strategies. It could be cutting submarine cables or igniting a rash of Koran burnings in the Nordic countries, explains Myklebost.
She says Northern Norway has a heavy foreign policy heritage.
Sør-Varanger in Finnmark has almost alone been put in charge of this foreign policy legacy, at least in the north. We have to deal with Russia as a difficult political entity that we cannot deal with in the Barents cooperation, says Myklebost.
Russia dependent on further warfare in Ukraine
Myklebost says the war in Ukraine means that Russia now has a large war economy. In addition, there is hardware propaganda. There is also military censorship, a power struggle in the Kremlin and mass emigration of young, highly educated men, who want to escape being sent to the war fields in Ukraine. Myklebost believes the grim situation will not change.
Russia has made itself economically dependent on the war in Ukraine. They have become entangled in a destructive process, and the situation is not going to change. We in Norway have to realize that we have a new security policy situation, and a neighboring country in Russia that uses old conflict lines and plays on identity and emotions in its war rhetoric, says Myklebost.
References: https://www.parat24.com/nyheter/en-ny-geopolitisk-aera/289725
By joining forces, DNV and CyberOwl will be one of the world’s largest specialists in maritime systems cyber security.
TEXT: NINA IVARSEN
DNV has acquired CyberOwl, a global expert in cyber risk monitoring and threat management onboard maritime vessels. The two companies have joined forces to strengthen the cyber defences of the shipping industry by forming one of the world’s largest specialists in maritime systems cyber security.
Founded in 2016, CyberOwl provides security monitoring services onboard more than 1,000 vessels across the world, supported by more than 50 experts located in the UK and Singapore. The company’s technology is based on cutting-edge research at the Defence Academy of the United Kingdom and Coventry University. The company is now one of the top three largest providers of vessel security monitoring services by fleet size.
importance of cybersecurity in the maritime sector cannot be overstated.
Here are some key points highlighting
The acquisition of CyberOwl is the latest step in DNV’s cyber security growth strategy. The acquisition strengthens DNV’s maritime cyber security and emergency response services portfolio and creates a shipping cyber security leader with a presence in five global shipping hubs – Oslo, London, Singapore, Hamburg and Piraeus.
Daniel Ng, CEO, CyberOwl.
CyberOwl specializes in marine cybersecurity, dedicating its expertise to the formidable task of protecting maritime operations from an array of cyber threats that continue to evolve in complexity and number. In today’s interconnected world, where vessels are increasingly reliant on technology for navigation, communication, and management, the
their comprehensive offerings and the critical relevance of their services within the maritime industry:
CyberOwl equips maritime organizations with state-of-the-art threat detection systems that are designed to monitor and identify potential cyber threats in realtime. These systems utilize advanced algorithms to analyze network traffic and
behavior, ensuring that any anomalous activities are detected swiftly, thereby allowing for immediate action to be taken.
Conducting regular and thorough assessments to evaluate vulnerabilities within maritime systems and infrastructures, is a cornerstone of CyberOwl’s approach. This proactive measure helps organizations identify weak points and potential cyber risks, facilitating compliance with industry standards and relevant regulations. By taking a comprehensive look at the entire ecosystem, we can develop tailored strategies that effectively mitigate identified vulnerabilities.
In the event of a cyber-attack, having a well-established incident response strategy is essential to reduce damage and recovery time. CyberOwl focuses on creating comprehensive incident response plans that not only address how to manage a breach but also prioritize business continuity and communication throughout the crisis, ensuring that recovery processes are efficient and effective.
In the ever-changing regulatory landscape concerning cybersecurity, CyberOwl aids organizations in navigating and meeting various compliance requirements. This service ensures that maritime operations align with national and international standards, reducing legal risks and promoting a more secure operational framework.
The implementation of robust cybersecurity measures is vital for ensuring the safety of vessels and port operations. By protecting critical systems, CyberOwl plays an essential role in safeguarding lives and property against potential cyber-related incidents.
DNV has fully acquired Ocean Ecology, from previous owners Gary Robinson and Ross Griffin. DNV through Åkerblå, has now become the new sole owner of the British company and further advancing our ambition to create a true aquaculture services powerhouse.
Ocean Ecology was established in 2013 and is today recognized as a leading UK player in issues related to the impact of blue economy activities on marine ecology. The company is considered an industry leader in environmental surveys, marine monitoring and habitat mapping.
DNV acquired the majority shareholding in the British company in March 2021. Over the past three years, the Ocean Ecology business has increased sharply, both through acquisitions and strong growth from offshore wind development, amplified aquaculture investments and enhanced focus on marine biodiversity. With 109 employees, Ocean Ecology will further help DNV advance our aquaculture offering to the next level.
As part of the first acquisition in 2021, there was an option to acquire the remaining shares in Ocean Ecology. After Åkerblå was acquired by DNV last year, negotiations have been ongoing between the parties to trigger this option. At the end of March 2024, an agreement was reached with all parties.
“The investment in the UK was a strategic choice for Åkerblå Group, and this became even more relevant after DNV became the sole owner of the company. DNV’s stated goal is to become a world leader in environmental services in the blue sector and fish health services in the aquaculture sector. Ocean Ecology provides a solid and important platform for further growth in rapidly increasing industries in the UK sector of the North Sea and the Irish Sea,” says Åkerblå CEO, Roger Sørensen.
Thomas Vogth-Eriksen, Global Aquaculture Director, said, “I look forward to
working closely with Ross and Gary to support the continuous growth and further expansion of the Aquaculture Market. The full acquisition of Ocean Ecology further strengthens our ambition in DNV to scale aquaculture services in our strategic first-choice markets. “
Jørgen Andreas Åm Vatn, International Growth Manager, will work closely with Ocean Ecology and Åkerblå to strengthen DNV’s aquaculture position in the UK market. He points to the ongoing industrialization and adds, “ Together with our colleagues at Åkerblå, we will leverage our extensive expertise and capabilities to help local customers address risks related to animal welfare and biodiversity. This support will be vital in navigating the challenges posed by the ongoing transformation in the aquaculture industry.”
Phase 1 of the integration completed in November 2023 with both companies learning about each other and mapping services, processes, tools, people and skills. Led by Jørgen Andreas Åm Vatn as project manager, the priority was to maintain operational efficiency and business continuity in both companies.
Currently ongoing, Phase 2 is led by integration manager Liv Solveig Olafsson, working under the guidance of Thomas Vogth-Eriksen and Roger Sørensen. This phase looks at designing and coordinating the timeline of the integration, and will involve different workstreams including HR, IT, finance, marketing & communications, sales, and governance. Trude Heggstad is heading up the efforts within business development and innovation, with special attention to digitalizing existing services and amplifying synergies
In June 2023, DNV acquired Åkerblå Group AS. The Åkerblå Group provides clients with knowledge-based advice and verification through interdisciplinary expertise in fish health, biodiversity and technical services, aimed at promoting sustainable practices and operations in the ocean. The Group has close to 450 employees based in 25 offices and laboratories in Norway, the UK, Iceland, and Lithuania.
DNV’s acquisition of Åkerblå Group –what are the next steps?
Following the announcement in June 2023 of DNV’s intention to acquire Norway-headquartered aquaculture services company Åkerblå Group, the acquisition was finalized in August 2023.
between DNV and Åkerblå. Lisa de Jager continues to play a central role within the aquaculture segment and in the integration with Åkerblå going forward, focusing on strategic sales.
Reference: DNV 2024
TEXT: NINA IVARSEN
Ocean ecology is the comprehensive study of the intricate relationships between diverse marine organisms and their surrounding environment. This field encompasses a wide range of topics, which are crucial for understanding the complexities of oceanic ecosystems, including but not limited to:
The oceans are home to an astonishing and immense variety of life forms, ranging from microscopic plankton that drift invisibly in the currents to the colossal mammals such as whales that grace our seas. This rich biodiversity is paramount for ecosystem balance—acting as a buffer that enhances resilience against ever-changing environmental conditions and stresses. Maintaining high levels of biodiversity enables ecosystems to adapt to shifts in climate, pollution, and other anthropogenic pressures.
Understanding how different organisms interact within marine ecosystems is a vital aspect of ocean ecology. This includes examining complex relationships such as food webs, where various species depend on one another for survival; predator-prey dynamics, which dictate population levels; and symbiotic relationships where different species coexist and benefit from each other.
Maintaining ecological balance through these interactions is essential for the health of our oceans.
Marine ecology involves a detailed examination of the myriad environmental factors that affect marine life. This includes the influence of physical parameters like temperature, salinity, and ocean currents on marine species and ecosystems. These factors can dramatically change due to climate change and human activities, leading to potential disruptions in marine ecosystems. Understanding these dynamics is crucial for predicting how
climate variability and anthropogenic impacts may shape marine environments.
With increasing threats emanating from pollution, overfishing, and habitat destruction, concerted conservation strategies are more crucial than ever to preserve the planet’s marine biodiversity. Effective conservation requires collaborative efforts that can ensure sustainable use of ocean resources, safeguarding not only the marine life but also the communities that depend on these resources for their livelihoods.
Åkerblå is an innovative company and initiative dedicated to fostering sustainable solutions that prioritize the health of marine environments. Åkerblå places a significant emphasis on sustainable practices designed to protect and nurture ocean ecosystems. This commitment may involve the development of cutting-edge, eco-friendly technologies that minimize detrimental environmental impacts or bolstering responsible fishing practices that respect marine life and promote long-term viability.
The organization likely invests heavily in scientific research that enhances our understanding of marine ecosystems. By contributing valuable data and insights, Åkerblå
aids policymakers in crafting informed strategies that address ecological challenges, supporting the creation of effective regulations and sustainable practices.
Åkerblå – we contribute to fish Health and welfare
These are some of the services they provide:
• Health control and hygiene control of fish
• Sea lice treatment
• Hygiene controls Bioassay
• Courses and training
• Diagnostics
• Biosecurity
• Smolt controls
• Advisory
• Training courses
Åkerblå also secure facilities at sea, supporting customers from design phase into operation with lift time assessments.
They do:
• Construction certificate
• Mooring analysis
• Product certification
• Main component certificate
The sea has always been important. Do we have the heads, hands and expertise to continue harvesting resources? VEFF meet fiskeridirektør
Frank Bakke-Jensen in Tromsø
TEXT: NINA IVARSEN
“The capital of the Arctic” said Hillary Clinton when she came to Tromsø for the first time.
This year is the first time I am in Tromsø. At a conference I met the director of fisheries and found a lot of useful information about the sea and the valuable resources we have here.
20 years ago, Jonas Gahr Støre gave the Nordic region speech. He presented the five main principles that will form the basis of the new policy in the northern regions: Firstly, that the northern regions must be a center for sustainable energy, technology and food. Secondly, that there must be proximity to important welfare services. Thirdly, that knowledge should be the driving force and hub in politics. Fourthly, that the northern areas should be linked more closely with infrastructure. And fifthly, that the northern regions be the government’s most important peace project.
The new north will be almost completely ice-free; thus, sea transport will become even more relevant in the Barens Sea. This is challenging with a neighbor to the east who is at war.
Our area is in a good position as we have a cool climate and can produce and store
food production in a good and sustainable way. Increased biomass in the north, both at sea and on land, ensures growth and jobs. The management plans for Norwegian areas are world class, but even with this there are challenges for particularly valuable and vulnerable areas.
The Directorate of Fisheries looks after Norwegian interests in the sea and checks that the sea and the animals that live there are looked after together with the industry.
Fiskeridirektoratet, or the Directorate of Fisheries, is a key governmental agency in Norway responsible for the management and regulation of the country’s fishery and aquaculture sectors. Its mission is vital not just for the sustainability of marine resources but also for the economic welfare of communities that depend on fishing.
“The greatest gift Norway can give the world is the knowledge of sustainable food production from the sea,” Frank BakkeJensen, fiskeridirektør.
Number of employees that works in the fishing industry
30,000 in Norway
over 33,000 in the EU who are working with Norwegian fish
Key figures:
well over 5,000 fishing boats
2800 breeding listeners
172 billion in export value
Fisheries Management
The Directorate sets guidelines and regulations for fishery practices, including catch quotas for various fish species. This helps ensure that fishing activities do not lead to overfishing and that fish populations are maintained at sustainable levels.
Fiskeridirektoratet monitors the fishing fleets to ensure compliance with regulations and quotas. This involves inspections of fishing vessels and collaboration with other countries to tackle illegal, unreported, and unregulated (IUU) fishing.
The agency also carries out research on marine ecosystems, fish stocks, and the impacts of fishing. This research informs policymaking and management decisions, ensuring that they are based on scientific data.
The Directorate is responsible for ensuring that fish and seafood entering the market meet safety and quality standards, protecting consumers and maintaining Norway’s reputation as a supplier of high-quality seafood.
Fiskeridirektoratet works closely with fishermen, aquaculture producers, and other stakeholders in the industry to promote sustainable practices and address the challenges facing the sector.
Fiskeridirektoratet is integral to effectively managing Norway’s marine resources. By focusing on sustainability and collaboration, the Directorate ensures that the fishing industry can thrive while safeguarding the future of marine ecosystems. This dual focus on economic prosperity and environmental stewardship reflects Norway’s commitment to responsible resource management and its leadership role in global fisheries governance.
TEXT: NINA IVARSEN
Over a hundred companies signed EU AI Pact and pledges to drive trustworthy and safe AI development
The Commission announced this year, that over a hundred companies are the first signatories of the EU artificial intelligence (AI) Pact and its voluntary pledges. The signatories include multinational corporations and European small and medium enterprises (SMEs) from diverse sectors, including IT, telecoms, healthcare, banking, automotive, and aeronautics.
The Pact supports industry’s voluntary commitments to start applying the principles of the AI Act ahead of its entry into application and enhances engagement between the EU AI Office and all relevant stakeholders, including industry, civil society and academia.
The EU AI Pact voluntary pledges call on participating companies to commit to at least three core actions:
AI governance strategy to foster the uptake of AI in the organization and work towards future compliance with the AI Act.
High-risk AI systems mapping: Identifying AI systems likely to be categorized as high-risk under the AI Act.
Promoting AI literacy and awareness among staff, ensuring ethical and responsible AI development.
In addition to these core commitments, more than half of the signatories committed to additional pledges, including ensuring human oversight, mitigating risks, and transparently labelling certain types of AI-generated content, such as deepfakes. Companies are welcome to join the AI Pact and commit to the core and the additional pledges at any moment until the AI Act fully applies.
Alongside the efforts to help companies implement the AI Act in anticipation of the legal deadline, the Commission is taking action to boost EU innovation in AI. The AI Factories initiative of 10 September 2024 will provide start-ups and industry with a one-stop-shop to innovate and develop AI, including data, talent and computing power. The AI Factories will also propel the development and validation of AI industrial and scientific applications in key European sectors such as healthcare, energy, automotive and transport, defense and aerospace,
robotics and manufacturing, clean and aggrotech.
AI Factories are a highlight of the Commission’s AI innovation package presented in January 2024, together with venture capital and equity support measures, the deployment of Common European Data Spaces, the ‘GenAI4EU’ initiative, and the Large AI Grand Challenge giving start-ups financial support and access to EU’s supercomputers, among other measures.
The Commission will also set up a European AI Research Council to exploit the potential of data, and the Apply AI Strategy to boost new industrial uses of AI.
The AI Act entered into force on August 1, 2024. Some provisions of the AI Act are already fully applicable. The entire AI Act will be fully applicable 2 years following its entry into force, with some exceptions: prohibitions will take effect after six months, the governance rules and the obligations for general-purpose AI models become applicable after 12
months and the rules for AI systems embedded into regulated products will apply after 36 months.
DNV has signaled its commitment to building and assuring safe artificial intelligence by signing the European Commission’s AI Pact, which was launched during a signing ceremony in Brussels on 25 September. The aim of this voluntary initiative is to promote the responsible and reliable development and use of AI systems.
The collaboration is built around two pillars
The EU AI Pact is structured around two main pillars. The first pillar, ‘Gathering and exchanging with the AI Pact network,’ aims to create a collaborative community where participants can share experiences and knowledge, host workshops, and share best practices and internal guidelines.
The second pillar, ‘Facilitating and communicating company pledges,’ provides a framework for early implementation of AI legislation. It measures and encourages organizations to publicly disclose the processes and practices they are implementing to anticipate compliance, with specific actions and timelines.
The EU AI Pact refers to a comprehensive initiative launched by the European Union, designed to advance a safe and trustworthy approach to the development and implementation of artificial intelligence (AI) tech-
nologies within its member states. This initiative represents a forward-thinking strategy aimed at navigating the complex landscape of AI, balancing the innovative potential of these technologies with critical ethical considerations.
Overview of the EU AI Pact. Here is a thorough and detailed overview of its key elements:
At its core, the EU AI Pact is designed to establish a robust framework that supports the responsible development and deployment of AI technologies throughout Europe. It prioritizes not only technological advancement but also ensures that these developments are ethically grounded, secured, and aligned with fundamental human rights principles.
A hallmark of the pact is its emphasis on fostering collaboration among a diverse array of stakeholders. This includes not only governmental bodies but also industry leaders, academic researchers, and civil society organizations. The objective is to facilitate the sharing of best practices, knowledge, and resources while developing standardized approaches and benchmarks for the responsible development and use of AI technologies.
Promoting trustworthy AI stands as a central tenet of this initiative. This involves a commitment to ensuring that
AI systems exhibit transparency, accountability, and a close alignment with European values such as privacy, equity, and fairness. By mandating these principles, the pact seeks to reassure citizens and users that AI technologies are developed and applied in ways that uphold their rights and dignity.
The EU AI Pact operates within the context of a broader regulatory framework, which encompasses the proposed EU AI Act. This legislation seeks to categorize AI systems based on varying levels of risk associated with their use, providing specific regulatory requirements for each category. This risk-based approach ensures that more potentially harmful AI applications are subject to stricter oversight while allowing lower-risk applications to foster innovation.
While the pact underscores the necessity for safety and ethical considerations, it also recognizes the vital role of innovation in advancing AI technologies. The initiative aims to strike a balance between the imposition of regulations and the need for continuous innovation, thereby ensuring that European AI enterprises remain competitive on the global stage.
AI systems will be categorized according to their risk levels, ranging from minimal to high and, in some cases, even unacceptable risks. This structured approach allows regulatory measures to be tailored appropriately, ensuring that the measures correspond effectively to the level of risk presented by differing AI technologies.
Organizations that deploy AI technologies under this pact will be held accountable for the impacts of these technologies. Companies must establish clear governance structures to oversee their AI systems and practices, ensuring that they meet the ethical and legal standards set forth by the pact.
Highlighting the importance of ongoing human involvement in the AI lifecycle, the pact advocates for the necessity of human oversight in decision-making processes, particularly in critical areas such as healthcare, law enforcement, and other sectors where outcomes can significantly impact lives. This ensures that AI technologies complement human judgment rather than replace it.
In summary, the EU AI Pact represents a pivotal step towards the establishment of a responsible and ethical AI ecosystem within Europe. Its comprehensive approach seeks not only to mitigate the risks associated with the deployment of AI technologies, but also to actively promote innovation and maintain a strong alignment with European ethical standards and democratic values. By championing collaboration and accountability among all stakeholders, the pact aims to not only influence the development of AI within Europe but also to set a benchmark for global standards in AI governance.
References: https://www.dataguidance.com/news/ eu-commission-publishes-draft-ai-pact https://digital-strategy.ec.europa.eu/en/policies/ ai-pact#ecl-inpage-Signatories-of-the-AI-Pact https://eur-lex.europa.eu/legal-content/EN/ TXT/?uri=OJ%3AL_202401689
Regulation - EU - 2024/1689 - EN - EUR-Lex (europa.eu)
TEXT: NINA IVARSEN
The AFP (Avtalefestet pensjon) pension scheme in Norway is a supplementary early retirement scheme designed for employees who are members of the Norwegian Labor Market. It is an important part of the Norwegian pension system and aims to provide financial security for workers who wish to retire earlier than the standard retirement age.
AFP is a collectively agreed pension scheme in the private sector. The scheme provides a lifelong supplement to the retirement pension from the National Insurance Scheme (alderspensjon fra folketrygden). To be eligible, you must be at least 62 years old and fulfill the requirements laid down by the statutes.
The System was established as a funding mechanism to ensure the continuous payment of retirement and separation benefits due to the members of the Armed Forces of the Philippines (AFP). The System formally started its operations in 1976.
On 12 April 2024, the Storting adopted a new law on contractual pensions (AFP). AFP will be a lifelong benefit that comes in addition to occupational pension and retirement pension from NAV.
Retirement pension and contractual pension (AFP)
You can continue to work while receiving an old-age pension from the National Insurance without this pension being reduced. If you were born in 1943 or later, you can earn pension rights from work income up to and including the year you turn 75.
You pay less tax on pension income (including AFP) than on salary income. The social security tax on pension income is 5.1 per cent, while it is 7.7 per cent on salary income (rate for 2025). Salary and capital income (for example interest income
or income from real estate) are taxed in the usual way as for wage earners. The minimum deduction for pension income is coordinated with the minimum deduction for salary income for those who combine salary and pension.
AFP is an expensive scheme, and society is now looking for other models that will include more people in the scheme.
NHO and LO evaluated AFP in 2017 and in 2021, they came up with a study ”Investigation of a possible reformed AFP scheme in the private sector”
The possible changes might be:
Qualification rules remain, but the qualification requirements are significantly reduced. The requirement that the person in question must not be disabled (having paid disability benefits) remains. The AFP benefit is earned gradually throughout the professional career for working time in an AFP company. Annual pension must be based on wages in AFP enterprises each year (not all wages in that year).
AFP can be said to weaken the competitiveness of affiliated companies particularly labor-intensive companies.
The reason why the AFP will have to change in the future is that companies with many young people/employees who never receive AFP help finance AFP for compa-
nies with many older people/employees who receive AFP.
The employer currently pays 2.6 per cent of wages between 1 and 7.1 G for employees
The state pays 1/3 of annual pension payments. AFP is proportionally ”more expensive” for labor-intensive companies than for capital-intensive companies.
The AFP pension is available to employees who work in certain sectors covered by collective agreements. Typically, this includes those in the private sector and certain public sector employees who are part of a collective bargaining agreement.
To qualify, you need to have reached a minimum age, which is currently 62 years, and have been a part of a pension scheme in one of the covered sectors for a specified period.
The AFP scheme allows participants to retire earlier than the statutory retirement age of 67. Retiring early can be appealing for those who wish to transition into retirement while still receiving a pension.
Pension Calculation
The pension amount is calculated based on your earnings and how long you have been a member of the AFP scheme. The pension is designed to supplement the public pension (NAV) and any occupational pensions you might have.
The pension is typically adjusted based on how early you choose to retire, which may result in a lower monthly pension if you retire significantly before the customary retirement age.
Lifetime Period
The AFP pension is designed to be paid out for the lifetime of the retiree. This provides a level of financial security in retirement, ensuring that individuals have a continuous income stream.
Integration with Other Pensions
The AFP pension can work alongside the national pension (from the Norwegian National Insurance scheme) and any occupational pension plans you may have, creating a more holistic approach to retirement income.
Transition Options
If you opt to continue working part-time while receiving the AFP pension, there are provisions that allow you to combine work and pension benefits, making it easier to transition smoothly into retirement.
The AFP pension scheme is an essential component of Norway’s social security system, providing flexibility and support for individuals looking to retire early. It aims to ensure that workers have a reliable income in retirement, helping them maintain a good quality of life. For those eligible, it’s crucial to understand the specifics of the AFP pension, including how it integrates with other retirement resources, to make informed decisions about their retirement planning. If you’re considering this option, consulting with a financial advisor or the Norwegian Labor and Welfare Administration, (NAV) can provide additional guidance tailored to your circumstances.
TEXT: MEINE VAN DER MEULEN
Why a Classical Music Group?
Our initial idea was to hold concerts in the Store Møtesal. We started with a trial concert on November 28, 2023, featuring the duo AKSE with Maren Johansen on accordion and Eivind Leifsen on saxophone. The concert drew an audience of 100 people, whose enthusiastic feedback showed a genuine interest. Buoyed by this response, we organized a second concert on February 15, 2024, this time featuring guitarists Sondre Høymer and Tormund Blikra Vea.
How do you fund the concerts
Initially, funding came from DNV. Following this, we formed an employee association and applied for funding for
2024, which enabled us to organize a full series of concerts. The lineup has included jazz musicians Maurice Horhut and Juan Sebastián Collazos, classical pianists Grace Jee Eun Oh and Håvard Gimse, and even silent movie accompanist Kjetil Schjander Luhr. Our last concert featured pianist Ulf Nilsen and clarinettist Georg Reiss. We have also planned for a Christmas concert, again with Ulf Nilsen, on 18 December.
Today, we have 113 members, with membership fees now serving as our second key source of funding.
And what about the Steinway
Securing a Steinway grand piano was a major milestone for us. While DNV
already had a piano, attracting top musicians required a concert-grade instrument, which was far beyond our financial reach. However, someone suggested that we reach out to Ulrike Haugen, DNV’s Chief Communications Officer.
After thoroughly researching brands, prices, quality, size, and sound characteristics—and knowing what other companies use—we prepared a proposal to purchase a concert grand piano. To our delight, Ulrike and the management team responded positively, approving a budget for a Steinway grand piano within a week.
The piano we acquired is a Steinway C-227, one of the finest available. With
it, we can attract top pianists. In addition to the professionals who come to perform, we now have 18 pianist members of the Classical Music Group, all with access to the piano for practice outside of working hours.
We aim to hold ten concerts in 2025, contingent on growing our membership. Reaching 200 members would certainly make this feasible.
We are committed to offering a varied programme, including solo and ensemble piano concerts across different styles. For instance, we’ve already engaged the Vertavo String Quartet for a concert on March 11, 2025, in honor of Interna-
tional Women’s Day. We’re also collaborating with Oslo’s music conservatory to host student concerts. Additionally, members frequently suggest exciting ideas, which promises a rich calendar of concerts for years to come.
We also envision group concert outings, shared piano lessons, and events in the Store Møtesal where members can perform for each other.
Reflecting on the past year, it’s incredible to see how far we’ve come. The Steinway grand piano was truly a gift that helped us start our journey in the best way possible. We’re very grateful for DNV’s support and the trust that they
placed in a new employee association with (at that time) just 28 members. One year ago, surpassing 100 members seemed impossible, yet here we are! I hope and believe there is more growth and enthusiasm – and great music –ahead.
The board of the Classical Music Group is Meine van der Meulen, Per Myrseth, and Ingrid Cornic.
TEXT: ELLEN MARGRETHE PHIL KONSTAD
In this issue of the VEFF magazine, I will focus on collaboration, in particular the collaboration between DNV and the employees regarding the work environment.
The Norwegian work model is well known for its emphasis on collaboration and employee involvement in decision-making processes. One of the key components of this model is the Working Environment Committee (AMU), which plays a crucial role in ensuring a safe and healthy work environment.
Working environment committees (AMU)
The first trace of a formalised cooperation between employer and employee focusing on the work environment is warrened in the “Arbeidervernloven” of December 7th, 1956. In §9 it is stated “In order to ensure healthy and safe working conditions at the workplace, the employer must lead and in collaboration with the employed workers carry out planned safety work.”
Further down in the same paragraph:
“In safety matters, he must cooperate with safety representatives chosen by and among the workers.” (Note that the law back then perceived a leader as a male)
It was in the 1977 revision of the “Work environment act” that the working envi-
ronment committee (arbeidsimiljø utvalg - AMU) as a formalised meeting place introduced.
The Working Environment Committee (AMU) as a legally mandated body in Norway, coming into force in the 1977 revision of the “Work environment act”.
It brings together representatives from both the employer and the employees. In DNV it is the unions that appoints the employee representatives in AMU, except for the HVO which together with the Country Chair is mandatory members. Each side has the same number of members, and employer and employee side share on chairing the committee.
The primary objective of AMU is to ensure a safe and healthy working environment. The committee meets regularly to discuss issues related to occupational health and safety, working conditions, and other relevant topics.
Collaboration is at the heart of AMU’s functioning. The committee comprises representatives from the employer, employees, main safety delegate (HVO), and health personnel (BHT). This diverse representation ensures that all perspectives are considered when making decisions that impact the workplace. The key aspects of collaboration in AMU include:
AMU meets on a regular basis six times each year to discuss various issues related to the working environment.
AMU serves as a forum for employees to voice their concerns and suggestions regarding the working environment. Employee representatives play a crucial role in advocating for their colleagues and ensuring that their voices are heard.
One of the primary responsibilities of AMU is to address issues related to occupational health and safety. Permanent items on the agenda are topics such as sick leave, reported incidents, use of overtime, and issues related to alcohol and drug abuse at the workplace.
For 2024 the Høvik Office Project, Bergen Office Project, and changes in the way we perform the safety tours has had high focus.
AMU is also involved in organizing campaigns and initiatives aimed at improving the working environment. These initiatives may include training programs, awareness campaigns, and other activities designed to promote a healthy and safe workplace.
Being a member of a local Norwegian union like VEFF provides several benefits to workers.
TEXT: LIN B. KARSTEN
VEFF provides support and representation to workers who face issues such as discrimination, harassment, or unfair treatment in the workplace. In Norway, unions have a strong presence and are an integral part of the country’s labor market. We work closely with employers to ensure that workers’ rights are protected and that they receive fair treatment.
This year we have renegotiated our tariff agreement. Next negotiation coming up is the salary negotiations for 2025 in January. As a preparation we get an overview of our members current salary (anonymous). This is valuable for us to prepare for our claim. In addition we send out a salary survey that we also use actively in the preparations.
By being member of a union, workers can also participate in various activities and events that promote social and political causes that are important to them. Furthermore, being a member of VEFF provides a sense of community and support. You can connect with others who share similar experiences and challenges in the workplace and can receive guidance and advice from union representatives and fellow members.
Overall, being a member of a VEFF can provide numerous benefits to you and your colleagues, including better wages, benefits, and working conditions, legal support and representation, opportunities for social and political engagement, and a sense of community and support.
Here are some links and explanations of what VEFF and PARAT are. Some of the information is in Norwegian. If you have any questions or need assistance to translate, please let us know by sending us an email: veff@dnv.com
• VEFF union is only for employees in DNV.
• VEFF is an organization that protects the interests of all employees in DNV.
• VEFF covers all professions and business areas within the group.
• VEFF has good cooperation with management and the Country Chair.
As a member of YS and Parat, you will get access to many membership benefits.
Referring to one member’s experience: “I almost lost my job due to reorganisation, it was VEFF that helped me and supported me to get into the position I have today. Not sure if I would have been in DNV anymore without the VEFF support”. .
As a member of Parat, you have access to many membership benefits. As a member, you also receive two hours free legal assistance in private cases every year.
Do you have a friend or colleague who would like to become a new member this month you will receive a gift card with value of NOK 1000,-.
