VEFF magazin no. 2-2016

VEFF//16 VEFF – THE DNV GL EMPLOYEE ASSOCIATION VEFF MAGAZINE 02.2016

TS SE ENT S A M AL LOP T I E DIG DEV E BL A N I

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A GO

THE TRUSTED PARTNER

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Challenges, opportunities and commitment

GSS IT

Petter Myrvang

Interview with

ELLING RISHOFF AND RUPAL MATHISEN

PROTECTING OUR DIGITAL ASSETS

COUNTRY CHAIR KARIN MONSEN

I CONTENTS I

I EDITORIAL I

Challenges, opportunities and commitment 2

EDITORIAL Challenges, opportunities and commitment

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DIGITAL ASSETS 08 Protecting our digital assets 12 GSS IT – We shape our tools, and thereafter our tools shape us

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2016 has been an incredibly challenging year, not only for DNV GL, but for us all. Here at VEFF we have also been greatly affected by many of the changes and restructuring that have taken place during this year. We see that we are vulnerable, not just in the market but also in many parts of the organisation.

NINA IVARSEN, CHAIRPERSON VEFF

INTERVIEW Meet our new Country Chair Karin Monsen READ ALSO: 07 New European Work Council Agreement – a milestone for European cooperation!

16 Catching up with Sven Mollekleiv 20 The Sustainable Development Goals: What do they mean for us?

24 The ice bathers!

32 Are you ready for the next generation colleague or client?

36 Meet Krzysztof Krolak 38 The Safety Delegate Organization in DNV GL Norway in 2016 44 Tackling stress 45 Meet Irena Jakopanec 46 Promoting the benefits of VEFF and the Nordic model 50 Secretariat VEFF Office 51 Tariff strike averted 52 Restructuring – stick to your current job or is it time to make a change?

54 VEFF – an independent Union only for employees in DNV GL 55 Membership benefits

Editor: Nina Ivarsen

Nina Ivarsen, chairperson VEFF

Maritime has been hit much harder than we had first thought; not only with regards to new-builds but also the ships in operation that have been transferred to competitors. Losing ships to another class society is a bitter experience. It is inconceivable that other class companies can operate with so low prices that loyal DNV GL customers are willing to switch class and believe that they will receive the same level of quality, safety and services that they had previously. I have often wondered how class societies that give away their services treat their employees. Offering services at rock bottom prices makes me think that they have employees who work for free? But this has stopped now and we are experiencing that we are gaining market shares in cruise business, which is very important.

I INNHOLD I

NORWEGIAN COMPETENCE IS VITAL I also wonder if customers will be satisfied and loyal to our competitors when they have to pay the price sometime in the future. Nothing is free, the staff is certainly not free. We must make every effort to safeguard Norwegian jobs in Maritime. I’m against transferring their expertise and jobs out of Norway. The knowledge of the Norwegian employees represents a core competence in DNV GL. I understand that automation is coming soon but, at the same time, the knowledge and competence we have developed over more than 150 years should be kept in Norway, in our Norwegian organisation. We are a trusted partner and by using big data we will gain business opportunities predicting errors before human beings will recognize them. We are also competitive using new technology based on drone tank inspection and remote connectivity to report errors.

The challenge is different in Oil and Gas, as I see it. There is an ongoing drive to become energy smart and use our expertise in new ways. Petter Myrvang writes in an article in this issue, that we learn how data security and data quality gives us new market advantages in most business areas. Oil and Gas is, in my opinion, energy.

I would very much like to see the business areas Energy and Oil & Gas having a closer cooperation and organised as one business area rather than two. Digitalization and decarbonization is a big part of the strategy going forward 2020. Both Oil and Gas and cleaner energy will focus much more on green power monitoring. For the oil and gas business there is a light at the end of the tunnel.

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LEDER Utfordringer, muligheter og engasjement

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INTERVJU Møt vår nye Country Chair Karin Monsen

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SOMMERSTUDENTER Er du klar for neste generasjon kollega eller kunde?

LES OGSÅ: 25 Isbaderne!

40 Verneorganisasjonen i DNV GL Norge i 2016 42 «Fra et lite lukket samfunn til et verdenssamfunn» 48 Fremtidens VEFF-medlemmer og den norske modellen 53 Omstilling – bli i jobben, eller er det tid for å ta et nytt veivalg?

55 Medlemsfordeler

OPPORTUNITIES FOR GROWTH Regarding Business Assurance, we see opportunities for growth where management is brave and assertive. Certification is a tough business with small margins. It is a challenging move into Life Sciences, whether it’s health, hospitals or the food sector.

This calls for a strategy driven by insight that is underpinned by the knowledge that we can offer the safest and best sustainable solutions. All the sectors are important and there is no room for error.

Software has been able to change its service deliverables. It is great to see that a global team managed to constantly work across national boundaries to build services beyond “cost and profit” centre and based on countries and regions. Software delivers good results.

© iStock

Redaktør: Nina Ivarsen

I EDITORIAL XX I I

Photo: Nina Ivarsen

TRANSFERRING SKILLS AND JOBS When it comes to GSS, I fully respect that we have to cut internal costs and that GSS Future State will contribute to this. I also have great respect for our colleagues in Poland who will do a good job, without a doubt. What concerns me, however, is that we are downsizing resources in Norway which have built up competencies over a long time and represent a strong culture and expertise base. In my eyes, all colleagues working in DNV GL GSS are valuable and competent. I know that management shares this view. So, it was a particularly difficult process for management to decide on the employees who will transfer their skills and work to low-cost countries. The question now is, how long will Poland remain a low-cost country?

I would rather consider Poland as a country with competent staff that we need to invest in and develop on an equal footing with all other countries in DNV GL. The good news in GSS is that IT managed to go global already back in 2008. IT delivered its first global SLA agreement and invoiced globally almost ten years ago. Everyone talks about digitization, Big Data and new IT Cloud solutions. Also, I think that we have employees in IT working with products that are legacy, products that we shall not retain after Oracle, for example. Here we must be good at providing new knowledge and training so that all employees get the chance to be relevant. We need to be patient with GSS HR and Finance in Poland as they are building the support center from scratch.

RELEVANT AND RESPONSIVE Turning to the core issue of becoming relevant. We all have a responsibility to keep ourselves up to date, be curious, find new ways of working, dare to learn and work with digitization and automation, we will then stand a better chance of succeeding. For sure, changes in the way we work will come soon and we must be willing to adapt and become more relevant. Automation, for some, can be daunting but absolutely necessary if we are to be competitive. Everyone must contribute and think smart. Nobody at the outset wishes to partly automate their

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own processes, but if we do not do it now, our competitors will take advantage and offer smart, secure and affordable products and solution flows that we too should be able to offer.

During organisational restructuring, it is not about what you have contributed over the years, but rather what you can contribute in the coming years. Experience still counts, but it’s the actual knowledge that matters most. Another important aspect is who you are and your attitude. Before, it was very much based on loyalty, now it’s also about flexibility and assured decision making. In addition, we must be aware and protect our culture and integrity, and we must all have a clear understanding of our foundation and driver, namely our vision and values. As Sven Mollekleiv eloquently puts it in our interview: ‘Proud people perform’.

LOYALTY AND COMMITMENT Finally, I would like to share a concern I have regarding our representative body and safety organisation here in DNV GL Norway. There have been cases involving many representatives and safety delegates, including the main safety representative, that have resulted in them losing their positions due to the restructuring process. This upsets the Nordic model that we have built up over many years. We need our members’ support to preserve VEFF, which has taken care of employee interests for the past 40 years. Without you, the employees, we are not sustainable, and we cannot influence if we are not big enough.

We all need to reflect on the future of VEFF. If VEFF is to continue, then no-one shall weaken the representative body and safety organisation.

We are here for the employees of DNV GL, and therefore the Board of VEFF wishes to thank you all for your support, loyalty and determination, and for allowing us to look after your interests. I am proud to lead VEFF, and I will do my utmost in every respect to maintain a community that is perceived to be fair – and to ensure that you are seen, heard and taken care of. //

I LEDER I

UTFORDRINGER, MULIGHETER OG ENGASJEMENT 2016 har vært et svært utfordrende år, ikke bare for DNV GL, men også for hver enkelt av oss. Vi i VEFF har blitt kraftig berørt av mange av de endringer og omstillinger som har preget vår organisasjon også i år. For første gang i løpet av mange år opplever vi å være sårbare, ikke bare i et marked, men i de aller fleste deler av organisasjonen.

NINA IVARSEN, CHAIRPERSON VEFF Shipping ble mye vanskeligere enn vi først hadde sett for oss., Det skulle vise seg ikke bare på nybygg, men også på eksisterende engasjement (ships in operation) som vi har mistet til konkurrenter. Sistnevnte utfordring er kanskje den bitreste. Det virker for oss ubegripelig at andre klasseselskaper kan operere med så lave priser at lojale DNV GL-kunder er villige til å bytte klasse og samtidig tro at de får samme kvalitet, sikkerhet og service som de har opplevd hos oss i DNV GL. Jeg har mange ganger lurt på hvordan klasseselskaper som nærmest gir bort sine tjenester behandler sine ansatte. For å kunne levere bunnpriser skal du i prinsippet ha ansatte som jobber tilnærmet gratis. Men dette har stoppet nå, og vi opplever at vi tar markedsandeler innen cruise virksomhet, noe som er svært viktig.

Norsk kompetanse avgjørende

Photo: Nina Ivarsen

Jeg har også lurt på hvordan kundene vil oppleve rekyl på lojalitet og tilfredshet når de må betale en annen pris en eller annen gang i fremtiden. Ingenting er gratis, og godt kvalifiserte og kompetente ansatte er i hvert fall ikke gratis. Vi må passe på de norske arbeidsplassene i Maritim, og jeg er ikke interessert i at de skal flagges ut av Norge.

Kunnskapen de norske ansatte har er kjernekompetanse i DNV GL. Jeg er positiv til å automatisere prosesser, men kunnskapen og erfaringen vi har utviklet i over 150 år skal vi ha i Norge i vårt norske selskap. Vi er en pålitelig partner, og ved hjelp av Big Data vil vi få mulighet til å forutse feil før mennesker vil gjenkjenne dem. Vi er også konkurransedyktige ved hjelp av ny teknologi basert på tank inspeksjon med droner.

I Olje og Gass er utfordringen annerledes slik jeg ser det. Her handler det om å bli energismarte og å bruke den kompetansen vi allerede innehar på nye måter. I artikkelen som Petter Myrvang skriver i dette magasi-

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I LEDER I

net, ser vi hvordan datasikkerhet og data­ kvalitet gir oss nye markedsfordeler innen alle forretningsområder. Olje og Gass er etter min mening energi. Jeg skulle gjerne ha sett at forretningsområdene Energi og Olje og Gass hadde hatt et tettere og nærmere samarbeid – og at de to forretningsområdene gjerne skulle vært ett. Digitalisering og decarbonization er en stor del av strategien frem mot 2020. Både Olje og Gass og renere energi vil fokusere mye mer på monitorering av grønn kraft. For olje- og gass virksomheten ser det ut til å være et lys i enden av tunnelen.

Muligheter for vekst Når det gjelder Business Assurance ser vi alle muligheter for vekst. Ledelsen her er modig, tøff og fremoverlent. Sertifisering er en tøff butikk med små marginer. Det er krevende å bevege seg inn på Life Sciences enten det er helse, sykehus, eller mat. Man må ha innsikt og også vite at man er den sikreste og beste til å tilby bærekraftige løsninger. Helse er viktig, og her er det ikke rom for feilmarginer.

Software har evnet å skifte sin forretningsmodell. Jeg gleder meg over å se at et globalt team faktisk fungerer over landegrenser og i tillegg bygger tjenester utover et «cost and profit»-senter basert på land og regioner. Software leverer gode resultater.

Overføring av kompetanse og arbeidsplasser Når det kommer til GSS har jeg stor respekt for at vi må kutte interne kostnader og at GSS Future State vil bidra til dette. Jeg har også stor respekt for våre kolleger i Polen som uten tvil vil gjøre en god jobb. Det jeg ikke liker er at vi nedbemanner ressurser i Norge som tross alt har vært her lenge og som er kulturbærere med mange års kompetanse. I mine øyne er alle kollegaer

som jobber i DNV GL GSS verdifulle og kompetente. Jeg vet at ledelsen deler denne oppfatningen. Derfor var det ekstra tunge prosesser rundt oppgaven å måtte velge ut ansatte som skulle overføre sin kompetanse og jobb til et lavkostland. Spørsmålet man kan stille seg er vel hvor lenge Polen forblir et lavkostland. Jeg foretrekker heller å se på Polen som et kompetent land med ansatte som vi må investere i og utvikle på lik linje med alle andre land der DNV GL er etablert.

Den gode nyheten i GSS er at IT faktisk ble globaliserte allerede i 2008. IT leverte sin første globale SLA-avtale og fakturerte globalt for snart ti år siden. Alle snakker om digitaliseringer, Big data og nye IT Cloud-løsninger. Jeg tenker også på at vi har ansatte innenfor IT som jobber med de produktene som kommer fra legacy. De produktene skal vi ikke beholde etter at alle er på Oracle, for eksempel. Her må vi være flinke til å tilby ny kunnskap og opplæring slik at alle ansatte får sjansen til å utvikle aktuell og relevant kompetanse. Vi må huske å være tålmodige med GSS HR og finans i Polen fremover ettersom de bygger opp et supportsenter fra bunnen av.

Aktualitet Nå er vi ved kjernen av det jeg ønsker å snakke om, nemlig det å være aktuell. Alle har vi et ansvar for å oppdatere oss, være nysgjerrige, finne andre måter å jobbe på, tørre å være med på digitalisering og automatiseringer – for da vil vi lykkes. Endringer i måten vi jobber på vil komme fort, og vi må alle være endringsvillige og nysgjerrige for faktisk å være aktuelle. Automatisering kan synes skummelt for mange, men det er helt nødvendig for at vi og DNV GL skal kunne fortsette å være konkurransedyktige.

Her må alle bidra og tenke smart. De færreste ønsker å automatisere egne prosesser.

Men hvis vi ikke gjør det nå, vil konkurren-

tene våre gjøre det – og dermed kunne tilby smartere, sikrere og rimeligere produkter og løsninger enn det vi kan tilby.

I faser med store omstillinger handler det ikke om hva hver enkelt har bidratt med i alle år, det handler om hva hver enkelt kan bidra med i årene som kommer. Erfaring er viktig, ikke bare kunnskap. Men mest av alt er aktuell kunnskap det som teller mest. En ting til som heldigvis teller, er hvem du faktisk er. Før var veldig mye basert på lojalitet, mens det nå også er viktig med fleksibilitet.

I tillegg må vi inneha et DNA med vår kultur, vår tolkning av integritet, i tillegg til at vi alle må ha en klar mening og opplevelse av hva vi er tuftet på, nemlig vår visjon og verdier. I artikkelen til Sven Mollekleiv sier han det så fint, «Proud People Perform».

Lojalitet og engasjement Til slutt et lite hjertesukk når det gjelder tillitsapparatet og verneorganisasjonen i DNV GL Norge. Det kan hende det har vært mange tilfeldigheter som har gjort at mange tillitsvalgte og verneombud, inkludert hovedverneombudet, har vært tatt ut i omstillinger. Dette rokker ved den nordiske modellen vi har bygget opp gjennom mange år. Vi trenger medlemmenes støtte for å bevare VEFF som i over 40 år har ivaretatt organiserte i DNV GL. Uten dere er vi ikke sterke, og vi kan heller ikke påvirke hvis vi ikke er mange nok. Alle bør reflektere over fremtiden til VEFF. Skal VEFF bestå kan ikke ledelsen trekke ut pluggen i verneorganisasjonene eller i tillitsvalgtsystemene. Vi er her kun for ansatte i DNV GL. Derfor takker Styret i VEFF dere og deg for din støtte og lojalitet samt din vilje og tro på at vi sammen kan ivareta dine interesser. Jeg er stolt av å lede VEFF – og vil alltid gjøre mitt ytterste, i enhver anledning for et fellesskap som skal oppleves rettferdig. Jeg jobber hver dag for at du skal bli sett og ivaretatt. //

© iStock

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I EWC I

NEW EUROPEAN WORK COUNCIL AGREEMENT

– a milestone for European cooperation!

A milestone for European cooperation between DNV GL management and employee representatives was achieved on September 28, 2016: a new DNV GL European Work Council (DNV GL EWC) agreement was signed, establishing a new platform for cooperation with DNV GL management at the European level. This is a major achievement that should be celebrated, but the event has passed without much publicity!

TEXT: ANGELA MARIE MILLER The whole purpose of this agreement is to promote open, honest and meaningful dialog between DNV GL management and the employee representatives here in Europe. Through meaningful consultation with DNV GL’s employee representatives, management will be able to make good, well informed and effective decisions for the well-being of the company and its employees.

Sounds like a great idea and simple enough? Well, the process of getting consensus between all country rep-

resentatives within the European Economic Area (EEA) and DNV GL management has taken quite some time and effort for all parties. Negotiations between the European employees and DNV GL management began on April 13–14, 2015 in Høvik, Norway. At the time, there was quite a distance between both parties as represented by the Special Negotiation Body working committee (nine employee representatives) and DNV GL management, led by Cecile Heuch, Group CHRO. However, both parties persevered, working hard, showing a mutual respect and patience with each other’s views and the final “breakthrough” negotiations came during the summer of 2016. The agreement was finally signed on September 28, 2016, when all the 30 representatives of the

Special Negotiation Body present at the meeting and DNV GL management signed the new EWC agreement.

The existing DNV EWC and the European GL SE Works Council will continue to operate until the first meeting of the new EWC takes place. Elections and/or appointments to the new DNV GL EWC are taking place now in all countries in the EEA, and the first meeting is planned for January or latest February of 2017.

It was an achievement to have reached the necessary consensus for this agreement, and I am quite confident that our new agreement will give future employee representatives the forum and tools they need to continue a constructive and beneficial dialog with DNV GL management. //

Photo: Kari Ekwall

New DNV GL EWC agreement signed on 28 September 2016

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I DIGITAL XX I ASSETS I

Protecting our digital assets We are well into the digital age. The society and industries are transforming into new ways of life and new ways of doing business – enabled by digitalization and massive use of digital assets. DNV GL is not an exception. We are in the middle of a digital transformation concerning our way of working, relations with customers and partners, the society, and the way we do business. It’s about developing and securing our business of today – and tomorrow.

TEXT: PETTER MYRVANG, ARNFINN TØNNESSEN, RUNE TORHAUG

DNV GL delivers assurance and advisory services related particularly to assuring that assets are safe, however, a significant part of the company also works with process assurance.

The way safety has been assured and risk has been managed have, until now, taken place through physical surveys by humans. The knowledge gained through these multiple surveys has been synthesized by excellent engineers into rules and recommended practices that we have offered to the market. Moving forward digitally, surveys will increasingly be replaced by sensors, synthesis will increasingly be done by computers, and the recommended practices will we replaced by self-learning algorithms that we in turn can offer in the market as best practices.

THE BIGGEST ASSETS ARE OUR PEOPLE Through our expertise, integrity and trust, we serve customers and industries. Digital assets such as information, data, IT, systems and software are key enablers for us in doing so. Key decisions are being made based on informa-

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tion available. Hence, trust in information and digital assets is the key to enabling cost efficiency, effective business processes and closer relationship with customers. Thus, our behaviou r and handling of digital assets have great impact on the desired confidentiality, integrity and availability – and if we gain trust or not, vital for our business.

MOST DIGITAL ASSETS ARE NOW CONNECTED TO CYBER SPACE Internal IT systems, databases and information sources are available to employees from all over the world – also from home or other locations outside office premises and from mobile devices. People communicate actively with colleagues, customers and external relations through e-mail, social media, shared solutions and common environments. All these channels are available and facilitated through cyber space (internet), exposing our people and digital assets to new sets of opportunities and threats.

I XX I

DIGITAL THREATS – CYBER SECURITY Cyber security is about protecting digital assets. Protecting the availability, integrity and confidentiality of data, information and IT systems against attacks and threats.

Both intentional and un-intentional harm caused by threat actors in cyber space. It’s about using technologies, best practices and the competence and awareness of the organization to resist threats and attacks, and to manage ever-changing cyber risks we are facing in our daily business operations. A key dimension is to do a proper value assessment of information we are processing in the company and make sure that most sensitive, high value information is better protected than less sensitive information.

Our customers demand cyber security from us - Rune Torhaug, Director of Strategic IT

THE KEY LIES WITH THE EMPLOYEES Everyone is exposed to cyber threats, and the awareness in our organization is a key to resist any attack and to mitigate risks. Every colleague is important in the way we deal with and use digital assets. The chain is not stronger than its weakest link. Hence, there are several initiatives in DNV GL to improve and strengthen our abilities and capabilities to resist a wide range of cyber threats to our business. Business areas and corporate functions line up resources and personnel, and a growing number of people are now directly engaged and dedicated in fighting the cyber war protecting digital assets.

“This is a trend in several market segments, and in some areas we are losing out bids because we cannot demonstrate compliance with key standards and requirements in the area of information security.” Hence, DNV GL is now taking steps to secure our digital information assets by implementing the ISO 27001 standard. This is a foundation for the digitalization strategy, and every employee in the organization will have the

opportunity and obligation to contribute to the success of improving and modernizing the company. Cyber security has, through this initiative, both the board and top management attention, and it is natural that we take our own medicine and prepare for certification in the best possible way.

FIRST CERTIFICATES IN 2017 The ISO 27000 family of standards helps organizations keep information assets secure. The ISO 27001 standard focuses on implementing an Information Security Management System. DNV GL is now in the process of implementing this standard in parts of the organization.

“There are now three projects ongoing in DNV GL, each managed by the respective units. GSS IT is well underway.

Now BA Oil & Gas has started their implementation project and BA Energy is progressing with implementation in their SUS business in the United States. I am very pleased to see the great interaction and cooperation between the projects,” says Petter Myrvang, coordinator of the implementation projects and head of Enterprise & Information Risk Management in Oil & Gas Region Norway.

“The goal is to have the first parts of the organization certified by DEKRA, a competitor to BA Business Assurance, by 2nd quarter 2017. My role is to ensure that we make this as smooth as possible and that we have a close cooperation between the implementing units and DNV GL Group functions. We shall re-use whatever we can and share experiences as we go forward.”

Petter continues: “This is not only a concern for us in DNV GL. It is also a top priority in the industries we serve.

We have now established global cyber security services and offerings in all business areas through close cooperation efforts. I, myself, am also particularly occupied with the Oil & Gas industry and can observe growth in demand and new DNV GL external revenues in this area. Not only focusing on the “office side” side of the business dealing with traditional IT, we now also approach the operation technologies (OT) in the facilities and the process control domain. Traditionally isolated offshore facilities are now connected to the net! Based on this fact DNV GL has initiated a JIP (joint industry project) to establish a recommended practice for how to approach cyber security for online oil & gas facilities and operations.

This is exciting! And we are cooperating with leading oil & © iStock

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I DIGITAL XX I ASSETS I

During the past years, DNV GL has increasingly been exposed to various kinds of fraud and attack attempts – with increasing sophistication levels – Arnfinn Tønnessen, Corporate Security Officer

FRAUD AND ATTACK ATTEMTS These fraud and attack attempts have in common that emails most often is the main attack vector. Fairly often the attackers and fraudsters have done their “homework” about DNV GL, they use the information they gathered to make their fraud attempt appear more genuine. They will typically know in detail who have various functions in DNV GL for instance in Finance (including recent changes), and might also know other details such as the correct external Legal company involved in Mergers and Acquisitions (M&A). We know that the attackers use LinkedIn actively to pick up on changes in roles, i.e.

DNV GL colleagues with recent new roles (that was visible on LinkedIn) have been exposed to attacks that used the new role as one of the inputs to the fraud attempt.

Fraudsters and attackers will also follow the travel pattern of members in the EC and use recent visits to a specific location,

EXAMPLE 1: FINANCIAL FRAUD ATTEMPT – SPOOFED EMAIL “SECRET ACQUISITION” Malware by email attachment – or “url” in email to get user credentials Malware (computer virus) continues to be a challenge – attackers – send malware by attachments or by “active links”, and it can sometimes be difficult to determine whether or not an attachment or “url” in a link is a genuine request or an attacker who is “disguising” in an “invoice” or an invitation to a seminar.

EXAMPLE 2: MALWARE (COMPUTER VIRUS) SENT BY WORD ATTACHMENT The attackers also increasingly are trying to get DNV GL users to “enter” their user credentials into various seemingly genuine web pages, for instance One Drive, an Adobe pdf document encrypted, etc.

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for instance to send a “spoofed” email, misusing the name of a EC member who recently have visited a location and thus seemingly send a “follow up” email about a financial matter after the “visit”.

The fraudsters also have the capacity to “fake” caller identity on the phone, thus for the DNV GL colleague it could “look like” there is somebody calling from the switchboard at Høvik, or from a legitimate number of an external legal company. (Such a capacity to fake “caller identify” on the phone has also been used in fraud attempts in order to increase the “credibility” of the fraud attempts.)

Social engineering – “Spoofing” – “secret acquisition” Fraudsters often “impersonate” (with so-called spoofing) another DNV GL colleague, for instance a senior management representative – and “seemingly” asks a DNV GL colleague with financial function

I XX I

gas operators and system vendors. The authorities are also involved. We believe DNV GL can make a difference in this growing important area and take a leading role and position in cyber security in all our business areas. But, first of all, we need to protect ourselves – against daily threats that seem harmless and that may be hidden in your email inbox.v THE GLOBAL DATA PROTECTION OFFICER ROLE Another important dimension of protection the information we handle at DNV GL – with a special focus on personal data and data privacy issues – is the role of Ingvild Risvik Mauritz in her role as the Global Data Protection Officer (GDPO).

to initiate a money transfer, for instance related to a very “secret acquisition” attempt.

What can You do? ¨Our competent and security aware colleagues remains a primary defence for DNV GL in combating these attack and fraud attempts, and please note that DNV GL have made changes to financial routines to bolster our defences towards such attempts. (see for instance: https://intranet.dnvgl.com/news/global/Pages/Aggressivefraud-ongoing-using-fake-identities-of-DNV-GL-senior-managers.aspx) If in doubt, do not click links or open attachments We must continue to be very critical and sceptical towards emails that seem to be a bit unusual.

The GDPO role is involved to ensure that DNV GL has compliant handling and the necessary protection of personal data when introducing new/changed processes/applications of data processing. Furthermore during security breach incidents such as for examples illustrated here the DNV GL employee affected (and their line manager), together with GSS IT security specialists and the GDPO and the Corporate Security functions teams up to assess what has happened, minimise the risk of further problems, work on return to normal as well as implementing improvement measures on the affected systems to make it a bit more difficult for the next attackers to succeed. //

When you receive a strange request by email, you can contact 8989 to get their advice, and/or contact the sender by other means, for instance by Lync for business or by phone to check and verify that the sender actually sent you the strange email.

What if you have been compromised?

If you click a link or open an attachment that you should not have done, or for some other reason are concerned that your hardware (laptop / phone / pad) or user account have been compromised, please contact 8989 as soon as possible and use their assistance to do a password change. You should also disconnect compromised hardware from internet connection, in order to prevent any further information loss.

EXAMPLE 3: ATTACK ATTEMPT BY EMAIL An url link tries to fool DNV GL employees to enter their username and password, and then take over the email account of the DNV GL employee. “One drive”, google docs, or “secure” Adobe document.

We have seen examples in which the attackers after gaining full control of the email of a DNV GL employee are on the “inside” for an extensive period before they for instance see the opportunity or initiating a financial fraud attempt, by sending a “genuine” email from a hijacked email account.

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I DIGITAL XX I ASSETS I

We shape our tools, and thereafter our tools shape us – J Culkin That is exactly what is happening to DNV GL and the industries we serve. We are subject to significant changes in the way business is conducted – and the people change with it. Increasingly, firms interact digitally and share parts of their value eco systems. Physical distance is reduced by the cloud paradigm, and accessibility to key competencies is greatly improved by presence-aware collaboration systems.

TEXT: VIGDIS RENGÅRD

DNV GL shall move towards a “digital, agile and efficient future”. The digital transformation will be a huge challenge to our company, our suppliers and our customers.

Even before the new strategy was formed, and especially after it was laid out, GSS IT has worked methodically and zealously with the Business Areas and our markets as well as vendors and partners to establish the fit-for-purpose digital approach. The Business Areas have handed over their digital road maps, and together with input from the other sources, they form the basis for the positions we have taken.

Going forward on the digital road involves both redefining the competences and introducing new technologies and concepts resulting in new ways of working.

VALUE CREATION IN A NETWORKED ECONOMY The networked economy occurs when services and products are created and value added through social networks operating on a large or global scale. Platforms play a crucial role in networked economies. A platform provides the business with a foundation where resources come together to create value for all parties.

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As an integrated industry company, DNV GL has one common IT platform – The VerIT Enterprise – to accommodate cross-business area collaboration in a global context. The term platform in this context is not limited to IT infrastructure, but also includes all business support and production systems and services provided on top of the infrastructure. Customer facing portals – such as our My DNV GL – and the connective tissue gluing the systems together (both data and information model) is also a part of the platform.

Looking forward, it is predicted that the platform business will account for 25% of all economies by 2020. It is essential that DNV GL is part of this journey.

Standard Setting Organizations (SSO) facilitate members in reaching agreements over common standards. DNV GL holds a standard setting position within several industries, e.g. the Maritime and Oil & Gas industries. In these industries, DNV GL provides a hub for members, customers, partners, authorities and regulators to utilize in joint value creation.

SSOs have been responsible for a significant amount of economic growth and technology development in the past several decades. We believe the standard setting role represents a huge value to DNV GL when going digital.

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© DNV GL

Elling Rishoff, Director of GSS IT

Rupal Mathisen, Global HR Manager for GSS IT.

NEW ERA OF COMPUTING/ADAPTING TO A NEW REALITY The way we have defined the new era of computing consisting of four pillars: cloud paradigm, DevOps/Bimodal, micro services/post app era and container technologies. We will dive into the first two pillars.

DNV GL has decided to pursue the hybrid IT service delivery model, with cloud offerings delivered from public cloud service providers that demonstrate industry standard security and compliance level at competitive cost levels. This will complement IT services delivered from own data centres.

Our partner for hybrid cloud is Microsoft Azure, providing a wide range of cloud services. It enables a seamless integration between our VerIT platform and public cloud. In practical terms, this means that we can leverage on-premise capabilities and capacities in combination with public cloud within the same secure environment.

Bimodal IT is the practice of managing two separate, coherent modes of IT delivery, one focused on stability and the other on agility. Mode 1 is traditional and sequential, emphasizing safety and accuracy. Mode 2 is exploratory and nonlinear, emphasizing agility and speed. The key success factor for any organization with ambitions towards digital business is to manage the interface between the two modes.

GSS IT has been running bimodal IT for some time and has decided that the following initiatives: My DNV GL, Business Assurance Next Generation Production System and ECO Insight, which will set the agenda going bimodal.

The Business Assurance Next Generation Production System (NGPS) will consist of several separate user applications and customer facing applications tailored to specific needs in the Business Assurance end-to-end processes. These applications will interact with each other and the wider DNV GL application landscape through a set of managed APIs (Application Programming Interfaces). These managed APIs will be an essential part of the VerIT Enterprise Bimodal architecture.

The same logic is equally true for planned and upcoming initiatives from other parts of the company. The VerIT Enterprise Bimodal Platform is a prerequisite for the timely realization of new business capabilities and to deliver on the DNV GL strategy for an efficient, agile and digital future.

DevOps way of working has the ambition of dramatically reducing the time from development to production of a new application feature. The aim is typically to move from months between releases to days, and in some cases, hours. The core QA philosophy is that deploying small changes to production often will reduce complexity, reduce number of errors and

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reduce the time spent and cost of quality assurance. The accelerating pace of digital business requires these new ways of working for the enterprise IT organization.

In this case, ECO Insight is our role model and it is by now running like a well-tuned machine from product conception to development to sales and implementation. Key success criteria have been: cross functional product/service team (one team), close collaboration and common goals, use of DevOps methodologies, building on the VerIT Enterprise Hybrid Cloud, predictable frame conditions and continuous learnings.

DIGITAL ALGORITHMS Digital algorithms are at the core of customers’ value generation process in the digital era. It is not only the amount of data we collect that matters, but how we utilize the data.

DNV GL, representing a long technical tradition of developing risk technologies, sits with an impressive number of algorithms.

When gaining more and more data, we can, by using algorithms more efficiently than in the past, develop new insight and develop new services and products.

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Machine learning techniques and tools are now available for DNV GL and our competitors alike. DNV GL’s historic data archive provides a competitive edge in machine learning and the development of smart algorithms. These information archives should be catalogued, quality assured, digitized and protected.

NEW COMPETENCE MIX “The need for a new competence mix to realize our digital ambitions is obvious,” says Rupal Mathisen, Global HR Manager for GSS IT. GSS IT management has identified key areas (roadmaps) where we need to strengthen and build new competence and capacity to deliver and operate the VerIT Enterprise Bimodal Platform. Within these key areas, GSS IT is developing capabilities in cloud and information architecture, user experience/design thinking, mobility, software development, machine learning, data ingestion, security, privacy and data risk management.

The boundaries between GSS IT and the rest of the business

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will naturally become blurred, where GSS IT resources will be engaged and part of a networked economy, delivering business to DNV GL customers.

Building capacity will be achieved primarily through a combination of re/upskilling of current staff, recruitment of employees and using time limited external capacity. Partnerships and possible acquisition of start-ups are also options to get access to the right competencies accelerating the transformation.

The way forward is to adapt to a digital mindset, redefine our relationship with our customers and put digital at the heart of the business, says Elling Rishoff, Director of GSS IT. IT has been an integral part of our working life for ‘ages’, but there seems to be little doubt that we could obtain more mileage out of the options made increasingly available to us.

Important elements in a competitive environment like ours encompass close collaboration, ability and attitude to share.

Such sharing amongst our competent resources should provide us with opportunities to consolidate services and improve deliverables to our clients in a manner second to none. The ‘name of the game’ is to adopt the commercial and digitized mindset and spirit of e.g. Uber, Airbnb and the likes – by bridging across DNV GL units to strengthen our competitiveness.

Ongoing enhancements in tapping into our IT infrastructure provide us with an ideal tool for sharing and improving each and everyone’s ability to deliver. //

FINAL REMARK Digital business is not optional! According to Gartner’s Digital to the core, three key external forces will force us to act: Resolution revolution (all industry assets will be equipped with sensors), boundary blurring (industry boundaries about to be weakened) and finally compound uncertainty (key misaligned uncertainties: technology, culture and regulations).

The 2016 Gartner CIO Agenda Survey reveals that leading businesses must shift to platform thinking in terms of their business models, delivery mechanisms, talent and leadership, to survive and thrive.

GSS IT FACTS 400 +/– permanent employees Across 22 countries Main centres: Høvik, Gdynia, Shanghai,

Hamburg, Arnhem, Houston Global VerIT Enterprise Platform Global Operating Model since 2008 We use the concept of virtual global teams to effectively provide global services and cover time zones Provide SLA common services, SLA BA specific services (e.g., NPS support) Deliver own market/advisory/CAPEX services and projects with Group and BAs (e.g ECO Insight, My DNV GL) Acquiring and transforming competence to realize DNV GL’s digital ambitions (e.g. in the areas of data ingestion, cloud architecture, UX design and data analytics) GSS IT is on a journey adapting to DevOps and Bimodal practices DNV GL has a hybrid cloud platform (combination of own data centres/private cloud and public clouds) Microsoft with Office365 and Azure is our strategic cloud provider Solid PEP results year on year: 80% of staff answer favourably that they are improving ways of working towards our customers by being more digitalized (20% higher than rest of DNV GL PEP results) GSS IT to implement ISO 27001. The ISO 27001 certificate is expected to be issued by Dekra Q2, 2017

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Catching up with Sven Mollekleiv VEFF magazine editor Nina Ivarsen grasped the opportunity to catch up with Sven Mollekleiv, Senior Vice President, to gain insight into the man behind the name, what motivated him to join DNV GL, and his role as Ombudsman.

TEXT: NINA IVARSEN

© DNV GL

Sven Mollekleiv joined DNV GL in 2001, after serving as Secretary General in the Norwegian Red Cross. Fifteen years later, he is very much recognised as a leader and champion of sustainability and responsible corporate behaviour. He often acts as spokesperson and boldly articulates the profound challenges and opportunities ahead, and is well known for his mantra, “business cannot succeed in a society that fails”.

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BUT FIRST, WHO IS THE MAN SVEN MOLLEKLEIV? I am married and have three daughters.

It has taught me the importance of diversity and the importance of respect, and understanding how important it is to invest in women. Guys may go to war, but women also take responsibility. In countries such as Somalia, Afghanistan and Syria, I have seen with my own eyes how strong women are and what

is needed to achieve competence and development.

WHAT IS IMPORTANT FOR YOU? I am a value-based person who likes to create value with others. I have an interest in research, development, people and internationalization. Developing all employees and teams particularly inspires and motivates me. Also, I am result-oriented and respects values in

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various fields, for instance, university structures, sports and, of course, the Red Cross and DNV GL. Ultimately, it all boils down to people and how we can best develop each employee. Competence management is more to do with operational management. Both are key to taking care of our people, supporting and developing them.

WHAT WERE YOU LIKE AS A KID? I developed as a person under the strong influence of two forces – one was my mother who was generous and accommodating by nature. She treated all people on the same basis, and gave everyone a chance. She remembered everyone and had friends in all types of environments. She taught me what human dignity and equality in practice is all about. I very much looked up to her and what she stood for.

My second major influence is my father who is action-oriented. He has influenced me greatly by challenging and encouraging me to attend events, often breaking boundaries, and in doing so helped develop me as a person. Someone who had to take responsibility and be independent, just as the action-oriented submarine officer. When I managed to become independent, I thanked him for that, even though there have been times when we occasionally

HAVE YOU SERVED IN THE MILITARY? Yes, I served as the elected representative for the soldiers in the King’s Guards in the military. It was my task to challenge and to cooperate with management at the time.

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WHAT DO YOU THINK ABOUT PRIME MINISTER ERNA SOLBERG’S VIEW ON THE WORKPLACE, AND THE NEED FOR MORE FEMALE MANAGERS? Erna Solberg raises the question of equality in a country that claims to be democratic and based on equality. That in itself is exciting, and I agree with her that many resources are lost because they are not given equal opportunities.

There are many old and established structures that prevent women achieving higher positions and developing their expertise. It is important that the Prime Minister challenges this, and it is my opinion that we could be better at exploiting female resources here at DNV GL as well. Many talented women have left DNV GL because they felt they were not considered equally good enough in recruitment processes.

disagree and have strong arguments.

That’s part of becoming independent, and it’s evolved into a good and respectful relationship.

WHEN DID YOU START WORKING FOR DNV GL, AND WHAT WAS YOUR MOTIVATION FOR TAKING UP A NEW POSITION? Prior to joining DNV GL (formerly DNV) in 2001, I was the Secretary General of the Norwegian Red Cross for the period 1991–2001.The main reason why I accepted the offer to become the Group HR director was the purpose of safeguarding life, property and the environment – an extension of what I believe is important in all contexts. Another reason was the people, the expertise of the employees. Knowledge sharing is a great motivator, and this, coupled with the culture within DNV, made me feel I could contribute to developing new skills to help tackle some of the major challenges the world faces. The third reason that motivated me was that DNV was an independent foundation with extensive international interests. I have always been internationally oriented as i find it both exciting and motivating. I was appointed by the former CEO Helge Midttun, a few months prior to his departure due to integrity issues.

I was totally unaware of the matter when I was asked to join DNV. After

the unrest, Miklos Konkoly-Thege took over as CEO. It was an unsettling time to see that this incredibly exciting company, with the values and visions that I held so highly, came in the international spotlight for the wrong reasons. It was a reminder that we had to make certain that we lived our values or “walk the talk and live the values” as it’s sometimes referred to. I had been so incredibly impressed by how the outside world looked upon and experienced DNV, but the integrity case served to remind us how vulnerable the organisation is when one of us can overturn the positive impression through his or her actions.

Our ability to build trust and confidence is vitally important in everything we do. If we lose the trust and confidence of our stakeholders, we become extremely vulnerable.

WHAT DID YOU DO AFTER YOUR TIME AS HR DIRECTOR? I took up a new position to drive and further develop DNV’s corporate social responsibility, which included representation in the World Business Council for Sustainable Development.

DNV GL actively supports several national and international initiatives and associations that focus on sustainable development and the role of business in society. Back then, we prepared the 10th principle of the UN Global Compact (written by Bente Pretlove) and were asked to represent DNV relative to the many different ‘transparency’ initiatives. We chose to sign the UN Global Compact agreement and, in doing so, we could no longer just recommend to follow the principles. We had to look at ourselves in the mirror and follow the principles ourselves, and that included the establishment of an Ombudsman system.

DID YOU SEE YOURSELF AS THE NATURAL CHOICE AS DNV’S OMBUDSMAN? There was an open discussion about who should be the Ombudsman. It was not given that this should be a HR or legal person. It was, however, essential that the person taking up the role should be trusted with the utmost confidentiality.

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It was when the CEO, chairperson of VEFF and the EWC emphasised the importance of the Ombudsman being a person with trust and confidence, and I was asked to fill the role, that I accepted.

I took on the role with a great deal of humility and respect. This was after a time when DNV management realised that corporate responsibility was important and had to be in place in order to be sustainable. Indeed, how we all perform our business every day is essential, and as such the Ombudsman strives to instil a ‘beyond compliance’ mindset.

DNV management understood that that we did not only do what we had to do, but we did the right thing to do. This was a response to future expectations and not just what is required by law. This was my understanding of the Ombudsman role and laid the basis of important work for years to come.

Looking back, there have been changes, for instance, when it concerns corruption. Fourteen years ago one got tax credits, now one will get hit by international law. Further, it is not the employee alone who bears the burden.

We are all responsible. Indeed, the management has a special responsibility.

The employee shall not be affected – unless he or she is directly involved. The Ombudsman represents a safety valve for employees reporting that something is wrong and in cases that are not handled through the normal line management route.

The Ombudsman is a truly independent role – one that instils confidence in the sense that one will not be hit in the line if one was a “whistle blower”.

In fact, the Ombudsman could bypass the CEO and go directly to the chair, if deemed necessary.

The Enron collapse is often referred to in relation to fraud and corruption cases. It was at a time when ‘everyone’ wanted to do business with the company, but the CEO and five managers did not live according to company values.

A female in the line raised concerns but was told to ‘keep quiet’. If she had an Ombudsman to go to, he or she, in turn, could have gone to the Chairman, and perhaps the company could have avoided the turmoil and subsequent collapse.

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Certainly, the role of Ombudsman has evolved and is about strengthening the company’s trust and integrity by taking whistle blowers seriously. All employee voices should be respected. When an individual employee sees company values being compromised in daily business, they should have the chance to convey this through the Ombudsman, who, in turn, can safeguard the company’s reputation and brand.

In summary, the Ombudsman role has three main functions: 1. Try to hinder violations of company values and prevent integrity issues.

This is done by being a trusted advisor and partner with employees and managers in all business areas globally. It is not easy to be open about dilemmas. When faced with a dilemma, ask what is wise to do.

2. When situations arise, it is important to raise the issue in the line. This is where the challenges will often be solved with the support of HR.

This includes HR issues in the line, since some cases, such as wages, are not relevant for the Ombudsman.

However, cases involving discrimination, fraud and corruption are matters that should be taken up with the Ombudsman.

3. The role also includes the handling of integrity cases. The Ombudsman aims to find all the involved parties’ rights and obligations which must be safeguarded. It is therefore important that the function is understood, defended and strengthened.

THE WAY FORWARD – HOW DO YOU SEE IT? After 13 years as Ombudsman, I will do my utmost to ensure a smooth transition of responsibilities to the new Ombudswoman, Helene Berge Holm. I still consider it a privilege to continue working in DNV GL. The vision and values are still a motivating factor for me to go to work, as they are for many others here

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© DNV GL

YOUR THOUGHTS ON THE CODE OF CONDUCT AND CARING ABOUT EACH OTHER We in DNV GL must be strengthened.

It is about caring for each other. It’s about seeing, acknowledging each other and allowing resources the chance to develop. And it’s also about brave leadership. The driver must be, how can ‘we’ at DNV GL succeed – not just about

short-sighted ‘me’ mindsets.

Put in a simple but strong, direct way: leadership is about cultural development, and the ability to create a culture within a company that brings the best out of the resources to achieve the company purpose. With this in mind, I strongly urge all managers to preserve the best of our culture and strengthen it to show that the company’s value is its staff.

Expertise and values are also important elements. ‘Proud people perform’ is a well known phrase, we feel the pride, we stand for something, we deliver all to get to share this pride.

I am also proud of the company values.

They bind us together. We must also take care of these values and respect our heritage. If we do not live our values, towards employees and customers, we blemish our pride and heritage.

WHAT WILL YOUR MOTHER HAVE SAID ABOUT THE WORLD WE LIVE IN? My mother would have been very pleased that hundreds of millions have been lifted out of poverty, clean water is flowing, and that child mortality has fallen dramatically. She would have been incredibly sad that many people are injured, killed and forced to flee from their homes. That so many live in fear – it would have worried her intensely and she would have asked what we could do about it; how can DNV GL contribute through its sustainability efforts? For sure she would be encouraging us to push for more sustainability to help save lives, property and the environment.

And she would cheer for us every single day! //

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at DNV GL. Based on my broad experience and extensive network, I feel I can help DNV GL going forward, especially in terms of identifying, assessing and managing risk. Also, my experience of real-life conflicts of war and natural disasters means I can contribute to helping DNV GL handle challenges relating to, for example, downsizing due to the market downturn. Restructuring processes can be stressful, and we must always ensure that we treat people with care in such challenging times.

Also, it is important to add that VEFF and GEF have a vital role in such challenging times. The line union, strong voice and commitment from staff are integral to the company’s success. Further, I believe that those who see the union as a ‘hassle’ have really misunderstood its purpose and do not understand that unions are, in fact, a vital tool for safeguarding work. I really mean that as I’ve seen unions, in many instances, make powerful impacts with a strong

and constructive voice that helps define and bind loyalty to company values.

The second part of the way forward involves an emphasis on the business side. I look forward to working together with the business areas and customers to look for opportunities in the fast-changing environments we are facing, while striving for sustainable business. This work will involve important contributions to the Global Opportunity Report, the Spaceship Earth Report and the Impact Assessment for the U.N. Global Compact. The sustainability focus is an important part of the business strategy development for DNV GL. We must find ways to reach the 17 sustainability development goals. We see opportunities to do it in a profitable, smart and green way – and in doing so, we live up to DNV GL’s purpose and vision.

There are some big questions we should be asking and addressing, such as: What is sustainability? What does the Paris agreement mean for business? How will the 17 SDGs impact future business?

Will technology innovation play a big role in the global economy in the years to come? Do we need more collaboration between businesses, academia and the public sectors to achieve a safe and sustainable future? Kofi Annan has said, “there will be no sustainable development without business on the team.”

Long trusted for its independence and integrity, DNV GL has the unique expertise and ability to help its customers and stakeholders going forward.

We are in a strong position to assist them by dealing with their challenges and enable them to become safer, smarter and greener. DNV GL’s third-party role must be protected, also when we are developing and carrying out work in a consultancy capacity.

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I THE XX I SUSTAINABLE DEVELOPMENT GOALS I

THE SUSTAINABLE DEVELOPMENT GOALS:

What do they mean for us?

What would you have said a year ago if I predicted that 2016 would bring along Brexit, the Paris Agreement entering into force, and the President-elect of the US intending to withdraw from the Trans-Pacific Partnership? Or if I told you that all the 193 members of the United Nations would agree to Sustainable Development Goals, and that these were to be acted upon by businesses big time this year?

TEXT: METTE VÅGNES ERIKSEN, GROUP SUSTAINABILITY MANAGER

Well, it turns out the predictions were spot on and much attention has been given to these events. I will pick up on the new Sustainable Development Goals, known as the SDGs, and try to explain what they mean for DNV GL and our employees.

We live in unpredictable times with a lot to lose – and a lot to win. Put simply, these global goals address the big issues impacting our planet and society at large, and intend to guide global businesses in their efforts to address the issues and promote sustainable development.

The 17 SDGs connect with our hearts and minds. I dare you to go big in your next dialogue with your customer, and I bet you will discover that the SDGs will prove to be a framework ready for businesses to act on. For the companies of tomorrow, business models and the Sustainable Development Goals are natural parts of the same discussion. This is great news for DNV GL. With our purpose of ‘Safeguarding life, property and the environment’ and our vision of a ‘Global impact for a safe and sustainable future’, we welcome the global Sustainable Development Goals that came into force in January 2016.

Indeed, in some ways, the 17 SDGs articulate our own vision and provide

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flesh to the bone as regards our motto ‘Safer, Smarter, Greener’.

WHAT ARE THE SDGS? The Sustainable Development Goals are part of an intergovernmental agreement which was unanimously adopted

by the 193 member states of the United Nations in 2015. These global goals constitute the road­map we need to follow for all people to prosper on our one planet. The map sets out 17 global goals with 169 targets covering a broad range of sustainable development issues.

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The SDGs make us more relevant than ever, but also pave the ground for competitors providing sustainable solutions.

The 17 goals provide a global framework for action and governments, organizations and individuals everywhere are indeed starting to act. In the current disruptive, rapidly-evolving environment for business, the global goals provide a clear framework to structure sustainability

efforts for the public and private sectors and for civil society. The SDGs present new topics for innovation and growth in new markets, turning the world’s greatest challenges into opportunities.

WHAT DO THE GOALS MEAN FOR OUR BUSINESS? The SDGs indicate market trends, driven by both regulations and consumers demand. Our customers across segments and markets are influenced by these expectations, and as always there are leaders and laggards.

As our Board of Directors stated in our Annual Report 2015, we have strong market positions related to the Sustainable Development Goals 7, 9 and 13 and we pursue growth opportunities for the global goals 3, 12 and 14.

17 global goals 169 targets 169 countries 2016 start 2030 deadline

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DNV GL market positions: • SDG 7: Affordable and clean energy • SDG 9: Industry, innovation and infrastructure • SDG 13: Climate action • SDG 3: Good health and well-being • SDG 12: Responsible consumption and production • SDG 14: Life below water Other examples of how we can grow our business in line with the SDGs, include our proud history and strong brand in the maritime and offshore sectors, which put us ahead of the competition for business below water, i.e. in the ocean space.

Further, our strong customer base in the food & beverage sector and our ambitions in life sciences address the global goals for no hunger, good health and well-being directly.

It’s up to us to use the momentum of the Sustainable Development Goals to position our capabilities and innovate our service offerings to meet the market demand. As customers and customers’ customers are interested in what they

should do with these goals, we also have a great opportunity to partner closer with other businesses and stakeholders.

In connection with our report ‘Future of Spaceship Earth, Business Frontiers’, we have engaged with 17 leading companies to forecast and assess the world’s likelihood of meeting the SDGs by 2030.

We also showcase 17 business solutions for sustainable development, one from each of the participating companies, all UN Global Compact members, namely Tata, Danone, HiTechnologies, ARM, Symantec, Grundfos, SolarWorld, NYK, Hydro, Safaricom, Siemens, Marks & Spencer, Iberdrola, Cermaq, APP, Calvert Investments and Unilever.

The report, the forecast data and calculations, video, images, infographics and other material are available on the project site Future of Spaceship Earth on DNVGL.com Key conclusions from this work are: 1. None of the Sustainable Development Goals will be met in all regions of the world

2. The world is making progress towards most of the global goals 3. The progress is not fair enough 4. The transition from fossil fuels to clean energy will not be fast enough 5. The energy demand will level off 6. Lack of climate action is a showstopper 7. Business is ready to take the extraordinary action needed to prove our assessment wrong, demonstrating –– Optimism for solutions –– Power of connectedness across the value chain –– What people want, hence ability to meet future demand What seems to be a shift from regulatory compliance to consumer demand, brings new business opportunities also for us, going from managing trade-offs between society and business success, towards a positive relationship that creates customer value through solving societal needs.

Top left: DNV GL CEO Remi Eriksen and DNV GL Project Director Sverre Alvik.

Top right: Cermaq Head of Sustainability Wenche Grønbrekk.

© Lotte Børnick-Sørhaug

© GSS

Bottom left: Siemens Communications Director Gry Rohde Nordhus, Finance Norway CEO Idar Kreutzer, Grundfos Social Responsibility Director Pia Yasuko Rask, WWF CEO Nina Jensen, Norway Shipowners’ Association CEO Sturla Henriksen and EAT CEO Gunhild Stordalen.

Bottom right: DNV GL SVP Sustainability Sven Mollekleiv and Norway Minister of Climate and the Environment Vidar Helgesen.

All at the launch of Future of Spaceship Earth at the Oslo Opera.

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© GSS

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With our close interactions with both the fossil and renewables industries, we are in the sweet spot for the ongoing energy transition. © Mette Eriksen

UN GLobal Compact CEO Lise Kingo, Norway Prime Minister Erna Solberg and DNV GL CEO Remi Eriksen, at the launch of the Future of Spaceship Earth report at the UN Headquarters.

WHAT CAN DNV GL DO INTERNALLY? Apart from the business opportunities, I am often asked what do we do to pursue the goals ourselves? Answered simply, sustainable development also comes from within. The SDGs provide a new framework for how to strengthen our company culture that serves to address the bigger issues in society. As collea­ gues, we shape the way our com­pany lives our purpose, vision and values.

Some of the SDGs have a clear internal relevance and include: DNV GL company culture People: • SDG 3: Good health and well-being • SDG 5: Gender equality • SDG 8: Decent work and economic growth • SDG 10: Reduced inequalities Planet: • SDG 13: Climate action • SDG 12: Responsible consumption and production Clearly, we have been working for the safety and integrity of our people since the early days. Our policies, training and leadership expectations are in place for us to score high on the SDG “ranking”.

As always, the proof of the pudding lies in the eating. How we behave a normal day at work, in good and bad times, define who we are.

For instance, consider SDG 5: “Achieve gender equality and empower all women and girls.” We have very close to equal pay for equal work in our company, but we only have 22% female managers and 31% female employees. Enhancing diversity will require actions, both in broad recruitment and in the selection of managers. The rewards of treating men and women equally are more innovation, more business and more happiness. It’s a win-win for everybody, not a zero-sum game.

Also, safeguarding the environment sits in our spine. We have unique competence on environmental risk management and environment-friendly technologies, as well as on climate resilience. We have helped many customers improve environmental performance and many of us work for this company partly for this reason.

So, for us, the SDG 13: “Take urgent action to combat climate change and its impacts” comes naturally. This goal addresses a critical success factor for sustainable development, as economic and social growth is hard to achieve if global warming is not controlled. Our Group Strategy clearly states that DNV GL shall take measures to become carbon neutral in relation to office buildings and travel activity. As stated in our Annual Report 2015, this will require actions that reduce costs such as energy efficiency and digital meetings, but also actions

that increase costs, including modifications and off-setting. The rewards of taking climate action are both here and now, like, for instance, better reputation, but also enabling a future-fit business model – and giving us a clear conscience when we look our children in the eye.

WHAT CAN YOU DO? Sharing is caring, so I encourage you to be curious in terms of how to use the SDGs to improve our culture and our business, by continuing the dialogue on Sustainability on Yammer and by living our values: Our purpose To safeguard life, property and the environment Our vision Global impact for a safe and sustainable future Our values • We build trust and confidence • We never compromise on quality or integrity • We are committed to teamwork and innovation • We care for our customers and each other • We embrace change and deliver results //

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I XX THEI ICE BATHERS I

The ice bathers!

Sverre, Audun and Arnfinn bike to work from respectively Vettre, Kirkerud and Haslum.

These fit men bathe on every weekday of the year. We ask whether they are ever tempted to skip a day? The answer is an unanimous NO! It’s a perfect way to start the day, and one they don’t want to miss.

TEXT: LIN B. KARSTEN

Ice bathing started after a day in the fall when they decided to swim, throwing themselves into the water – only to discover that the bathing ladder had disappeared. This resulted in a longer swim than planned – in cold water. After referring to HSE, the ladder was soon replaced. Bathing was fun, and they “just had to” continue. Never finding a good point of time to end the bathing season, it has become something they do all year round.

On the last Friday before Christmas they arrange the Christmas Guild, with Sverre Grøthe as the driving force of this fellowship. He bikes from Vettre with a sack of thermoses filled with mulled wine and some cans of gingerbread. The sack also contains torches. In addition, he arranges for the sauna to be heated by 6 o’clock. In 2015, the participants at the Christmas Guild numbered 25. The temperature can be highly variable in winter; one year the thermometer showed minus 16 degrees. Nevertheless, it is the tradition that everyone stays outside 10–15 minutes after bathing in swimwear,

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drinking mulled wine and eating gingerbread. The wisdom of wearing shoes should be noted.

Ice bathing has gained popularity during the past few years.

Our tough guys assume about ten more or less permanent ice bathers here at Høvik, and that they all bike or jog to work (or sometimes use other means – “It also happens that I go by roller skis,” says Sverre).

We ask if they only dabble, or whether they actually swim.

Audun says that his rule of thumb is one stroke per degree.

So when there is ice and they have to trample through it, the number of strokes naturally drops. Another fun fact: at one time, they managed to gauge minus 0.4 degrees in the water.

Several of those who bathe permanently year round also visits the gym before bathing.

The Christmas Guild got started in December 2004, when Sverre was at a job gathering in Oslo, and the topic of “morning baths” came up. Two associates promised that “tomorrow we will join in!” And so this nice tradition was established. A former DNV GL colleague (one of the two mentioned) at one time came all the way from Hamar to participate in the Christmas Guild! //

I ISBADERNE I

ISBADERNE! Sverre, Audun og Arnfinn sykler til jobb fra henholdsvis Vettre, Kirkerud og Haslum. Disse spreke mennene bader hver eneste ukedag året rundt. Vi spurte om de aldri blir fristet til å stå over?

Svaret var enstemmig nei! Det er en perfekt start på dagen som de ikke vil gå glipp av.

TEKST: LIN B. KARSTEN

//

Isbadingen kom i gang etter at de en høstdag bestemte seg for å bade og hev seg uti, for så å oppdage at trappa hadde forsvunnet. Dette resulterte i at det ble en lengre svømmetur enn planlagt – i kaldt vann. Med henvisning til HMS kom trappen sporenstreks på plass igjen. Badingen ga mersmak og dermed «måtte» de bare fortsette. Og da det ikke lenger var noe naturlig tidspunkt å avslutte badesesongen på, har dette blitt noe de gjør året rundt.

Siste fredag før jul arrangeres Julelauget, og det er Sverre Grøthe som er primus motor for dette lauget. Han sykler fra Vettre med sekken full av termoser fylt med gløgg samt noen bokser med pepperkaker. Med seg i sekken har han også fakler. I tillegg har han ringt og bedt noen om å sette på badstua i 6-tiden slik at den er varm når de er ferdige med å bade og drikke gløgg. I 2015 var 25 personer med på Julelauget.

Temperaturen kan som vi vet være meget varierende på vinteren. Ett år viste gradestokken –16. Allikevel er tradisjonen at alle står ute i 10–15 minutter etter at de har badet, i badetøy, og drikker gløgg og spiser pepperkaker. Det presiseres at det kan være lurt å ha på sko. Det har vært en stigende interesse for isbadingen de siste par årene, og de tøffe karene antar at det er omtrent ti mer eller mindre faste isbadere her på Høvik. De tror vel også at samtlige i denne gjengen sykler eller jogger til jobb (eller iblant benytter andre former – «det hender jo at jeg også tar rulleskia fatt», sier Sverre).

Vi spurte om de bare dypper seg eller om de faktisk svømmer. Da svarte Audun at han har en tommelfingerregel på ett tak pr. grad. Så når det er is, og de må tråkke gjennom isen, blir det naturlig nok ikke så mange svømmetak. En annen fun-fact er

at de har klart å måle –0,4 grader i vannet en gang.

Flere av de som bader fast året rundt tar seg også en tur i gymsalen og styrkerommet før de bader.

Julelauget kom i gang etter at Sverre for mange år siden (2004) var på en jobbsamling i Oslo, og samtalen kom inn på emnet morgen-bading. To kollegaer lovet at «i morgen er vi med!» Dette var i desember, og slik startet denne tradisjonen. Så hyggelig er denne tradisjonen at vi opplevde at en kollega som hadde sluttet i DNV GL (en av de to nevnte) et år kom hele veien fra Hamar for å få med seg Julelauget! //

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I INTERVIEW XX I WITH KARIN MONSEN I

MEET OUR NEW COUNTRY CHAIR

Karin Monsen In a recent interview with VEFF, Karin shares with us her background, interests and the reasons why she took the position as Country Chair for DNV GL Norway.

TEXT: LIN B. KARSTEN © DNV GL

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I INTERVIEW WITH KARIN MONSEN I XX I

TELL US A LITTLE ABOUT YOURSELF I am married, have three children and live in Bærum. I live a normal life style.

The children are 20, 18 and 12, all still living at home, but it is likely that the two oldest ones will leave home next summer. My oldest child, first considered joining the police, but now it seems she wants to study something in marketing and management, probably at the Business Institute in Oslo. My middle child is in college until next spring, and then it’s likely he will join the military.

WHAT ACADEMIC QUALIFICATIONS AND WORK EXPERIENCE DO YOU HAVE? I have a marketing and economics education. I studied Export Marketing at the NMH college, which is now a part of BI. My studies included placements in Barcelona and Madrid. I spoke Spanish back then, but one forgets quickly when one is not practicing and maintaining a foreign language. Otherwise, I have worked in several other companies before I joined DNV GL. Firstly, I worked three years at NPC, which was acquired by Aker. I worked with logistics. After that, I worked three years at ABB in global engineering in Asker.

I worked on projects such as Gullfaks and Oseberg. I have also been stationed at Kårstø and Mongstad near Bergen.

After that, I worked in Delta Consult for one year. Then I worked for Cognex for three years, where I worked with supply and sales value chains. This involved logistics combined with sales, a job that was very exciting, and it was at a time when Cognex was the world’s largest electronics component distributor.

I joined DNV GL in 1999 and started working in what was then called DNV Consulting. I moved around internally within the consulting units. Over time, technical consulting was organized

together with risk management. Then there was the merging of the certification business which eventually led to the establishment of DNV Industry in 2006.

I have always worked in consultancyrelated positions. First group leader, then head of department and section head. As a leader, i became less operational, but I have always worked in sales.

I also worked under the KEMA umbrella for a short but exciting period. Then Per Ove Øyberg came and said certification needed a new leader. The aim was to rethink, work on new service lines and turn around a unit that was not going so well. People were also tired. I was there for three years and I believe many of our objectives were reached. After that I headed the LEEP development project for a year. When the Country Chair position came up I thought; this I have not tried before. I am a person who likes changes and challenges, and I’ll probably learn a lot. So I gladly accepted the position.

WHAT DO YOU DO WHEN YOU’RE NOT AT WORK? We have a cabin in the mountains at Kvitfjell where we love to be in the summer and winter. Otherwise I train, excercise a lot. It’s always a pleasure to run, especially in the summer and not so much in the cold winter months. In addition, I like cross-country skiing, but I’m not one of those with a headlamp, struggling breathlessly through floodlit trails in the evenings. I really like to go cross-country skiing, while the rest of the family prefer alpine skiing. All three children have been active downhill skiers. The youngest is still active, and the other two are now coaches. Otherwise I would describe myself as a little “hyper social”. There are many social gatherings, dinners and coffee with friends.

I am a person who needs to do some-

thing, I do not like sitting still. I relax when I’m out running or walking in the woods. I also like getting things done and out of the way, as that’s a form of therapy and relaxation when I have free time. When time allows I also like to read books, mainly literature.

YOUR ROLE IN DNV GL The reasons why I was attracted to this position are twofold. Employer responsibility that involves everything from contact with the unions, to compliance with the formalities in Norway. Then there is the other part of the responsibility that is to do with marketing, that triggered me. I have long believed that the divisions have tended to work in isolation at times. Bearing in mind that we have an extreme breadth of competence and extensive experience and market knowledge, this, in my opinion, must be used across our existing markets and in new markets. I am also passionate about achieving expanded cooperation and helping the units in Norway act more as one DNV GL. It is important that we appear as one here in Norway. We must think and act in a common way, relative to the market and our customers here.

Furthermore, it is my responsibility to handle the human resource policies in Norway, which are anchored in all PAGs (Personnel Administrative Guidelines).

But this also falls under collaboration and compliance. In recent times, it feels as if there’s been much restructuring and reorganization. This is a result of the adverse markets we are serving, and of course it’s essential that DNV GL must take action to remain robust and fit for the future. Yet the heavy internal processes are taking up a lot of time for many, especially the leaders and employees who are directly involved in the processes. I’m concerned that we as a company should be conducting

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I INTERVIEW WITH KARIN MONSEN I

these difficult processes in a proper way.

Ideally there should be more time for other tasks, but the ongoing restructuring is taking up much of my time.

IMPORTANT ISSUES YOU’RE PASSIONATE ABOUT Leadership and management; Leadership is important at all time and in all phases. Now it’s leadership through restructuring and further development.

We have a lot to do in terms of leadership here in DNV GL. It is both the employee’s and the manager’s responsibility to ensure development. We all have to develop ourselves and we must all take responsibility to keep our knowledge updated and relevant. We see, for example, that staff have become obsolete without even understanding it. Here leaders must dare to make the tough calls, and the employees must take responsibility for their own development. I am passionate about leadership (the English leadership as well as management), especially when it comes to clarity around expectations. We all must have the courage to make the unpleasant conversations, work on making it a natural part of the coaching and guidance of employees. I think we have much to learn in this respect.

Customer and market focus is another subject that I have a keen interest in.

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Photo: Private

DNV GL AND HOW IT IS TO WORK HERE I am a big fan of this company. I would not have been here for 17 years if I did not like it here or if I had not found the work exciting and challenging. I struggle to put it into words why – it’s sort of the way it is. Sometimes I think that it would be nice to do something else. But DNV GL is a company with so many good values, and in addition it has a strong position and a “standing” in the community that I am proud to be a part of. This is something that I think about as we work through these challenging times. Is this still a great company? Yes, I still think it is. We must do what is necessary, and in a proper way. It’s not fun and it hurts, but at the same time I try as much as I can to influence matters so that we have good and fair processes.

I’m a marketing person with a passion for customer orientation and continuous development and to make it relevant for our portfolio of customers. It’s sort of my “customer gene” that I’ve been known for. I think we need more of this focus and a greater level of development based on the market, and not just ‘development’ because we see it as an exciting subject from an academic standpoint. The combination of leadership and market focus will be important for us going forward. To lead people to do this job together, and think outside the box, this is where we can make a difference and differentiate ourselves in the future.

LABOUR RELATIONS? I certainly think we need unions, and have benefited greatly from their perspective. The job you do is very important. You have the workers’ interests in mind, always a constructive dialogue and work with a “business mindset”.

That said, we have our different roles and these should be balanced, while we, together, have the ability to see the whole. In my opinion we have a good climate of cooperation and good discussions. We do not always agree, but I feel that we respect each other and where we come from.

ANY FINAL WORDS? DNV GL is a good, solid company. We are set to have different roles and to maintain our strong standing going forward. We have been good to develop as a company and our services that are in line with, and often at the forefront of, the market needs. That’s why we have a good and solid brand, and great confidence with stakeholders in the market.

This is, after all, the most important thing we should do going forward, although these days there’s much internal focus due to the restructuring. Also, the merger and related activities are taking up a lot of time. Efforts are still being made to make sure the systems and processes function as one, like for instance, the implementation of a new financial system, the establishment of GSS future state, and merging of many legal entities. With this in mind, it is even more important for us to remind ourselves why we are working here and what we aiming to achieve. All the things that we are currently doing internally is just a means for us and DNV GL to become more effective. Also, it is our customers who keep us in business and they, in effect, are paying for our push to be become fit for purpose. This is something we should not forget. //

I INTERVJU MED KARIN MONSEN I

MØT VÅR NYE COUNTRY CHAIR KARIN MONSEN I et nylig intervju med VEFF deler Karin med oss litt om hennes bakgrunn og interesser og årsakene til at hun tok stillingen som selskapets Country Chair for Norge.

TEKST: LIN B. KARSTEN

Foto: Privat

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I INTERVJU MED KARIN MONSEN I

Vi må alle tørre å ta de ubehagelige samtalene, jobbe med å gjøre det til en naturlig del av coaching og veiledning av ansatte.

Litt om deg selv Jeg er gift, har tre barn og bor i Bærum.

Lever vel egentlig et ganske A4-liv. Barna er 20, 18 og 12 år, alle fortsatt hjemmeboende – men det ser ut til at begge de to eldste flytter hjemmefra til sommeren. Hun eldste vurderte først å bli politi, men nå ligger det an til at hun ønsker å studere noe innen markedsføring og ledelse, sannsynligvis på BI. Mellomste barnet er russ til våren, og etter det blir det nok militæret.

Hva slags faglig kompetanse og arbeidserfaring har du?

Jeg har markedførings- og økonomiutdanning. Studiet het Eksportmarkedsføring og jeg studerte på markedshøyskolen (NMH, som nå er en del av BI). Under studiene var jeg ett år i Barcelona og et halvt år i Madrid. Jeg snakket den gang spansk, men man glemmer fort når man ikke praktiserer og vedlikeholder et fremmedspråk. Ellers har jeg jobbet flere steder før jeg kom til DNV GL. Jeg jobbet først tre år i NPC, som etter hvert ble kjøpt opp av Aker. Der jobbet jeg med logistikk. Etter det jobbet jeg tre år i ABB med global engineering i Asker. Der jobbet jeg på prosjekter som Gullfaks og Oseberg. Jeg har også vært utestasjonert både på Kaarstø og på Mongstad utenfor Bergen. Etter det jobbet jeg i Delta Consult i ett år. Videre ble det jobb i Avnet Nortec i tre år. I Avnet Nortec jobbet jeg med supply chain og salg i verdikjeden. Det innebar logistikk kombinert med salg, en jobb som var veldig spennende. Den gang var dette verdens største distributør av elektroniske komponenter.

I 1999 begynte jeg å jobbe i DNV GL, der jeg startet i det som den gang het DNV Consulting. Etter det har jeg flyttet rundt internt, og den consulting-enheten jeg startet i har også blitt flyttet rundt. Etter hvert ble technical consulting organisert sammen med risk management. Etter sammenslåing med sertifiseringsvirksomheten ble dette et-

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ter hvert DNV Industry i 2006. Jeg har hele tiden jobbet i konsulentrelaterte stil­linger.

Først gruppeleder, så avdelingsleder og seksjonsleder. Som leder ble det etter hvert mindre operativt, men jeg har hele tiden jobbet med salg. Jeg ble også med i fusjonen med KEMA, en kort, men spennende periode.

Så kom Per Ove Øyberg og sa at Sertifisering trengte en ny leder. Formålet var å tenke nytt, jobbe med nye tjeneste­linjer og snu rundt en butikk som ikke gikk så godt. Folk var også slitne. Jeg var der i tre år og mener at mange av målsettingene mine ble nådd. Etter dette ledet jeg oppsettet av LEEP prosjektet i ett år. Da stillingen som Country Chair dukket opp, tenkte jeg; dette har jeg ikke prøvd før. Jeg er en person som liker både utfordringer og endringer, og tenkte at dette vil jeg nok lære mye av!

Hva gjør du når du ikke er på jobb?

Vi har hytte på fjellet (Kvitfjell). Der elsker vi å være sommer som vinter. Ellers trener jeg mye, er vel egentlig en løper. Det å løpe er lystbetont på sommeren, men ikke fullt så lystbetont på vinteren. I tillegg står og går jeg mye på ski, men jeg er ikke en av de med hodelykt som sliter meg hesblesende gjennom lysløypene på kvelden. Jeg liker godt å gå langrennsturer, mens resten av familien er mest opptatt av alpint. Alle tre barna har stått aktivt alpint. Yngste står fortsatt aktivt, mens de to andre er trenere. Ellers må jeg nok definere meg som litt «hyper­sosial». Det blir mange sosiale samlinger, middager og kaffe med venner.

Jeg er en person som må gjøre noe, trives ikke med å sitte stille. Jeg slapper av når jeg løper en tur eller går i skogen. Ellers er det å få unna alt jeg ikke rekker en slags terapi og avslapning når jeg har ledig tid. Leser liker jeg også å gjøre når jeg har tid og anled­ ning. Da går det i all type litteratur, men kanskje ikke så mye krim.

Din rolle i DNV GL Det som trigget meg med stillingen er todelingen. Arbeidsgiveransvaret som innebærer alt fra kontakt med fagforeningene til overholdelse av formalia i Norge. Så er det den andre delen av ansvaret som handler om marked, det trigget meg Jeg har lenge ment at vi har litt for tette skott mellom forretningsområdene. Ettersom vi har en ekstrem kompetansebredde og så mye både erfaring og markedskunnskap, må dette brukes på tvers av markedene, samt i nye markeder. Jeg brenner også for å få til mer utvidet samarbeid og å bidra til å få enhetene i Norge til å opptre mer som ett DNV GL. I det ligger det at vi fremstår som en ledelse i Norge. Vi må tenke felles i forhold til markedet og kundene våre der ute.

Videre er mitt ansvar de personalmessige retningslinjene i Norge som ligger i alle lands PAGer (Personnel Administrative Guidelines). Men det hører jo også inn under samhandling og compliance. I den siste tiden føles det som om det har vært omstilling, omstilling og atter omstilling.

Dette er et resultat av markedet vi er i, og selvsagt helt nødvendig for at DNV GL skal være robust i fremtiden. Likevel er dette tunge prosesser som krever mye av mange, spesielt de lederne og ansatte som er direkte involvert i prosessene og som har noen tunge dager. Jeg er opptatt av at vi som selskap gjennomfører disse vanskelige prosessene på en skikkelig måte. Det hadde vært ønskelig at det var mer plass til andre oppgaver, men akkurat i disse tider tar dette mye av fokuset mitt.

DNV GL og hvordan det er å jobbe her Jeg er en stor fan av dette selskapet! Jeg hadde ikke vært her i 17 år hvis ikke jeg hadde likt meg her eller hvis jeg ikke hadde syntes at det var spennende. Jeg klarer ikke helt å sette ord på hvorfor, det liksom bare er slik. Noen ganger tenker jeg at det hadde vært fint å gjøre noe annet. Men dette er et

I INTERVJU MED KARIN MONSEN I

Foto: Privat

selskap med så utrolig mange gode verdier, i tillegg til at vi har en posisjon og en «standing» i samfunnet som jeg er stolt av å være en del av. Dette er noe jeg prøver å tenke på midt oppi alle de vanskelige tingene vi holder på med om dagen. Er dette fortsatt et fantastisk selskap? Ja, jeg synes fortsatt det.

Vi må gjøre det vi må gjøre på en ordentlig måte. Det er ikke gøy og det gjør vondt, men samtidig så prøver jeg så mye jeg kan å påvirke slik at vi får til gode prosesser.

Viktige saker du brenner for Ledelse. Ledelse er viktig i alle tider og i alle faser. Nå er det ledelse gjennom omstilling og videreutvikling. Vi har mye å gå på når det gjelder ledelse også her i DNV GL. Det er både den ansattes og leders ansvar å sørge for utvikling. Vi må alle utvikle oss, og vi må alle ta dette ansvaret for å holde vår kunnskap oppdatert og relevant. Vi ser f.eks. at ansatte har blitt utdaterte uten selv å forstå det. Her må lederne tørre å ta de vanskelige samtalene, og den ansatte må ta ansvar for egen utvikling. Jeg brenner for lederskap (det engelske leadership i tillegg til management), spesielt det som handler om tydelighet rundt forventninger. Vi må

alle tørre å ta de ubehagelige samtalene, jobbe med å gjøre det til en naturlig del av coaching og veiledning av ansatte. Der tror jeg vi har mye å lære.

evne å se helheten. Etter min mening har vi et godt samarbeidsklima og gode diskusjoner. Vi er ikke alltid enige, men opplever at vi respekterer hverandre og hvor vi kommer fra.

Kunde- og markedsfokus Jeg er i ryggmargen en markedsperson som brenner for kundeorientering og kontinuerlig utvikling av vår portefølje for å være relevante. Det er liksom mitt «kunde-gen» jeg har vært mest kjent for. Jeg mener vi trenger flere med dette fokuset og en større grad av utvikling basert på markedet, og ikke utvikling fordi vi ser det som spennende ut fra et faglig ståsted. Kombinasjon av ledelse og markedsfokus blir viktig for oss fremover. Det å lede folk til å gjøre denne jobben sammen, og tenke utenfor boksen, blir der vi skal differensiere oss i fremtiden.

Forhold til fagforeningene?

Jeg synes absolutt vi trenger fagforeningene, og har stor nytte av deres perspektiv. Jobben dere gjør er en veldig viktig jobb. Dere har arbeidstakerne interesser i fokus, er konstruktive i dialogen og har i stor grad et «business mindset». Vi har våre ulike roller og disse skal balanseres, samtidig som vi må

Noen avsluttende ord?

DNV GL er et godt og solid selskap. Vi er satt til å ha ulike roller og å ivareta denne posisjonen fremover. Vi har vært gode til å utvikle oss som selskap og våre tjenester i takt med, eller gjerne i forkant av, markedets behov. Det er derfor vi har et godt og solid brand, og stor tillit i markedet.

Dette er tross alt det viktigste vi skal gjøre fremover, selv om vi i disse dager har mye internt fokus. Fusjonen vi akkurat har vært gjennom med systemer og prosesser som fortsatt ikke er ett, implementering av nytt finanssystem, etablering av GSS future state, sammenslåing av mange legale enheter etc, gjør at vi har mye å fokusere på internt.

Det blir da enda viktigere for oss å huske på hvorfor vi er til og hva vi skal leve av. Alle de tingene vi gjør internt er bare virkemidler for oss slik at vi kan bli mer effektive. Det er kundene vi lever av og de som skal betale for dette. Det må vi ikke glemme. //

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I XX I DNV GL SUMMER PROJECT I

Are you ready for the next generation colleague or client?

With the rapid industrial change currently happening, companies must do their utmost not to fall behind. A smart way to do this could include getting to know young, proactive, innovative and ambitious students whom the company can follow closely until graduation.

TEXT: KRISTINA DAHLBERG

© DNV GL

At DNV GL in Norway, we have a group in GSS HR at Høvik, Employer Branding, with three people who have worked strategically and purposefully with employer branding for several years.

The group, together with Management Forum Norway and country manager, defines three target groups; students, professionals and employees. Towards the target group “students” quite a lot is done. DNV GL is present at several different career days where technology students meet business people. In addition, corporate presentations are held where companies talk about typical projects they’re working on, what kind of skills they need and what a typical workday looks like. These subjects are some of the most interesting for the students.

ATTRACTING TALENTED STUDENTS It could be wise to stand out in a couple of other areas as well. There are in fact many companies out there that do exactly the same; participating at career days and giving business presentations.

Many companies are creative and think innovatively to get the attention of ambitious and talented students. So, it may be important to work out the shape and colour of this “extra aspect” that reflects the company’s profile and focus.

This is something that DNV GL has managed. For the past nine years, the

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company has arranged a summer project for master students in their penultimate year (4th grade). With DNV GL’s broad experience from all kinds of projects delivered to customers, the form and style of the summer project was soon established.

The theme chosen for each year must be both appropriate for our time and relevant to the range of DNV GL’s business areas, in addition to being able to be linked to the strategy. There is a clear desire that the subject should capture the students’ interest, and that there will be recruited a team of different engineering experts as well as two economists. The solution presented by the students after six weeks should be realistic and profitable.

POPULAR SUMMER PROJECT Experience shows that our summer project is prized among students in Norway, Sweden, Denmark and outside Scandinavia. We get feedback that it represents a solid reference for future work.

With the summer projects, DNV GL wishes to let tomorrow’s employees have a go at real issues.

In the summer of 2016, the theme was “Digitization”, and the problem was angled towards Ocean Space. After six weeks of hard work and many rounds of exchanging creative suggestions, the student group concluded with the idea of Wembo – a digital platform that will help the world achieve the UN sustainability goals by 2030. The students understood the importance of the UN’s sustainability

goals affecting their working life.

“Before I started on this project, I knew little about how much damage we humans inflict on the planet. After working with Wembo, it has really dawned on me how bad the outlook is if we continue in the same way as before,” says graduate student at NHH and developer of Wembo, Stefan Michael Elston.

GREEN LIGHT FOR 10th SUMMER PROJECT It is very gratifying that we have funding in place for the 10th summer project in 2017. We aim to decide on the topic before Christmas, so we can start preparing the announcement and recruitment.

The deadline to apply is the same every year; 15 February. As we approach the end of June, we will be ready to receive eight new students. They are presented with the theme and scope, and get to work for six weeks, before we meet in the Large Meeting Room in August to hear their presentation.

“It’s always exciting when we come to the big release date in August. It is incredibly rewarding to work with young master students. They have good skills and dare to think new and innovative thoughts – and that’s what we, as a knowledge company, really can appreciate”, says Senior Consultant Kristina Dahlberg.

DNV GL gets a lot of attention, even outside our four walls, as a result of our student activities. This autumn, we received the prize Young Corporation Award published by YoungShip.

I DNV GL SUMMER PROJECT I XX I

Before I started on this project, I knew little about how much damage we humans inflict on the planet. After working with Wembo, it has really dawned on me how bad the outlook is if we continue in the same way as before graduate student at NHH and developer of Wembo Stefan Michael Elston

From left: Erlend Solbakk Harbitz, Stefan Elston, Johan Jørgen Grav, Eivind Eskerud Harris, Alexander Gaugstad, Simen Hexeberg.

In front: Marthe Sogn Lie and Ingrid Bye Løken.

YOUNG CORPORATION AWARD YoungShip is a professional non-profit organization for young people working within the global maritime industry.

Their network today counts more than 2,500 individual members in Norway, Cyprus, Singapore, England, the United Arab Emirates, Sweden, Italy, the Netherlands, the USA, and Germany.

The prize we received this autumn is about involving young talents and harbouring new ideas. DNV GL is grateful for the prize, and we regard it as a token that we make good decisions, involve all employees, and listen to our young and dedicated co-workers.

YoungShip’s prize jury stated that DNV GL received the prize for giving young employees the responsibility and opportunities to develop their talents early on within various projects, and for encouraging them to participate in global projects and obtain international experience. From an early stage, young staff

work closely with senior professionals to improve their knowledge and experience. The jury continued its verdict that DNV GL clearly nurtures its young talent to be successful in the future. DNV GL chooses to include the young generation in decision processes, resulting in young individuals being elected to the corporate board level in 2016.

CONNECT ORGANISATION There is no doubt that DNV GL includes its young employees. Another aspect is the internal organization CONNECT, which was established back in 2009. CONNECT is a dedicated team that helps young professionals build networks and initiate positive events.

Says Synnøve Eri, former leader of CONNECT in Oslo: “We see that young colleagues become more confident and happy in their work when they have a solid network. It gives them a broader view of the organization and its possi-

bilities. We highly appreciate that our company has received this prize. This is a great acknowledgement of the company’s hard work with its young employees.”

I believe we all remember the great enthusiasm among young employees who were gathered for the Next Generation Summit in August. 63 delegates representing different parts of the company gathered for two days, discussing how we can think and act with the speed, agility and creativity of a start-up? This was the first summit for the younger generation, but it will not be the last.

No doubt we are experiencing some tough times, but let’s hope the winds will turn and the waves will ease, so we can continue to recruit forward-thinking young minds. Their new knowledge from academia, combined with the great experience and expertise that we already have in-house, will help move DNV GL forward and be fit for future. //

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I DNV GL SOMMERPROSJEKT I

ER DU KLAR FOR NESTE GENERASJON KOLLEGA ELLER KUNDE? Med den raske industriendringen som skjer for tiden, må bedrifter å gjøre sitt ytterste for ikke å bli hengende etter. En smart måte å gjøre dette på kan blant annet være å bli kjent med unge, proaktive, nytenkende og ambisiøse studenter som selskapet kan følge tett helt fra studier til de er ferdig uteksaminert.

TEKST: KRISTINA DAHLBERG

I DNV GL i Norge har vi en gruppe i GSS HR på Høvik, Employer Branding, med tre personer som har jobbet strategisk og målrettet med employer branding i flere år.

Gruppen har sammen med Lederforum Norge og landssjef definert tre målgrupper; studenter, yrkesaktive og egne ansatte. Mot målgruppen «studenter» gjøres nokså mye.

DNV GL er tilstede på flere ulike karriére­ dager der teknologistudenter møter bedrifter fra arbeidslivet. I tillegg gis det bedriftspresentasjoner der bedriftene forteller om typiske prosjekter de jobber med, hva slags kompetanse de trenger og hvordan en typisk arbeidsdag ser ut. Dette er blant annet det studenter lurer mest på.

Det kan imidlertid være smart å skille seg ut på et par andre områder i tillegg. Det er nemlig mange bedrifter der ute som gjør akkurat det samme; de deltar på karriéredager og gir bedriftspresentasjoner. Mange bedrifter er kreative og tenker nytt for å tiltrekke seg ambisiøse og dyktige studenters oppmerksomhet. Det kan derfor være viktig å finne en form og farge på «dette ekstra», som reflekterer bedriftens profil og fokus.

Dette har DNV GL klart. De siste ni årene har det blitt kjørt et sommerprosjekt for masterstudenter som er i sitt nest siste år (4. klasse). Med den brede erfaringen DNV GL har fra alle ulike typer prosjekter som blir levert til kundene, falt man fort ned på form og stil for sommerprosjektet.

Temaet som velges for hvert år skal være både aktuelt for tiden vi er i, samt være relevant for bredden av DNV GLs forretningsområder i tillegg til å kunne linkes opp mot strategien. Det er et klart ønske at temaet skal fange studentenes interesse, og at det

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skal rekrutteres et team bestående av ulik ingeniørkompetanse samt to økonomer.

Løsningen som studentene presenterer etter seks uker skal være realistisk og lønnsom.

Erfaring viser at vårt sommerprosjekt er ettertraktet blant studenter i Norge, Sverige, Danmark og også utenfor Skandinavia. Vi får tilbakemeldinger på at det representerer en solid referanse for fremtidig jobb.

Med sommerprosjektene ønsker DNV GL å slippe morgendagens arbeidstakere løs på reelle problemstillinger.

Sommeren 2016 var temaet «Digitalisering», og problemstillingen ble vinklet mot Ocean Space. Etter seks ukers iherdig arbeid og mange runder med utveksling av kreative forslag, landet studentgruppen på ideen om Wembo – en digital plattform som vil hjelpe verden å nå FNs bærekraftsmål innen 2030. Studentene forstod viktigheten av at FNs bærekraftsmål vil prege deres arbeidsliv.

– Før jeg startet på prosjektet visste jeg lite om hvor mye skade vi mennesker påfører kloden. Etter arbeidet med Wembo har det virkelig gått opp for meg hvor dårlig utsiktene er dersom vi forsetter i samme baner som før, sier masterstudent ved NHH og utvikler av Wembo, Stefan Michael Elston.

Det er meget gledelig at vi har fått funding på plass for det 10. sommerprosjektet i 2017. Nå før jul håper vi å lande på tema, slik at vi kan gjøre klart for utlysning og rekruttering. Fristen for å søke er den samme hvert år; 15. februar. Når vi nærmer oss slutten av juni er vi så igjen klare for å ta i mot åtte nye studenter. De blir presentert for tema og scope, og får jobbe i seks uker før vi møtes i Store Møtesal etter sommerferien i august for å høre deres presentasjon.

– Det er alltid like spennende når vi kommer til den store presentasjonsdagen i august. Det er utrolig givende å få jobbe med unge masterstudenter. De har god kompetanse og tør å tenke nytt og innovativt – og det er jo DET vi som kunnskapsbedrift setter så stor pris på, sier Seniorkonsulent Kristina Dahlberg.

DNV GL får mye oppmerksomhet, også utenfor våre fire vegger, på våre studentaktiviteter. I høst fikk vi prisen Young Corporation Award, utgitt av YoungShip.

Youngship er en profesjonell non-profit organisasjon for unge mennesker som arbeider innen den globale maritime næringen.

Deres nettverk i dag teller mer enn 2500 enkeltmedlemmer i Norge, Kypros, Singa­ pore, England, De forente arabiske Emirater, Sverige, Italia, Nederland, USA og Tyskland.

Prisen vi mottok i høst var for vårt arbeid med å involvere unge talenter og ivareta nye ideer. DNV GL er takknemlig for prisen, og vi tar det som et tegn på at vi gjør gode beslutninger, involverer alle ansatte og lytter til våre unge og engasjerte medarbeidere.

Young Ships prisutdelere slo fast at DNV GL mottok prisen for å gi unge arbeidstakere ansvar og muligheter til å utvikle sine talenter tidlig i ulike prosjekter, samt at unge ansatte oppfordres til å delta i globale prosjekter og få internasjonal erfaring. Fra tidlige stadier i arbeidsforholdet får unge ansatte jobbe tett med ledende fagfolk slik at de kan forbedre sin kunnskap og erfaring. Juryen fortsatte sin kjennelse med at DNV GL klart fostrer sine unge talenter for at de skal lykkes i fremtiden. DNV GL velger å inkludere den unge generasjonen i beslutningsprosesser, noe som vi ser resultatet av

I DNV GL SOMMERPROSJEKT I

Før jeg startet på prosjektet visste jeg lite om hvor mye skade vi mennesker påfører kloden.

Etter arbeidet med Wembo har det virkelig gått opp for meg hvor dårlig utsiktene er dersom vi forsetter i samme baner som før Masterstudent ved NHH og utvikler av Wembo, Stefan Michael Elston

Stefan Michael Elston

i forbindelse med at så unge personer ble valgt inn i konsernstyrenivå i 2016.

Det er ingen tvil om at DNV GL inkluderer sine unge ansatte. Et annet aspekt er også den interne organiseringen CONNECT, som ble etablert allerede i 2009. CONNECT er et dedikert team som hjelper unge fagfolk med å bygge nettverk og med å initiere positive hendelser.

Synnøve Eri, tidligere leder av CONNECT i Oslo: ”Vi ser at unge kolleger blir mer selvsikre og glade i jobben sin ved å ha et

solid nettverk. Det gir dem et bredere syn på organisasjonen og dens muligheter. Vi er derfor svært glad for at vårt selskap har fått denne prisen. Dette er en stor anerkjennelse av selskapets harde arbeid med sine unge ansatte.”

Jeg tror vi alle husker den store entusiasmen blant unge ansatte som var samlet for Next Generation-toppmøtet i august. 63 delegater som representerer ulike deler av selskapet var samlet i to dager for å diskutere hvordan vi kan tenke og handle med

hurtighet, smidighet og kreativitet ved en start-up? Dette var det første toppmøtet for den yngre generasjon, men etter det vi har hørt; ikke det siste.

Det er ingen tvil om at har vi hatt noen tøffe år. La oss håpe at vinden er på vei å snu, slik at vi kan fortsette å rekruttere fremtidsrettede unge sinn med ny kunnskap fra akademia, og at disse sammen med den store kompetansen vi allerede har i selskapet, vil ta DNV GL mot nye høyder inn i fremtiden. //

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I INTERVIEW XX I WITH KRZYSZTOF KROLAK I

Meet Krzysztof Krolak We spoke with Krzysztof Krolak, a member of the GEF Board, to learn more about his role in the DNV GL office in Gdynia, the GEF member’s engagement and his interests outside of work.

Photo: Private

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I am 39 years old. I was born in Poland, in the Western area. I have a younger sister.

Since a very young age, I was passionate about sailing. The speed, wind and freedom excited me. That childhood interest was the reason I chose the Gdańsk University of Technology. I studied Ship Design and Naval Architecture at the Faculty of Ocean Engineering and Ship Technology. I met Adrianna my wife there.

My first occupation was the Assistant Lecturer at the faculty. During that period I did a pedagogical study and started my Ph.D. course. After five years I joined DNV. I have two children, a son (10) and a daughter (6). It is a challenging time to bring them up and guide through the first years of primary school and as they near their teens. It takes quite a lot of the time outside work. Nevertheless, I find some time for my hobbies.

Besides sailing, I enjoy playing tennis and fishing. I like spending my time travelling with my family. We have a lot of beautiful beaches in the Gdansk area and we like to spend warm afternoons there. The beach is one of our favorite destinations. For longer excursions, we like to go to mountains where we do a lot of hiking.

In DNV GL, I work in the Approval Centre in Poland in the stability section as an approval engineer. On an everyday basis, I deal with approval of different types of stability documentation for various kinds of vessels, starting from the smallest – wind farm service vessels, fishing vessels, river barges, through offshore support vessels and general cargo to the world’s biggest bulk carriers and cruise vessels. This work gives me an opportunity to dive into different engineering challenges related with the ship design.

I serve as the technical leader in my

I INTERVIEW WITH KRZYSZTOF KROLAK I XX I

Photo: Private

unit, closely collaborating with other approval centres. While this approval work is my primary task, in parallel, I also have several other responsibilities.

One of these responsibilities includes being the employee representative in different levels of organization. Another example was participation in the Top Tech program.

TELL US ABOUT YOUR ENGAGEMENT AS EMPLOYEE REPRESENTATIVE AND MEMBER OF BOTH THE EWC AND GEF Since 2009, I am the employee representative in the Local Works Council. As a non-union employee representative in Poland, I took over the duties of my colleague to represent us on the European level. I met other members, and learned how the Council works. I was inspired by the attitude and the collaboration between the members, who are a group of people dedicated to work together and represent all European employees towards the management. We have a chance to speak and provide input to our management. We contribute to the strategy creation, and have an opportunity to

look closer at the challenges during the periods of change. From the prosperous times in 2008 to the current downturn, we could see how the management’s decisions impact the company.

HOW MANY PEOPLE ARE WORKING IN THE GDYNIA OFFICE, AND WHAT IS THE MAIN BUSINESS FOR DNV GL IN POLAND? The consequences of the merger of DNV and GL triggered huge reorganizational processes. The LEEP, GSS Future State are materializing. Thankfully, the decision was taken to settle the Global Shared Service Centre in Gdynia. This change is currently impacting us, and the GSS hub is continuously growing. From the current number of about 290 people in Gdynia, to the anticipated 450 in the future, currently in Poland we have presence of the following business areas: • Maritime Classification 70 • Approval Centre Poland 55 • Advisory 20 • Business Assurance 30 • Software 40 • Energy 10

Global Shared Service Centre: • IT@DNV GL GSS 50 • GSS Finance 30 • GSS HR 25 TELL US ABOUT A TRADITIONAL POLISH CHRISTMAS Christmas in Poland is very special and full of symbols. On Christmas Eve, the children are looking for the first star in the sky, which is a signal to start the solemn dinner. The whole family gathers at the table where pieces of hay are scattered under the table cloth, which reminds us of the stable of Bethlehem.

We always remember to keep one free place at the table for an unexpected guest, one who we shouldn’t refuse hospitality to that evening. We start with a prayer, sharing a Holy Wafer, and there are always twelve meals on the table, representing the twelve apostles. The presents are hidden under the Christmas tree, and the evening traditionally ends with a Christmas Midnight Mass.

Ideally there is a lot of snow around. ;) //

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I XX I REFLECTIONS FROM THE HEAD SAFETY DELEGATE I

The Safety Delegate Organization in DNV GL Norway in 2016 The Senior Safety Representative Pia Fagernes share with us what have been important tasks for the Safety Delegate Organization in DNV GL Norway during 2016 - as well as information on upcoming reorganization of the Safety Delegate Organization in 2017.

PIA FAGERNES, HEAD SAFETY DELEGATE

RESPONSIBILITIES, ROLES AND TASKS The Working Environment Act (AML) and the regulation of organization, management and participation (called Org. forskriften) makes safety representative (VO), the senior safety representative (HVO) and the employer with a clear mandate. AML § 6-2 lists VOs tasks, while AML § 6-1 (3) provides HVO responsible for coordinating VOs business. Org.forskriften repeats this and additionally provides HVO with similar mandate as for the VO (cfr. § 3-5, last paragraph). Management is responsible for ensuring that AML’s purpose and scope is fulfilled, namely “to secure a working environment that provides a basis for a healthy and meaningful working situation, that affords full safety from harmful physical and mental influences, and (...).” AML § 6-5 requires employers to provide the necessary training and time to VO work and ”(...) ensure that the office of safety representative shall not involve a loss of income for the safety representative or in any other way impair his terms and conditions”. The safety organization should thus be an independent ”HSE internal auditor” with confidentiality.

We shall work in parallel with the HSE department, HSE coordinators and line management.

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The Safety Delegate Organization’s goal is to be the preferred HSE partner for DNV GL Norway. We strive for the HSE matters to be solved at the lowest possible level in the organization, and with as few parties as possible involved.

We consider that this contributes to minimum noise in the organization and makes it as easy as possible for the parties involved to put things behind them, so they can focus forward. If line managers are localized abroad, we see that this could be more challenging and time consuming to achieve.

HSE ASSESSMENT IN 2016 VO shall in pursuance of the AML and our DMSG ia be involved in the execution of the annual HSE assessment.

This is a two-fold process and consists of office tours/safety inspections (physical factors) and extended section meetings (psychosocial factors). Management is responsible for the execution and implementation of findings, but often delegate this to VOs, HSE coordinators or HR in line. VOs report that findings from this year’s HSE assessment were poor ventilation (too cold, too hot, headache, noise), untidy landscapes (difficult to clean), stress due to uncertain work conditions and too large/

small workload in addition to poor team spirit and low motivation.

REORGANIZATION AND DOWNSIZING The safety organization’s focus areas and HSE jobs in 2016 have become more comprehensive than usual due to the prolonged and ongoing processes in DNV GL. GSS HRs “recommended practices for readjustment and downsizing processes” indicate that the HVO should be involved before, during and after the information is given to employees at a town hall meeting – to ensure that HSE is safeguarded during the process. This involvement happens in close cooperation with the local VO, who itself is directly or indirectly affected by the process.

The Safety Delegate Organization has also experienced an increase in personnel matters, as new or old issues tend to appear in such processes. VO, often with the assistance of the HVO, seeks to solve the challenges at the lowest possible level within the organization. We experience that we often succeed in this work and thereby make a difference. Other times, we recommend the employees to contact the Company Health Services (BHT) to seek more professional assistance. Employees that have been helped

I REFLECTIONS FROM THE HEAD SAFETY DELEGATE I XX I

before the new V3 is ready, around April 1st, and the final placement of employees at Høvik is communicated and finalized.

This will be done per the AML § 6-1 No. 2: “(…) Each safety area shall be clearly delimited and shall not be larger than that the safety representative can have full control and attend to his duties in a proper manner“.

Photo: Nina Ivarsen

Kim Dahlstrøm, Regional Manager Real estate and procurement – Nordics

by BHT conclude this has enabled them to handle stressful situations over time, and thus physical/mental health problems. If BHT and the Safety Delegate Organization alone do not help solving the HSE matter, line management, HR and other resources will be involved.

THE ROBUSTNESS OF THE SAFETY DELEGATE ORGANIZATION New VOs must attend a 40-hour HSE course for VOs. In addition, they will be individually followed up by HVO in the starting period, and later if needed. Having many experienced VOs, and leaders who recognize the VO role and work, is more important than ever. During my year as HVO, 16 local VOs have ended their VO role as they have been directly affected by downsizing and accepted the offer of ”severance package,” or due to lack of time and/or motivation to continue in this increasingly time- and action-demanding duty. The recruitment of new VOs has constituted a significant time off work. The Election Board for VOs, and management in Norway, have with concern acknowledged that it has now become more challenging and time-consuming to get employees to voluntarily undertake VO positions.

To ensure that DNV GL meets AML’s

requirement to have enough VOs, it is important that management recognizes the importance of the position, facilitates this involvement and ensures that the position is made visible in VOs MIP/CPI. HVO attends regular HVO network meetings, organized by the working environment centre (Arbeidsmiljøsenteret). This gives HVOs, in large/small/ government/private enterprises (eg.

Statoil, UDI (The Norwegian Directorate of Immigration), hospitals in Oslo, Drammen Municipality), the opportunity to gather and discuss current HSE issues. ”Around table” discussions provide useful information about various HVOs work, HVO fraction, structure for different Safety Delegate Organizations and type of HSE issues in the different companies. Common for the large companies is that all HVOs are using 100% of their time on the role and are “protected” from being included in reorganization and downsizing processes.

REORGANIZATION/STRUCTURING OF THE SAFETY DELEGATE ORGANIZATION IN 2017 The Working Environment Committee (AMU) will approve a new structure for the Safety Delegate Organization in Norway and its division into safety areas

CONSTRUCTION OF VERITAS 3 (V3), A NEW PARKING GARAGE AND PARK AT HØVIK This work has proceeded in parallel with ”business as usual” at Høvik. For employees, this has resulted in increased ”HSE risk” through inter alia the experience of unpleasant noise, frequent changes in traffic patterns in the area and much heavy traffic etc. During the year, HVO participated in regular operational meetings, site visits and user meetings to ensure that HSE is safeguarded under the ongoing work, and that relevant information about the expected HSE loads were given to employees, allowing them to take appropriate safety actions.

Note that all work at Høvik has not been completed and requires extra attention. This includes the two upper pedestrian fields right after the turnpike on the way down the hill as well as the bicycle path. Pedestrian fields are currently only marked in the road with dark slate stone in the cobblestone fields, which can be slippery on wet days during cold seasons. Signs and/or marking of pedestrian fields are missing, which means that motorists and cyclists are not made aware of their duty to stop. Motorists and cyclists are therefore asked to drive at a low speed. Pedestrians are asked to use paths marked for this purpose (not the road/bicycle path), and be aware that motorists and cyclists may not be aware of their duty to stop at the above-mentioned pedestrian fields In conclusion, I wish everyone a Merry Christmas and express a big thank you to all VOs in DNV GL Norway who use their valuable time to contribute to the safeguarding of the regulations given by AML. I also want to thank the management for facilitating and recognizing the Safety Delegate Organization’s work. //

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I REFLEKSJONER FRA HVO I

VERNEORGANISASJONEN I DNV GL NORGE I 2016 Hovedverneombud Pia Fagernes deler med oss hva som har vært viktige arbeidsoppgaver for verneorganisasjonen i DNV GL i 2016 – samt informasjon om kommende organisering for verneorganisasjonen i 2017.

PIA FAGERNES, HOVEDVERNEOMBUD

Ansvar, roller og oppgaver Arbeidsmiljøloven (AML) og forskrift om organisasjon, ledelse og medvirkning (heretter kalt Org.forskriften) gir verneombudet (VO), Hovedverneombudet (HVO) og arbeidsgiver klare mandat. AML § 6-2 lister VOs oppgaver, mens AML § 6-1 (3) gir HVO ansvar for å samordne VOs virksomhet. Org. forskriften gjentar dette og gir i tillegg HVO tilsvarende mandat som for VO (jf. § 3-5 siste ledd). Ledelsen på sin side er ansvarlig for å sikre at AMLs krav til arbeidsmiljø og formålsparagraf ivaretas, nemlig «å sikre et arbeidsmiljø som gir grunnlag for en helsefremmende og meningsfylt arbeids­situasjon, som gir full trygghet mot fysiske og psykiske skadevirkninger, og (…)». Videre stiller AML § 6-5 krav til arbeidsgiver om å sørge for nødvendig opplæring og tid til VO-arbeidet, samt «(…) sørge for at verv som verneombud ikke medfører inntektstap for verneombudet eller på annen måte fører til at verneombudets arbeids- eller ansettelsesvilkår forringes». Verneorganisasjonen skal således være en uavhengig «HMS-internrevisor» med taushetsplikt. Vi skal arbeide parallelt med HMS-avdelingen, HMS-koordinatorene og linjeledelsen.

Verneorganisasjonens mål er å være den foretrukne HMS-samarbeidspartner for DNV GL Norge. Vi ønsker å bidra til at saker løses på lavest mulig nivå i organisasjonen, og med så få parter som mulig involvert. Vi anser at dette bidrar til minst støy i organisasjonen og gjør det enklest for involverte

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parter å legge ting bak seg for så å kunne ha fokus fremover. Dersom linjeledelsen sitter i utlandet, erfarer vi at dette kan være mer utfordrende og tidkrevende å få til.

HMS-kontroll 2016 VO skal i medhold av AML og vår DMSG involveres bl.a. ved gjennomføring av årlig HMS-kontroll. Denne er todelt og består av office tours/vernerunder (fysiske faktorer) og utvidede seksjonsmøter (psykososiale faktorer). Ledelsen er ansvarlig for gjennomføringen, men delegerer dette ofte til VO, HMS-koordinator eller HR i linjen.

VO rapporterer at typiske funn fra årets HMS-kontroll bl.a. er dårlig ventilasjon (for kaldt, for varmt, hodepine, støy), rot i landskapene (vanskelig å rengjøre), stress som følge av usikre tider og for stor/liten arbeidsbelastning i tillegg til dårlig team­ følelse og lav motivasjon.

Omstillings- og nedbemanningsprosesser Langvarige og pågående prosesser i DNV GL har resultert i at verneorganisasjonens fokus­områder og oppgaver også i 2016 har blitt mer omfattende enn vanlig. GSS HRs «Recommended practice for readjustment and downsizing processes» sier at HVO skal involveres før, under og etter informasjon gis til ansatte i allmøte – for å sikre at HMS blir ivaretatt. Dette skjer i tett samarbeid med det/de lokale VO, som selv er direkte eller indirekte berørt.

Nye eller gamle personalsaker kommer ofte til overflaten i slike prosesser. VO, ofte med bistand fra HVO, søker å løse utfordringene på lavest mulig nivå i organisasjonen og opplever at vi ofte lykkes med dette. Andre ganger anbefales vedkommende å søke mer profesjonell bistand hos bedriftshelsetjenesten (BHT). Tilbakemeldinger herfra er at de bedre gis mulighet til å mestre situasjoner som medfører uheldig stress over tid, og dermed fysiske/psykiske helseproblemer.

Dersom dette ikke bidrar til å løse saken, kobles linjeledelse, HR og eventuelt flere inn.

Verneorganisasjonens robusthet Nye VO må delta på et 40 timers HMSkurs for VO. I tillegg følges de individuelt tett opp av HVO og senere ved behov. Å ha mange erfarne VO, samt ledere som anerkjenner vervet, er viktigere enn noen gang. I løpet av mitt år som HVO har 16 lokale verneombud sluttet i rollen fordi de har blitt direkte berørt av nedbemanningsprosesser og takket ja til tilbud om «sluttpakke», eller på grunn av manglende tid og/eller motivasjon til å fortsette i dette stadig mer tids- og aksjonskrevende vervet.

Da må nye VO verves. Election Board for VO og ledelsen i Norge har med bekymring erfart at det nå har blitt mer utfordrende og tidkrevende å få ansatte til frivillig å påta seg VO-vervet. For å sikre at DNV GL oppfyller kravet om å ha et tilstrekkelig antall VO, er det viktig at ledelsen anerkjenner betydningen av vervet, tilrettelegger for

I REFLEKSJONER FRA HVO I

Foto: Nina Ivarsen

dette, samt sørger for at vervet synliggjøres i VOs MIP/KPI. HVO deltar på regelmessige HVO-nettverksmøter som arrangeres i regi av Arbeidsmiljøsenteret. Dette gir HVO-ansvarlige i store/små/statlige/private bedrifter (f.eks.

Statoil, UDI, Sykehusene i Østfold, Drammen kommune) mulighet til å samles og diskutere dagsaktuelle saker. «Runden rundt bordet» gir nyttig informasjon om ulike HVO-ansvarliges arbeidssted, stillingsandel samt verneorganisasjonens struktur og problemstillinger i de ulike virksomheter. Felles for de store bedrifter er at alle er 100% HVO og «vernet».

Omorganisering/-strukturering av verneorganisasjonen i 2017 Arbeidsmiljøutvalget (AMU) skal se på ny struktur for verneorganisasjonen og dennes inndeling i verneområder når nytt V3 blir innflytningsklart, omtrent 1. april, og endelig plassering av ansatte i alle tilgjengelige lokaler på Høvik er kommunisert og ferdig-

stilt. Dette skal gjøres iht. AML § 6-1 nr 2: «Hvert verneområde skal være klart avgrenset og må ikke være større enn at verneombudet kan ha full oversikt og ivareta sine oppgaver på en forsvarlig måte».

Bygging av Veritas 3 (V3), nytt P-hus og parkanlegg på Høvik Dette arbeidet har foregått parallelt med «business as usual» på Høvik. For de ansatte har dette resultert i økt «HMS-risiko» gjennom bl.a. opplevelsen av ubehagelig støy, hyppige endringer i trafikkmønstre på området samt mye tungtrafikk mm. HVO har gjennom året deltatt i jevnlige driftsmøter, befaringer og brukermøter for å sikre at HMS ivaretas under det pågående arbeidet, samt at relevant informasjon om forventede HMS-belastninger gis til ansatte slik at de kan iverksette nødvendige HMS-tiltak.

Merk at alt arbeid på Høvik ikke er ferdigstilt og krever ekstra oppmerksomhet. Dette gjelder bl.a. for de to øvre fotgjengerfeltene rett etter bommen på vei ned bakken, samt

sykkelveien. Fotgjengerfeltene er foreløpig kun markert i veibanen med mørk skiferstein i brosteinsfelt, som kan være glatte på våte høst- og vinterdager. Skilting og/eller markering av fotgjengerfeltene mangler, hvilket medfører at bilister og syklister ikke blir gjort oppmerksom på sin stoppeplikt. Bilister og syklister bes derfor å holde lav hastighet.

Fotgjengere bes om å benytte gangveier markert til dette formål (ikke veibane/sykkelfelt), samt være oppmerksomme på at bilister og vintersyklister kanskje ikke er seg bevisst sin stoppeplikt ved de omtalte fotgjengerfeltene.

Avslutningsvis vil jeg ønske alle en gledelig jul og uttrykke en stor takk til alle VO i DNV GL Norge som bruker av sin verdifulle tid for å bidra til at AMLs bestemmelser ivaretas. Jeg ønsker også å takke ledelsen som tilrettelegger og anerkjenner verne­ organisasjonens arbeid. Sammen kan vi gjøre en forskjell og sørge for at alle ansatte blir ivaretatt på jobb og ergo yter maksimalt. //

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I FRA VERK TIL VERITAS I

«FRA ET LITE LUKKET SAMFUNN TIL ET VERDENSSAMFUNN» Veritas-senteret huser ikke kun DNV GL. Flere av de mindre byggene er leid ut til andre bedrifter. Bygget som ligger rett frem når en kommer ned bakken fra vakten, også kjent som nr 16, er leid ut. Der jobber Per Gunnar Ottoson. Han er født og oppvokst på Høvik. Farfar var glasskunstner som flyttet med familien fra Sverige for å jobbe på verket og hans onkel var økonomi- og kontorsjef.

TEKST: ELLEN MARGRETHE PIHL KONSTAD

Foto: Bærum Bibilotek – Bærumssamlingen

En kald novemberdag var VEFF invitert inn til et intervju. Det var egentlig satt av én time til dette, men på grunn av en glødende interesse for lokalhistorie gikk vi langt over tiden.

Historisk tilbakeblikk Første forsøk på industri på Høvikstranda var glassproduksjon. I 1855 kjøpte briten Thomas Graham Smyth tomten for 700 spesidaler. Planen var å produsere ølflasker for eksport til Skottland. Det gikk ikke så bra. Blant annet skal flaskene ha vært så dårlige at ingen ville kjøpe dem.

Dette var før det var innført pant på flasker og øl var den ledende drikkevaren. Det viste seg at det å drive fabrikk over langdistanse ikke var lønnsomt. I følge fogdens beskrivelse var det bare produksjon i ett år.

Deretter ble bruket og tomten solgt en rekke ganger før det i 1861 ble kjøpt opp av familien Berg. Prisen var nå steget til 17 000 spesidaler. I tillegg til Christiania Glasmagasin (grunnlagt i 1739), eide familien Berg også Hadeland, Hurdal og Biri glassverk, så dette oppkjøpet var kanskje en måte å kvitte seg med en mulig konkurrent på?

Glassproduksjonen på Høvik varte frem til 1933, da glasshytten ble lagt ned og produksjonen overført til Hadeland glassverk.

På Høvik ble anlegget lagt om til stålproduksjon etter amerikanske produksjonspinsipper. Det var en todelt produksjon; lamper og stålinnredning. Høvik verk ble flyttet til nytt anlegg på Hensmoen utenfor Hønefoss, mens lampeproduksjonen ble flyttet til Halden hvor de kjøpte opp Arnold Wiigs lampefabrikk og ble til Høvik lys.

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Høvik før Veritas Høvik før 1972 var et lukket samfunn. Hele industriområdet og skogen bak var inngjerdet, og det var ikke et sted en reiste til for å gå tur eller slappe av.

Her fantes det, i tillegg til arbeidsplasser, en egen skole, butikk, idrettslag (håndball for jenter og bandy for gutter) kor, korps og mødreforening. Sjøen var også mye brukt. Stranden nedenfor Veritas-senteret var innenfor fabrikkområdet og derfor ikke tilgjengelig.

Siden hele fabrikkområdet var inngjerdet var eneste vei inn via Glassverkveien. Porten var der VEFF-kontoret ligger (Støpulen). Det som ble brukt var de tre strendene innover mot Fornebu; der var «Det Hvite» oppkalt etter et hvitt badehus, «Guttern» med stort og lite stupebrett hvor de lokale heltene utfordret hverandre og sjekket jenter, og den siste «Jentern» på grensen mot skogen – der mødre badet etter arbeidstid.

Høvik Verk før Veritas var også nærmest et internasjonalt sted å vokse opp. Eksperter

ble hentet fra utlandet til produksjonen av finere glass, og gravører kom fra Sverige og Tyskland. Det kan også nevnes at alle husene på Høvik hadde navn, ett ble til og med kalt «Sverige». Det internationale oppvekstmiljøet blir nå videreført i Veritasbarnehagen.

Det som nevnes er samholdet, blant både barn og voksne. Det var ikke uvanlig med flere generasjoner som jobbet på verket, og at det var muligheter til å tjene litt ekstra lommepenger for barna. Evy (som jobber i kiosken V1) forteller at hun fikk én krone per uke for å hjelpe til med å vaske opp etter dagens lunsj. Mormoren var kokke på verket, mens faren jobbet i produksjon. Hun beskiver det som stor stas å kunne gå gjennom porten for å hjelpe mormor. Hele området var i utgangspunktet forbudt for barn.

Lunsjen ble servert i trimbygget. Hver dag ble det laget varmrett med dessert. Arbeiderne la inn en bestilling om morgenen hvis de ville ha dagens lunsj. Det var kun én rett pr. dag. Trimbygget huset også legekontoret

I FRA VERK TIL VERITAS I

Som barn hadde vi det mye moro på “Guttern” og “Jentern”

Foto: Bærum Bibilotek – Bærumssamlingen

Bilde fra 1900 der hvor V1 ligger i dag.

til Dr. Lundervall og ikke minst helsesøster Lisa. Hun var en litt fryktinngytende, storrøyker som ikke trodde på små nåler når hun skulle ta blodprøver.

Så helsen til ansatte på Høvik har blitt tatt vare på lenge før BHT var et begrep.

Nr 16 Bygget som i dag har navnet Nr 16 var i sin tid administrasjonsbygget for verket. Der holdt administerende direktør til i 1. etasje med utsikt ut mot bryggen. I 2. etasje holdt økonomiavdelingen til. Det var også derfra lønnen ble utbetalt – i kontanter.

Per Gunnar husker godt det året feriepengene kom inn en dag for tidlig. Han ble utstyrt med et balltre og en feltseng, og tilbragte natten i nr. 16 som ekstravakt for å passe på pengene.

Restene etter pengehåndteringen kan sees den dag i dag. Det er et bankhvelv i hver etasje.

Ellen med Per Gunnar Olofsson

Oppvekst på Verket Per Gunnar forteller om et sterkt samhold.

De fleste bodde på Høvik, og familiene var store. 10–12 barn var ikke uvanlig. Han forteller om felles St. Hans-feiring hvor båter ble pyntet med bjørkeris og ikke minst kritting av trappene.

Før jul var det juletrefester. Den beste var kanskje den som idrettsforeningen arrangerte på Strand. Det fortelles om at Arne Bendiksen stilte med sang og gjetteleker etterfulgt av tryllekunstneren Nietsche.

Dette var i tryllingens spede barndom, og det imponerte stort. Deretter var det gang rundt juletreet, kaker og en liten flaske brus til hvert av barna før julenissen kom på besøk. Godteposen pleide å inneholde en klementin, en Fox-karamell og en Gullvaffel.

I 1939 var alle på verket invitert til å feire 200-årsjubileet til Christiania Glasmagasin.

Antrekk for kvelden var smoking, noe de færreste av arbeiderne eide selv. Løsningen var å leie. Men det var ikke mulighet å leie kun for èn kveld –smokingene ble kun leid

ut på ukesbasis. Historien vil ha det til at sjåføren på verket ville ha valuta for pengene, og således var staselig antrukket hele uken.

Alle som deltok på festen fikk dessuten et askebeger i sølv som et minne om jubileet.

Fra Verk til Veritas Nedleggelsen og flyttingen av produksjonen fra Høvik verk var et resultat av en etterhvert gammeldags produksjonsprosess. Hele det store anlegget ble lagt ut for salg, og DNV var en av flere interessenter. En av betingelsen for at DNV fikk konsesjon til å kjøpe anlegget var at det skulle åpnes for publikum og til dels gjøres om til et parkanlegg.

Noen av byggene ble revet for å gi plass for V1 og etter hvert V2. De som er igjen, inkludert pipene, er fredet.

Den største endringen var ifølge Per Gunnar er at det før var et område for OSS, vi som bodde på Høvik, mens det nå er et yrende liv åpent for hele verden. //

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I XX I STRESS I

Tackling stress DNV GL is undergoing a lot of change and restructuring, while also making cutbacks. Such actions are vital to help make DNV GL fit for the future, but some employees may find themselves working harder than ever, facing uncertainty – and suffering from stress. VEFF chairperson Nina Ivarsen outlines how VEFF can help its members deal with stress during the challenging times.

TEXT: NINA IVARSEN

Organisations, like individuals, differ greatly in their attitudes to stress. Some take the hard-line approach, expecting their employees to be tough enough to handle stress. Others are more caring and helpful in their responses to such problems. VEFF chair Nina Ivarsen wishes to help members who are suffering from stress.

“Experiencing reorganizations and increasing performance expectations in challenging markets reminds us all that we don’t always have control over what happens with us, our colleagues or our organisation. Being overly anxious and stressed out can have both emotional and physical affects. The more stressed out we are, the more vulnerable we are to colds, flu, and a host of chronic or life-threatening illnesses. Also, people suffering from stress can sometimes become demoralized and lose interest in their work and the general pleasures of life.

In an effort to help members tackle stress, VEFF has taken the initiative to arrange small, informal lunch meetings

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or individual meetings for those who wish to seek help and advice. “The stress management sessions are meant to be anonymous. Experience shows that by connecting with people, we can help understand and engage with their experience of change and disruption to their lives, and try to find a way of helping them tackle stress and work through the process of change. People often comment that it is helpful to hear about others’ experience of the organization and how it affects them,” says Nina Ivarsen.

“Our meetings are informal and the approach we use aims to help people cope with stress by addressing the following questions: 1. How to prevent stress? How can I change and what actions can I take to avoid unnecessarily stressful situations?

2. How to cope with stress when you are in the midst of it? What do I do when it is at its worst?

3. How to recover from periods of stress?

In addition, stress can be infectious, so we ask: How do we interact with each other? How do we prevent conflicts?

What is the difference between external and internal (self-imposed) stress?

If you want to attend, please send a message to nina.ivarsen@dnvgl.com and you will get an invitation to the VEFF Office or a lunch meeting. VEFF can also visit you outside the workplace if needed.

For stress-related illnesses, please contact the BHT (Company health services), HSE & Security and Company health service for help. For further information, please contact: HSE.Norway@dnvgl.com //

Stress impacts our ability to do our jobs effectively, and it affects how we work with other people. This can have a serious impact on our general well-being and relationship as well as our careers.

DNV GL has developed a framework that can help you managing stress; access the 3814W Stress management web course in MyLearning.

I INTERVIEW I XX I

Meet Irena Jakopanec Through her work in DNV GL, Irena has acquired expertise in scientific risk communication, which requires understanding of data analytics, behaviour and neurology. ”In order to create innovative things, such setting requires a collaboration of a mosaic of professionals understanding and supporting each other.”

risk and safety. Did that lift your eyebrows? It definitely lifted mine. Working interdisciplinary is difficult without any doubt. It is hard to put yourself in that vulnerable spot, working in a field you are currently not familiar with or you never ever put on your career goals list.

In these uncertain times, you worry if stepping out of the beaten path will really turn out to be a smart career investment of your time rather than an unnecessary derailment. However, in these super-specialised times, it is rare to get so challenging and interesting opportunities. You will not find them in any job advertisements, because working truly cross-sectional means that you must have a true mosaic of professionals understanding each other to create innovative things.

This is easier said than done. You are pushed way out of your comfort zone and inevitably, you start off with everyone speaking different professional jargons and being overly proud of their

Photo: Private

Photo: Private

I decided to specialize in epidemiology and public health early on in my career.

A picture of a kind smiling doctor, caring for and curing a single patient, is strongly embedded in our characterization of a physician ideal. However, in clinical work, you deal with a harsh routine, encompassing a relatively rigid and traditional system, in which people get hurt due to unsafely delivered healthcare. Unintended medical error has now been assumed to be a third leading cause of death in the US. Physicians constantly lack time to spend on a single patient. Many things in clinical work were unacceptable to me and – I personally did not feel sufficiently challenged.

When I started to work in DNV GL in 2011 as a public health physician/epidemiologist, I noticed change is constant around here. I initially got tasks that were very aligned with my background, but a forming and storming phase followed when I decided to join Oil & Gas research group at GTR to work on

own field, as they got used to (or refuse to see) its limitations. Harmonic group collaboration happens only after you have used some time arguing or being locked in fruitless debates, but it will eventually “click” – if everyone is motivated and willing to contribute to team goals.

I have learned things my former physician colleagues are not familiar with.

I enjoy having a broader perspective, understanding interdisciplinary novel concepts. My expertise is scientific risk communication, which requires understanding fields like data analytics, behavioural psychology and neurology.

I know that nobody is irreplaceable, but also know I fit like a glove to this topic.

I am also involved in Big Insight initiative related to making patients safer in the hospital: this reminds me of my physician colleagues working in a system and perhaps not being able to change it for the benefit of the patients. So naturally, I am very engaged in this project. //

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I THE XX I NORDIC MODEL I

Promoting the benefits of VEFF and the Nordic model In DNV GL Norway, there are over 92 different nationalities working alongside each other. Many are already members, though VEFF, under the leadership of Nina Ivarsen, has ambitions to attract all overseas employees. Most readers of this magazine will know that VEFF is the union for DNV GL employees, but essentially for non-members, what is a trade union and what does it mean to be part of VEFF? Nina Ivarsen answers these questions and explains the benefits of VEFF membership and the Nordic model.

TEXT: NINA IVARSEN

That Norway has succeeded relatively well in the economic growth areas is often attributed to both the close cooperation between the parties in the workplace and the authorities, and a close, constructive dialogue between employer and employees.

The Norwegian model is a specific term used to describe how working life is organized in Norway. The term is also utilized within DNV GL to describe the relationship and interaction between both the employer and employees, and the employer and workers’ union VEFF and at the same time, the relationship of both sides to the state.

HOWEVER, WHAT IS IT THAT DISTINGUISHES HOW THE WORKPLACE IN NORWAY IS ORGANIZED? How the relations between the parties in the workplace should be regulated is both the employer’s and employees’ responsibility, albeit within a framework and in addition to Basic Agreements (Hovedavtaler), Salaried Employees’ Agreement (Funksjonæravtalen) and the tariff agreement, which also includes legislation. Both the Working Environment Act and other laws put limits on what can be agreed between the employer and employee.

46

THE RELATIONSHIP BETWEEN EMPLOYER AND EMPLOYEE Good contact between VEFF management and employee representatives is important for the model to work. This occurs during negotiations, discussions, both formal and informal meetings involving the committee and interaction terms. Regardless of the form, the goal is that decisions that will have consequences for the employees’ working conditions will take place at all levels in DNV GL. Employees shall have the opportunity to influence all matters relating to their work, from defining their individual place of work to strategic objectives for DNV GL. The basis for how this will take place is regulated by both the law and the basic agreements that are in the workplace, the working Environment Act and the Companies Act, which provides rules as regards the employee representation to the governing body. However, experience shows that the formal rules are not enough.

Cooperation works best when a relationship of trust is established between the parties, which goes beyond the formalized agreements.

SOME KEY WORDS ON THE NORDIC MODEL Recognition of trade union and safety representatives Employers recognize that employees have legitimate common interests.

The prerequisite for this to work is the employees’ right to joint representation being recognized at all levels of the corporate organization.

Representative system Employees must be given the opportunity to establish a representative system, for instance, election of trade union and safety representatives. Employees should not only have influence in the workplace as individuals but also by giving them the opportunity to act together.

Early involvement The goal is that the management and employees can agree on the further development of the workplace. For this to work, it is essential that trade union representatives are involved prior to corporate leadership making any decisions. Early involvement provides both the employees and trade union representatives greater opportunities for real influence on the decisions made, and increases the possibility of constructive contributions when decisions are being implemented.

I THE NORDIC MODEL I XX I

How do we achieve a good working life balance? A workplace that provides vitality and health benefits by allowing people to utilize their resources and develop themselves in a positive way.

– Former Health and Human Services Minister Anne-Grete Strøm-Erichsen

Acceptance of controversy Management and staff have both similar and different interests. Even though both parties have a mutual interest in further development in the workplace, there may be different interests around issues such as salaries, employment and decisions on who should undertake specific work tasks. Disagreements may also surface around how work should be performed when there are limited resources, such as time. For a good working relationship to succeed, it is important that one also accepts there are possible conflicts of interest within certain questions. Guidelines on how disagreements should be handled, whether it is purely a salary question or reduction in staff, is therefore an important part of the “Nordic model”.

Knowledge Constructive cooperation between management and trade union representatives presupposes knowledge of both parties. Both the trade union and safety representatives must therefore receive appropriate work space so they are in a position to contribute to the dialogue within the company. Work space in terms of time and of course possibilities. This is also the employer’s responsibility.

Trust Despite any differences in interests and opinions, the parties must continue to have confidence in each other. A relationship of trust presupposes mutual trustworthy behaviour. A well-established relationship of trust creates a more open and personal line of communication. Both parties know where they stand with each other and the relationship is predictable.

Binding agreements For a good cooperation to work, it is essential that management and trade union representatives enter binding agreements. In negotiations, the employees shall meet with the management with a mandate to achieve final decisions, on the other hand, the trade union representatives could commit all members (sometimes all employees will need to be involved).

In a time when many countries are faced with many challenges, it Is not surprising that the Nordic nations stick with the system because they can see that on the whole, they come out ahead – not just as a group, but as individuals. This also applies to companies practicing the model as it helps them – and their employees – be better prepared to handle change and build a better future. //

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I DEN NORDISKE MODELLEN I

FREMTIDENS VEFF-MEDLEMMER OG DEN NORSKE MODELLEN I DNV GL Norge arbeider 92 forskjellige nasjonaliteter sammen. Mange er allerede medlemmer, men vi har en ambisjon om å organisere alle ansatte som kommer fra et annet land. VEFF er en fagforening kun for ansatte i DNV GL, men hva er egentlig en fagforening og den nordiske modellen, og hva betyr det å være fagorganisert?

TEKST: NINA IVARSEN

At Norge har lykkes relativt bra på det økonomiske området tilskrives ofte både et nært samarbeid mellom partene i arbeidslivet og myndighetene, og kort avstand og god dialog mellom arbeidsgiver og arbeidstaker. ”Den norske modellen” er et begrep som brukes for å beskrive det spesielle ved hvordan arbeidslivet er organisert i Norge. Begrepet brukes også hos oss i DNV GL for å beskrive forholdet og samhandlingen mellom arbeidsgivere og arbeidstakere, arbeidsgiverog arbeidstakerforeninger som VEFF samt begge siders forhold til staten.

Men hva er det som særpreger hvordan arbeidslivet er organisert i Norge?

Hvordan forhold mellom partene i arbeidslivet skal reguleres er arbeidsgiver og arbeidstakers ansvar, men dette skjer innenfor et rammeverk som i tillegg til Hovedavtaler, Funksjonæravtalen, tariffavtalen også består av lovverk. Både Arbeidsmiljøloven og andre lover legger rammer for hva som kan avtales mellom arbeidsgiver og arbeidstaker.

Forholdet mellom arbeidsgiver og ansatte God kontakt mellom ledelse VEFF og tillitsvalgte er viktig for at modellen skal fungere.

Dette skjer i form av forhandlinger, drøftelser, formelle og uformelle møter i utvalg og samhandlingsform. Uavhengig av form er det et mål at det foregår på alle nivåer i DNV GL der det treffes beslutninger som får konsekvenser for ansattes arbeidssituasjon.

Ansatte skal ha mulighet til å påvirke alle forhold som angår deres arbeid, fra utforming av den enkelte arbeidsplass til

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strategiske mål for DNV GL. En grunnmur for hvordan dette arbeidet skal foregå er regulert gjennom både lov og avtale, som hovedavtalene i arbeidslivet, Arbeidsmiljø­ loven og Aksjeloven, som gir regler om ansattes representasjonsrett i styrende organ i bedriften. Men de formelle reglene er ikke nok, en viktig erfaring er at samarbeidet fungerer best når det er etablert et tillits­ forhold mellom partene som går lenger enn det formaliserte avtaleverket.

Noen stikkord til forståelse av ”den norske modellen” Anerkjennelse av tillitsvalgte og verneombud Arbeidsgiver anerkjenner at ansatte har legitime felles interesser. Forutsetningen for at det skal fungere er at ansattes rett til felles representasjon anerkjennes på alle nivåer i bedriftens organisasjon.

Representativt system De ansatte skal gis mulighet til å etablere et representativt system, dvs. at det kan velges tillitsvalgte og verneombud. Ansatte skal ikke ha innflytelse på arbeidsplassen bare som individer, men også ved at de gis muligheten for å opptre samlet.

Tidlig involvering Det er et mål at ledelse og ansatte kan bli enige om videre utvikling av arbeidsplassen. Skal dette fungere, er det viktig at tillitsvalgte involveres før bedriftens ledelse har fattet beslutninger om hva de vil gjøre.

Tidlig involvering gir ansatte og tillitsvalgte større muligheter for reell innflytelse på

beslutninger som fattes, og øker muligheten for konstruktive bidrag når beslutninger skal settes ut i livet.

Aksept for uenighet Ledelse og ansatte har både like og ulike interesser. Selv om begge parter har felles interesse av videreutvikling av arbeidsplassen, kan det være ulike interesser rundt spørsmål som lønn, ansettelse og hvem som skal gjøre bestemte typer arbeidsoppgaver.

Uenighet kan det også være rundt hvordan arbeid skal utføres når det er begrensede ressurser, eksempelvis tid. For at et godt

I DEN NORDISKE MODELLEN I

Hvordan skal vi få et arbeidsliv som gir og ikke tar? Et arbeidsliv som gir energi og helsegevinster ved at folk får bruke sine ressurser og utvikle seg positivt.

Tidligere Helse- og omsorgsminister Anne-Grete Strøm-Erichsen

samarbeid skal fungere, er det viktig at en også aksepterer at det i noen spørsmål finnes interessekonflikter. Retningslinjer for hvordan uenighet skal håndteres, enten det dreier seg om rene lønnsspørsmål eller for eksempel nedbemanning, er derfor en viktig del av ”den norske modellen”.

Kunnskap Konstruktivt samarbeid mellom ledelse og tillitsvalgte forutsetter kunnskap, fra begge parter. Tillitsvalgte og verneombud må derfor få arbeidsrom slik at de er i stand til å gi bidrag til dialogen i bedriften. Arbeidsrom

både i form av tid og kursmuligheter. Dette er også arbeidsgivers ansvar.

Forpliktende avtaler Skal et godt samarbeid fungere er det en forutsetning at ledelse og tillitsvalgte kan inngå forpliktende avtaler. I forhandlinger skal de ansatte møte ledelse med mandat til å treffe beslutninger, på den annen side må de tillitsvalgte kunne forplikte alle medlemmer (og av og til alle ansatte).

Tillit På tross av forskjeller i interesser og meninger kan partene likevel ha tillit til hverandre.

Et tillitsforhold forutsetter gjensidig tillitvekkende adferd. Godt etablerte tillitsforhold skaper gjerne en åpnere og mer personlig kommunikasjon. Begge vet hvor de har den andre, relasjonen er forutsigbar. //

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I NEWS I

Secretariat VEFF Office VEFF is an independent Union only for workers in DNV GL and was established more than 40 years ago. We run and perform all our tasks ourselves except membership registration and legal assistance, where we get assistance from Parat/YS. One of the helpers at the VEFF office is Laurence Ivarsen, besides being a student he has been assisting VEFF with administrative support for four years.

“I like contributing at the VEFF office, and have learned a lot that I can also take advantage of in my studies. I provide general administrative support to the VEFF office.”

Main job tasks and responsibilities are: • coordinate and distribute accurate messages from members • receive, sort, distribute and archive incoming and outgoing mails • monitor incoming emails and answer or forward as required • prepare outgoing mail for distribution • archive documents after reorganizations, downsizing, negotiations • maintain office filing and storage systems

• update and maintain databases, mailing lists, contact lists and member information • prepare documents, reports and correspondence • assist with VEFF Magazine • assist with accounting and budgeting DNV GL looks like a nice place to work. //

Restructuring in focus The annual YS conference in October covered a highly relevant topic for members, associates and VEFF participants: How to handle ongoing restructuring. Representatives from 17 YS unions, organizations in society and the workplace, as well as YS partners and suppliers, met to discuss the future of the Norwegian model and cooperation during restructuring.

TEXT: LIN B. KARSTEN “Restructuring has been a recurring discussion in politics and society in recent years. It is an important national debate. And we know quite a lot about the challenges we can expect,” said YS leader Jorunn Berland in her opening speech at the YS conference.

“We know that the oil and gas industry is most likely to contribute far less to the community, both in terms of lower incomes, lower investment and a lower number of jobs. We also know that more of us are living longer, with more expensive pensions. In addition, we know that we must emit significantly less CO2 in order to avoid irreparable damage to our planet,” commented Berland.

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She continued, “At the same time, we see that the macro trends such as digitalization, robotics and stronger international competition will affect us more and more – both at work and in our private lives”.

“This is the backdrop to the conference, hence our desire to put the spotlight on an aspect of the restructuring debate that is not raised that often; how to further develop the Norwegian coopera­ tive model in the face of a new era,” said Berland.

“It is in times like these, when the arrow turns and changes come faster and faster, that we see how well prepared we really are,” pointed out Berland, and added, “And it is now that we must develop the tools that will enable us to get through the coming decades.”

The conference attracted high profile names, including Jonas Gahr Støre, who gave a speech on the topic “Norway under restructuring – is the Norwegian model an obstacle or an assumption?”

Also, there was debate between leaders of youth political parties addressing the question: What will the next generation of political leaders do for the modern workplace and the development of the Norwegian cooperative model? What kind of work environment will they create?

The conference ended with the presentation of this year’s Equality Award to DNB. The YS jury highlighted DNB’s important initiatives that merited the award, including the equal wages fund of 17 mil­ lion and its pioneering business in blind recruitment. //

I NEWS I XX I

Tariff strike averted TEXT: LIN B. KARSTEN

Following mediation discussions of over seven hours outside working hours, the parties in the mediation of the official agreement concluded on Sunday, 2 October. Accordingly, the strike was averted by the State Mediator. The outcome involves the introduction of a new appendix to the Salaried Employees’ Agreement, adapted to the call centre sector. The appendix includes minimum wage rates and additional inconvenience items. Parat has around 1,750 members in DNV GL, Podium and Skretting, and are covered by media­ tion discussions.

In the first instance, there were 50 negotiating members in the

Photo: Vetle Dalen/Parat

Tariff 2016: It was agreed that there will be no strike in connection with the Salaried Employees’ Agreement (Funksjonæravtalen).

company WebHelp Nordic ready to be called out on strike if the talks proved unsuccessful in reaching an agreement in the final mediation discussions.

We are satisfied that we reached the goal with a mediation solu­ tion and that it was not deemed necessary to strike, confirmed Parat’s head of negotiations, Kjell Morten Aune. Aune represented Parat together with trade union representatives from DNV GL, Skretting and Podium. Parat associates in YS – Negotiations and Administrative Traffic Association Yrkestrafikkforbundet – were also involved in the mediation discussions. //

Why am I committed to work for DNV GL Maritime?

In our fall newsletter, we asked our members to give us their story or feedback to how you see DNV GL going forward. What is your motivation working for DNV GL, and what makes you engaged?

Why am I committed to work for DNV GL Maritime?

Of course, for me and for most colleagues there are probably numerous different reasons for being committed to work for the company, – our company.

Personally I am proud of the Norwegian shipping heritage, which in various ways has become my own. One of my great grandfathers was a ship owner, another was a naval commander. One of my grandfathers started out as a steel ship worker at the age of 18 in Bergen and retired at the age of 70 as a foreman at Aker Mek. Verksted in Oslo. My uncle worked for DNV for close to 30 years.

For me it is natural to support any ship owner, designer or yard,

independent of the country, but I must admit that I especially enjoy seeing Norwegian companies doing well.

Within DNV GL, and DNV before, I know my competence and skills are appreciated. The company supports job rotation and is fairly informal. I like seeing committed employees around me always willing to provide high quality services, even in very busy periods.

I have worked for a few different companies in the past, but none could match DNV GL. As long as I work for the company I will do my best, put in additional hours whenever needed and share my knowledge.

– Anonymous member of VEFF //

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I VEFF MEMBERSHIP BENEFITS I

RESTRUCTURING

– stick to your current job or is it time to make a change?

TEXT: NINA IVARSEN

Many DNV GL employees have been shaken by the restructuring process and we expect that more will be affected as the process, continues. It is therefore wise to set aside time and think through what it could possibly mean for you and your job.

Experience shows that it is wise to be prepared, and take time to consider the career path you wish to take going forward.

The quality of work is very much up to us as individuals.

We must all take responsibility for our own development and employment, also with a view to renewing ourselves and using the knowledge that we have. We can maintain that and take responsibility for our own quality of life while, at the same time, we should feel that we master what we do as individuals and in a community. The experience of value creation and delivering real value to customers, colleagues and the outside world is important.

VEFF has a support service offer to its members through the Federation Union and Career House (KarriéreHuset). This service includes the use of tools that can help you find the key to who you are, how you can succeed in finding a new job, working with self-awareness, self-management and your attitude to creating engagement and job satisfaction.

How can you break down your bad habits? You must create a personal development plan.

Brand yourself – create an internal culture of continuous improvement.

A good starting point is to do a personal survey: • Get to know yourself – who am I and how am I perceived by others? What do I want to achieve and when?

• Consider your own development and career goals – what do i want, and why and how important is it for me?

• Take your development from words to action.

Career House has extensive experience and certified career coaches. They offer both a startup package and a basic package, both of which are partially paid for through your membership in VEFF/Parat. Check out Parat.com for more information. //

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I VEFF MEMBERSHIP BENEFITS I

OMSTILLING

– BLI I JOBBEN, ELLER ER DET TID FOR Å TA ET NYTT VEIVALG? TEKST: NINA IVARSEN

Mange har allerede vært i omstilling, og vi kan forvente at flere vil komme i en slik situasjon. Det er derfor sunt og fornuftig å gjøre seg opp noen tanker om hva det vil bety for deg og din jobb. Det er bedre å være forberedt, og ikke minst er det viktig å reflektere samt gjøre seg opp en mening i ny og ne om hvor man vil i sin karriere.

Arbeidskvalitet handler om at hver enkelt av oss må ta ansvar for egen utvikling og arbeidssituasjon, også med tanke på å fornye oss, samt bruke den kunnskapen vi har. Vi kan opprettholde og ta ansvar for vår egen livskvalitet, samtidig som vi skal oppleve at vi mestrer det vi gjør både som individ og i et fellesskap. Opplevelsen av verdiskapning samtidig som vi skal kunne levere reell verdi for kunder, kollegaer og omverden er viktig.

VEFF har et medlemstilbud gjennom Parat og karrierehuset.

I dette tilbudet benyttes de verktøy du trenger for å finne nøkkelen til hvem du er, hvordan du kan lykkes med å finne deg en ny jobb, samt arbeide med selvinnsikt, selvledelse og din mentale innstilling for å skape engasjement og arbeidsglede.

Hvordan kan du bryte ned dine uvaner? Du må lage deg en personlig utviklingsplan.

Bruk deg selv som merkevare – skap en indre kultur for kontinuerlige forbedringer.

En god begynnelse er å starte med egenkartlegging: • Kjenn deg selv – hvem er jeg og for hvem, hvordan er jeg, når og hva ønsker jeg å oppnå?

• Mine utviklings- og karrieremål – hva vil jeg, hvorfor vil jeg dette og hvor viktig er det for meg?

• Min utviklingsplan – fra ord til handling.

Karrierehuset har lang erfaring og sertifiserte karriereveiledere.

De tilbyr både oppstartspakke og grunnpakke som begge er delvis betalt gjennom ditt medlemskap i VEFF/Parat. Se Parat.com for mer informasjon. //

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I VEFF MEMBERSHIP BENEFITS I

VEFF – an independent Union only for employees in DNV GL One of VEFF’s most important task is to establish the best possible foundation, so that the workplace functions well for the employees.

We wish to use our expertise to ensure that you have the best possible working environment.

However, even the safest workplace is susceptible to changes which will affect you. Re-organisations, downsizing, units merging, unreasonably large increases in the workload and individual pay negotiations are some of the challenges you may face. As a member, you will always have VEFF on your side.

Our representatives and lawyers and other experts will always support you.

We will be there when you have questions about your job, conditions or your rights; whether it is related to reorganisation, working hours, pay, holiday,

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leave, illness, dismissal, restructuring or changes to the content of your job.

Through Parat, VEFF will cover all legal costs – either you win or lose a lawsuit, this is unique. Most of the other unions only cover your expenses and you must pay DNV GL’s legal costs. You will not get a better work insurance any other place.

If you are a new member, there is only three months’ quarantine time in order to get legal assistance – most other unions have six months’ quarantine time.

VEFF can offer insurance through Gjensidige like most Unions, with the same conditions and price.

We will be present when decisions are made which are of relevance to you. The needs of our members always define the focus and prioritization of our activities.

Change may happen quickly, and it is important that we can be there with and for you. VEFF will be there whenever you need us.

We are an organization that cares, and you will find it easy to get in touch with us. We have a unique competency and knowledge of DNV GL for more than 40 years.

With almost 1,100 members from all business areas, we have the experience which will enable us to help and support you. //

I VARIOUS I

Membership benefits VEFF was established more than 38 years ago. We are an employee organisation only for employees in DNV GL, with almost 1,100 members in Norway.

• VEFF offers membership to workers in all groups in DNV GL – also management. We work for a non-discriminatory workplace.

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

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

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

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

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

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

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

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

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

MEDLEMSFORDELER VEFF ble etablert for over 38 år siden. Vi er en fagforening kun for arbeidstakere i DNV GL, og vi har nesten 1100 medlemmer i Norge.

VEFFs medlemsfordeler

Gode forsikringsbetingelser

• VEFF organiserer alle profesjoner og fagområder i DNV GL Norge – også ledere. Vi arbeider for et ikkediskriminerende arbeidsmiljø.

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

• VEFFs medlemmer er sikret med­ bestemmelse og påvirkning.

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

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

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

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

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

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

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

Ny medlemsfordel: YS hytteinnbo Fra 1. januar 2016 kan du forsikre innbo på hytta for 450 kroner i året. YS Hytte-innbo dekker skader på innbo med inntil 500.000 kroner. Forsikringen gir erstatning for alle skader på innbo som skyldes brann, vann, tyveri, naturskade, mus og gnagere. I tillegg dekker den uhellskader, som f.eks. at noe velter og knuser. Egenandel er 200 kroner.

Ta kontakt med Gjensidige på tlf 03100 for mer informasjon. //

Visit VEFF.no

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© VEFF 12-2016. Front cover photo: iStock. Editor: Nina Ivarsen. Design and layout: 07 Media 1612-004

© Edith Berthelsen Vistung

PROUD PEOPLE PERFORM

Hvordan bli medlem av VEFF

How to become a VEFF member

• Kontakt VEFF-kontoret: VEFF@dnvgl.com • Du finner også informasjon på www.veff.no

• Contact the VEFF office: VEFF@dnvgl.com • You will also find useful information on www.veff.no