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VEFF//17 VEFF – THE DNV GL EMPLOYEE ASSOCIATION VEFF MAGAZINE 01.2017

M A K ING A DIFFER ENCE »»In today’s challenging work environment, it is important for us to have clarity of purpose and focus on core values

DATE

Meet Ditlev Engel

René Christian Castberg

BEST TECHNICAL SUPPORT IN CLASS

CEO FOR ENERGY

2017 HORTONWORKS BIG DATA HERO


I CONTENTS I

I LEDER I

Å GJØRE EN FORSKJELL I dagens vanskelige jobbsituasjon er det viktig at vi har et tydelig mål og fokus på kjerneverdier. Sammen kan vi gjøre en forskjell.

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MEET THE 2017 HORTONWORKS BIG DATA HERO – René Christian Castberg

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INTERVIEW Meet CEO Ditlev Enger

5 Editorial – Making a difference 7 VEFF’s Union Representatives 8 World leader in safety 12 “The top view is essential for companies’ efforts to combat bribery” 23 Meet Ditlev Engel, CEO DNV GL – Energy 26 DATE – Best technical support in class 31 Laboratories and office in Bergen moved to new facilities 33 Valuing the employee voice 36 What is the difference between an HSE coordinator and a safety delegate in DNV GL? 38 DNV GL - Fuel fighter 42 DNV GL Summer party 46 Development of a brand 49 Membership benefits on insurance 50 VEFF membership benefits 51 About VEFF

Editor: Nina Ivarsen

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NINA IVARSEN, CHAIRPERSON VEFF

Jo Michael

MEET OUR NEW GLOBAL DATA PROTECTION OFFICER – Ingvild Risvik Mauritz in DNV GL

Nina Ivarsen, chairperson VEFF

Vi i VEFF-styret har reflektert over hva som er viktig for oss som jobber i DNV GL, og for de aller fleste vi har snakket med dreier det seg om innholdet i jobben, vår visjon, og hvordan vi kan bidra til å gjøre en forskjell. Dette kommer veldig tydelig frem hos de medlemmer som dessverre kom i omstilling. Lojaliteten til selskapet er fundamentalt viktig, i likhet med muligheten til å skape og vedlikeholde kunnskap tuftet på DNV GLs grunnverdier. Våre grunnverdier er skapt av mennesker i et fellesskap over tid, og er ikke bare ord på et papir. Det er en fin balansegang å opprettholde denne lojaliteten i tider der markedet utfordrer oss ikke bare i ett forretningsområde, men i flere. Som leder av VEFF har jeg tenkt på om det er mulig å få til omstillingsprosesser som gjør mindre vondt enn de vi har sett i den senere tid. Tanken har vært å normalisere omstillinger, men hva slags selskap blir vi da? Det blir vanskelig å ivareta lojaliteten til den enkelte ansatte og ønsket om å bidra med den integriteten vi som ansatte må ha for å kunne levere sikre og tillitsfulle tjenester. Lettvinte omstillingsprosesser med et klapp på skulderen vil ikke fungere hos oss. Vi må vite at alle ansatte som blir valgt ut i en omstillingsprosess er kartlagt ut fra kriteriene vi har avtalt, og at dette kan etterprøves.

Hvert eneste medlem som kommer i omstilling er unik, med sine helt spesielle forventninger, skuffelser og ikke minst unike kvaliteter.


I INNHOLD I

Faste kriterier Hvem har bestemt at kunnskap skal være kriterium nr. 1? For mange år siden avtalte VEFF å etablere en omstillingsavtale med ledelsen i daværende DNV. Det var et stort tiltak, med en prosjektgruppe bestående av VEFFs styre og DNVs ledelse. VEFF-styret mente den gangen at vi skulle holde oss til hovedavtalens rammeverk og at ansiennitet skulle være kriterium nr. 1. Etter mange gode diskusjoner og syv måneder senere, falt prosjektet i fellesskap ned på at vi er en kunnskapsbedrift, og at man kan faktisk ha den viktige kompetansen selv om man har kommet rett fra studier. Erfaring er like mye verdt som akademia, mener VEFF, og vi ser i de utvelgelsesprosessene som forretningsområdene har ansvar for at det blir tatt hensyn til at ansatte skal jobbe i team og utfylle hverandre, slik at man sammen oppnår det beste arbeidsteamet. Vi har fått spørsmål om hvordan VEFF bidrar i omstillingsprosesser, og vi skal prøve å gi en kort oppsummering. Før et forretningsområde går i omstilling plikter ledelsen å innkalle fagforeningene til første drøftingsmøte. Her blir begrunnelsen for omstillingen diskutert, og ledelsen legger frem sine tanker, regnskap, budsjettall og begrunnelse så tidlig som mulig for å drøfte med fagforeningene om vi ser det samme terrenget som dem. VEFF analyserer tallene vi får, og sjekker med lokalt tillitsvalgte og medlemmer om det landskapet ledelsen beskriver er det som faktisk er virkelighet. Så diskuterer vi hvilke områder som er påvirket, det vil si hvem som blir berørt av omstillingene. Etter dette drøfter vi om det er spesielle kriterier som skal vektlegges ut over omstillingsavtalene. Vi diskuterer antall ansatte som skal i omstilling, og krever en nøye forklaring for å sikre at antallet er riktig i forhold til å bevare arbeidsplasser og forretningsmodellen. Vår jobb er ikke å være med å plukke ut hvem som skal være med i omstilling, men å sikre at resultatet av omstillingen vil sikre jobb til de som er igjen. Vi sørger for at midlertidige ansatte og innleide blir tatt ut før faste ansatte. Noen ganger er ikke dette mulig da midlertidig ansatte har spesialkompetanse, men dette drøftes og sikres i hvert enkelt tilfelle. Har vi ansatte som nærmer seg pensjonsalder, tilbyr vi en senioravtale vi har drøftet og forhandlet frem. For å sikre at vi også skal ha tilgang til unge fra universitetene, har vi forbeholdt et minimum av traineeplasser. Når vi har sjekket alle vilkårene og blitt enig med ledelsen om hvilket omfang omstillingen skal ha, blir dette dokumentert i referater. Denne prosessen kan ta opptil flere måneder og er meget omfattende, enten det dreier seg om 200 personer eller 20. Vi sørger også for at omstillingskriteriene ikke inkluderer personalsaker, da disse skal løses utenom omstillingsprosessene. Prosessen blir diskutert med juridisk bistand fra Parat, og advokatbistand blir forberedt og gjort tilgjengelig for de medlemmene som eventuelt ikke aksepterer en sluttavtale. Alt dette forarbeidet er konfidensielle drøftelser som forblir konfidensielle i all ettertid.

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LEDER Å gjøre en forskjell ”Tonen på toppen er avgjørende for selskapers innsats mot bestikkelser”

43 DNV GL Summer party 49 Medlemsfordeler på forsikring 51 Om VEFF

Town hall meeting Etter at alle konfidensielle drøftelser er ferdig, kan vi konkludere når alle parter er enige. Fra denne dag står fagforeningen og ledelsen sammen på en town hall meeting, og budskapet om at deler av bedriften er i omstilling blir allment kjent. Denne dagen er svært krevende både for de som kommer i omstilling og de som ikke blir berørt. Det er også krevende for ledelsen som skal formidle budskapet og kanskje selv er i omstilling. Det er også en tøff dag for oss som har vært med i drøftelser, og ikke minst for meg som har ledet drøftelsene på vegne av mange medlemmer av VEFF og må se at gode kolleger får tilbud om sluttavtale. Hver eneste gang jeg ser et kjent navn er det like tungt, men jeg vet at det arbeidet vi har gjort er kvalitetssikret grundig. Etter town hall meeting endres rollen

© iStock

Redaktør: Nina Ivarsen

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I LEDER I

som fagforeningene har fra å være en part i sak på et overordnet nivå for å komme til enighet i en omstillingsprosess, til å ivareta de medlemmer som er kommet i omstilling.

Medlemmer i omstilling For medlemmer som kommer i omstilling har vi et stort apparat som ivaretar hver enkelt av dere. Dere har 100 prosent tilgang til meg som VEFF-leder og mitt styre til alle døgnets tider i denne kritiske perioden. For noen handler det om liv og helse, for andre handler det om å finne nye muligheter. Hvert eneste medlem som kommer i omstilling er unik, med sine helt spesielle forventninger, skuffelser og ikke minst unike kvaliteter. Jeg har aldri bistått et medlem som har vært helt lik eller identisk med et annet medlem. Alle er vi unike, og det er min oppgave og mitt ansvar å finne frem til og bistå det unike i hver enkelt som blir satt ufrivillig i en svært tung prosess. Det er viktig at de av dere som kommer i omstilling er flinke til å dele all informasjon som kan bidra til en vellykket prosess. Noen ganger har vi sett at ledelsen ikke har vært klar over sosiale vilkår som gjør at den ansatte blir særdeles forulempet med å komme i omstilling. Da har vi fått tilrettelagt og ivaretatt disse omstendighetene.

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Men det finnes også en gledens dag Det som er kjekt å vite er at mange som har vært i omstilling faktisk finner seg ny jobb eller starter for seg selv. Gjennom store tunge prosesser er det ganske kjekt å få en tilbakemelding med et lite ’jippi’ – jeg har faktisk fått meg en ny jobb. Som avsluttende ord til dere VEFFere, er det nettopp i tider som disse dere har en tillitsfull partner i VEFF som vil være der, ikke bare i et fellesskap, men også for dere som personer. Jeg vet det har vært mange tårer både for de berørte og de som er igjen, samt ledere som synes det er svært tungt å gå gjennom disse prosessene. Det hender det triller en tåre hos fagforeningens leder også, vi er alle berørte. Hvis vi ser på visjonen vår og tenker nøye gjennom hva den egentlig betyr, så er vi her for å sikre liv, verdier og miljøet vårt, dette inkluderer i høyeste grad at vi bryr oss om hverandre. //


I EDITORIAL I XX I

Making a difference In today’s challenging work environment, it is important for us to have clarity of purpose and focus on core values. Together, we can make a difference.

We at the board of VEFF have reflected on what is important for us who work in DNV GL and, for the vast majority of those we have talked to, it is about job satisfaction, our vision and how we can help make a difference. This comes clear when talking with VEFF members who unfortunately became a part of restructuring and downsizing processes. Also, loyalty towards the company is fundamentally important, as is the opportunity to build and nurture knowledge based on DNV GL’s core values. Indeed, our basic values have been created and practiced by our people over many years, and are not just words put up in the lobby or in the office. They really are important for the employees, and it is a fine balance to maintain loyalty, especially in times like this when we face adverse market conditions and related challenges. As the leader of VEFF, I have thought about whether it is possible to make the restructuring and downsizing processes less painful than those we have experienced lately. Suggestions have been put forward, including the idea to ‘normal-

ize’ downsizing, but what kind of company do we then become, I wonder? For sure it will be difficult to maintain the employees’ loyalty and integrity that we must have to provide safe and trustworthy services. Personally, I believe so-called ‘lightweight downsizing’ processes with a pat on the back will not work for us. It is important that we know that the employees who are involved in the restructuring and downsizing process are chosen based on agreed criteria that can be confirmed.

discussions, it was mutually agreed that we are a knowledge driven organization and, as experience shows, an employee can have important and relevant competence – even if he or she has come straight from their studies. For VEFF, work experience is valued just as much as education, and we have seen processes in the business areas that take into consideration that employees work in teams, and complement each other to achieve the best team environment and results.

ESTABLISHED CRITERIA So who has decided that knowledge should be criterion number one? Many years ago, VEFF agreed to establish a restructuring and downsizing agreement with the then DNV management. It was a major undertaking, involving a project group made up of the for­­mer VEFF board and DNV executives. The then VEFF board meant that we should adhere to the main framework agreement and that seniority should be criteria number one. Over time, and after many constructive

HOW VEFF CONTRIBUTES TO THE RESTRUCTURING AND DOWNSIZING PROCESS Put briefly, before a business area is downsized, management is required to call the union to the initial discussion meeting. The management presents its rationale, accounts and budgets to ensure the union is informed as early as possible. The union then reviews the circumstances and analyzes the figures, and checks with local representatives and members how the situation is from their perspective compared to what is

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I EDITORIAL XX I I

described by management. Then we discuss which areas are affected and who will be impacted by the restructuring and downsizing. Next, we discuss conditions and possible additional criteria in the event of circumstances that go beyond those described in the restructuring and downsizing agreement. Further, we discuss the number of employees involved and ask for a detailed explanation to ensure that the numbers are correct, also in terms of securing jobs and business model. Our job is not to select who will be involved in the restructuring and downsizing process, but rather make sure that the result of the process safeguards jobs for those who remain in DNV GL and, in turn, supports the overall goals of the company. To this end we make sure temporary employees and hires are asked to leave before perma-

legal assistance from Parat, and support is provided for those members who may not wish to accept the offered terms. All discussions are held on a strictly confidential basis. TOWN HALL MEETING After the confidential discussions and when the parties reach an agreement, we move to conclude matters. The union and management teams then meet at a town hall meeting to inform employees about which parts of the company will be affected by the restructuring and downsizing. This is a very challenging day, both for those who are affected and for their colleagues who will remain in the company. It is also emotionally demanding for the management who must convey the messages, especially those that may also be part of

Despite the challenging times, it is comforting to know that many who have left the company in recent times have been able to find new jobs or start their own businesses.

nent employees. Sometimes this is not possible, as temporary employees might have special expertise, but this is discussed and confirmed in each case. If we have employees approaching retirement age, we can offer a senior agreement which we have discussed and negotiated on their behalf. Also, to attract young people from universities, we reserve a certain number of trainee positions. After checking and agreeing the restructuring and downsizing terms with management, we document this in protocols and minutes of meetings. This process can take up to several months and is very comprehensive, irrespective of how many people are involved. Also, as a matter of policy, we make sure that the criteria do not include personal cases, as these should be solved separately. The process is discussed with

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the downsizing. It’s also a very tough day for us here at VEFF, as we have participated in all the discussions leading up to the town hall meeting. For my part, I have led the discussions on behalf of many VEFF members and seen good colleagues leave the company. Every time I see a familiar name it hurts inside, but I know that the work we have done is thoroughly quality assured. Following the town hall meeting, the role of the union changes from discussion and negotiating body on management level, to focusing on taking care of the VEFF members affected by the restructuring and downsizing. HELP IS AT HAND For those members who are unfortunately part of the restructuring and downsizing process, we have a set-up

that takes care of each one of them. All those affected have access to me, as the VEFF leader, and my board throughout this critical period. For some, it’s a matter of life and health, for others it’s about finding new opportunities. All members are different, and will have their own expectations and concerns, so we must help and support them in different ways. I have never supported two members that are alike or have the same needs. – Indeed, all of us are unique, and it is my task and responsibility to find the best solution for those who are unfortunately hit by the restructuring and downsizing process. At the end, it is important that all those who are involved are good at sharing information that will contribute to a constructive and successful process. Recently we have seen that management was unaware of certain social conditions faced by some members who were particularly vulnerable. Fortunately we will be able to help the members get through the difficult process. GLIMMER OF LIGHT IN DARK TIMES Despite the challenging times, it is comforting to know that many who have left the company in recent times have been able to find new jobs or start their own businesses. It really is heartwarming to see former colleagues move on and succeed. – And finally, a few personal words to all VEFF members affected directly or indirectly by the ongoing restructuring and downsizing process. I would just like to reassure you all that, in VEFF, you have a trusted, caring and committed partner that is here for you, both as a community and on an individual basis if needed. I know it is a very difficult time and that many tears have fallen. I have also shed many tears, together with my colleagues in the VEFF board. If we look at our company vision and purpose, it will remind us all that we are here to safeguard life, property and the environment and this, to a large degree, is dependent upon us caring for each other. Together we can make a difference – also in tough times. //


VEFF’S UNION REPRESENTATIVES I XX I

VEFF’s Union Representatives During elections, the vast majority of our 45 union representatives were re-elected. We would like to thank all union representatives who offered their services to VEFF’s members in 2016 for their loyalty to VEFF and the work that they carried out.

The Veritas Association is a cooperative association, which is only for employees of DNV GL. We believe fully that members and potential members contribute to increasing the quality of the service we provider and that the service we provide together with Parat should be perceived as unique.

VEFF BOARD MEMBERS

Nina Ivarsen, Chairperson

Pia Fagernes

Lin Beate Karsten, Deputy Chair

Eirik Erland Pedersen

Hilde Sofie Hustad

Marit S. Cruickshanks

Ivar Areklett Garman

Marit Thom Kvale

MEMBERS OF THE DNV COUNCIL The council is the highest governing body of the Stiftelsen Det Norske Veritas (DNV). DNV is a foundation within the jurisdiction of the Norwegian Foundation Act (Stiftelsesloven). Our candidates have been selected and elected by VEFF (the largest Norwegian labour union) through a nomination process among DNV GL employees. The employees nominated on our list know the legislation and the laws that regulate and protect the rights of our Company, and they are familiar with the business environment in which we operate. Hege Halseth Bang and Morten Østby was elected from the constituency Norway.

Hege Halseth Bang

Morten Østby

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I PARAT I

World leader in safety The employees in the world’s largest classification society are responsible for safety at sea – and they work both on land and at sea. TEXT: VETLE DALER

Ernst A. Meyer, DNV GL’s director of offshore class at the drilling rigg COSL Pioneer.

Vetle Daler is a journalist in the employee organization Parat; he visited DNV GL to write about our employees organized in VEFF, a sub-organization of Parat. After Det Norske Veritas and Germanischer Lloyd merged in 2013 to become DNV GL, our company is now the world’s largest in classification of ships and oil installations.

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FANTASTIC WORKPLACE Eirik Edland Pedersen is head of the fleet management department at the Veritas Centre at Høvik. “DNV GL is a wonderful workplace – we are a big international company with good opportunities to move around, try other things,” says Pedersen, who has been with the company for 14 years. “It does not feel like that at all. The

loyalty to the company is deep in most of us. What we do does matter beyond just generating money; it’s very much about making a difference. We are a knowledgeable company, and we must be. Our product is knowledge – we sell knowledge and trust, not physical goods,” says Eirik Edland Pedersen.


I PARAT I XX I

The loyalty to the company is deep in most of us. What we do does matter beyond just generating money; it’s very much about making a difference. – Eirik Edland Pedersen, Head of the fleet management department

© Vetle Daler

© Vetle Daler

Eirik Edland Pedersen, head of the fleet management department at the Veritas Centre at Høvik.

INTERNATIONAL REQUIREMENTS The requirements for the safety of ships and maritime installations, which all owners are obliged to fulfil, are made by the International Maritime Organization (IMO). In addition, there are national requirements. All ships and installations must have ‘class’, which they get from a classification society. Owners are free to choose between the societies.

NOTING THE DOWNTURN “It’s interesting that DNV GL, with 150 years of history, is now the global market leader. We are present all over the world, and I myself have been stationed abroad in periods. It is nice to see how the Norwegian model with a flat structure and little hierarchy is appreciated around the world,” says Pedersen. He says that DNV GL also has noted the

downturn in the oil industry. “We’ve been through some rounds of staff adjustments to adapt to the new situation. Construction of ships and rigs has fallen, and many of the rigs have been laid up. However, we are optimists and believe that we will get back up,” says Pedersen.

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I PARAT XX I I

© Vetle Daler

HOT RIG At the Coast Centre Base in Ågotnes on Sotra outside Bergen, several rigs are laid up. Some are waiting for new assignments, others may have anchored for good. Here lies the drilling rig COSL Pioneer, one of the rigs DNV GL has the class responsibility for. The rig has been laid up since the autumn of 2014. Eirik Edland Pedersen’s colleague Ernst A. Meyer is on board. So is director Lage Nordby in COSL – the company that owns and operates the rig. Nordby says that the rig is kept ‘hot’ to be ready for new assignments on short notice. “Therefore, six employees are always present who keep the systems running and do maintenance, in addition to an ambulatory maintenance crew,” he says. When the rig is in operation, there can be up to 120 workers on board. The laid-up rigs must be ready for operation. All improvements made in COSL Promoter operations are also performed on the laid-up rigs. SAFETY IN FOCUS When DNV GL certifies a rig like this, it is the safety on board that is in focus. The class society is part of the entire process, from design to construction and operation. “We investigate the entire rig, but concentrate most on what has potential for major events. For example, there may be situations involving a fire or an evacuation. Escape routes are among the things we investigate thoroughly,” says Ernst A. Meyer, who is DNV GL’s director of ‘offshore class’. IT’S ABOUT TRUST Nordby and Meyer agree that the cooperation between the rig company and DNV GL is good. “We have a relationship where we are completely open with each other. It is important that DNV GL is strict, but at the same time listening. We have great cooperation and they also serve as an important adviser for us,” says Lage Nordby. “It’s about creating trust. Therefore, we must not be too square and rigid, so customers start hiding things from us.

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COSL Pioneer is a rig that operates exploration drilling and completion; it searches for oil and gas and sets up wells for production. The rig moves by its own power between exploration areas. It also keeps its position by engine power when connected to the well.

But we must also make sure they comply with requirements,” says Ernst A. Meyer. He says that rigs in operation get one regular supervision each year, as well as ad hoc supervisions if anything occurs. Every five years, ‘main class’ is carried out with more thorough control. GOOD SAFETY PRACTICES “With the pressure we have on efficiency in our industry, safety must also be in place. Good safety practices make us work better and our operations become more predictable,” says Lage Nordby. “The approach to safety has changed positively in recent years, despite the fact that the working environment has seen tougher competition and greater

pressure on employees,” says Nordby, adding: “The likelihood of harming the rig is small, but the consequence of an injury can be great.” All COSL rigs have been fully operational in terms of efficiency and have delivered very good results for Statoil. COSL is keen on improvement processes in both safety and efficiency. DIFFERENT CULTURES In total there are about a thousand offshore production units for oil and gas in the world, and DNV GL has the class responsibility for 350 of them. Ernst A. Meyer has the overall responsibility for these. With the help of tools on the PC


I PARAT I XX I

© Vetle Daler

In 2015, COSL Pioneer’s sister rig COSL Innovator was hit by an unexpected wave during a winter storm in the North Sea, smashing several windows. One person died and the accident had major consequences.

and phone, he always has a complete overview of the demands from DNV GL to the various installations. “If they do not comply with our demands we can, in extreme cases, suspend a rig, with major financial consequences for the operator,” says Meyer. He says that there is a big difference in safety cultures around the world. “Some customers react negatively to our demands, and then we do not have the partnership we want. We exist in order to make the rig companies good,” he says. // You can read the entire article in Norwegian on Parat’s website parat.com

VEFF is a focal point The DNV GL Employee Association (VEFF) is the largest trade union in DNV GL, and is located in a small house in the Veritas Centre park. “VEFF is an institution here; everyone is aware of what we are,” says Eirik Edland Pedersen, who is also on the VEFF board. “VEFF is a focal point. Our magazine is read by many employees. We have an important role in times of peace, but many have seen the benefits of being organized in the processes we have been through,” he says. “VEFF is one of the best sparring partners for the management. What’s good for the employees is good for business,” says Nina Ivarsen, who heads the association. She confirms that there have been challenges associated with downsizing over the past couple of years. “Nobody has been dismissed, but we may call it ‘voluntary dismissals’ – with good redundancy packages. Many end up experiencing sorrow; they have great loyalty to DNV GL,” says Ivarsen, adding that VEFF helped 116 members last year. “Some have also received good legal assistance from Parat,” she says.

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I BUSINESS XX I ETHICS I

“The top view is essential for companies’ efforts to combat bribery”

In the international cooperation to develop a global certification standard for best practice against bribery, Sweden has followed up the issue of management’s responsibility. TEXT: HELENA SJÖHOLM, LOUISE BROWN AND HANS DE GEER

In the international cooperation to develop a global certification standard for best practice against bribery, Sweden has followed up the issue of management’s responsibility. Name one company that has not experienced growing demands for sustainability and business ethics. Customers, suppliers and civil society have raised the standard for what a company

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is expected to perform and report with regards to climate change, anti-corruption and other sustainability aspects. ANTI-CORRUPTION is regarded as the area of corporate social responsibility which is most controversial and difficult to work with, strategically and operationally. At the same time, corruption is intimately linked with most sustainability

challenges – from environmental pollution to human rights violations. CORRUPTION DISTORTS MARKET MECHANISMS and causes losses equivalent to five percent of global GDP, much because 2/3 of the world’s countries are considered to have a serious corruption problem. Sweden is not except from this problem. Scandals in recent years


I BUSINESS ETHICS I

speak for themselves, while Sweden, just like Norway, is a very export-dependent economy. The pursuit of the Holy Grail in the form of preventing and handling bribery and corruption has taken place against such a background. The amount of requirements and rules that individual companies are expected to commit to may seem inexhaustible. At the same time, we know that there is not one solution that fits all industries, sizes, and business models. Risk assessment only requires a company-oriented effort to give real effect. In order to provide assistance to private and public participants facing these issues, an internationally recognised anti-bribery management system has been developed – a result of more than three years of work involving close to 40 countries. SWEDEN, NORWAY IN CLOSE COOPERATION WITH ALL OTHER COUNTRIES INVOLVED, HAVE CONTRIBUTED to the process of developing a global best practice that meets the requirements of key international legislation such as the UK Bribery Act and the United States’ FCPA, complies with local regulations, and can be pursued within the framework of the well-established methodology for ISO standards. The standard is called ISO37001, is an accredited, certifiable standard and was launched late 2016. In the course of the work, Sweden emphasised the issue of management’s responsibility, which lead to an articulated attention needed to the role and responsibility of top management in the standard. We regard this as very important, as the commitment of sen-

ior management and ’tone on top’ are crucial to a company’s efforts to combat bribery. Questions about due diligence and inclusion of business associates´ responsibility have also been in focus when developing the standard. BY AGREEING ON A GLOBAL STANDARD that can also be integrated with existing ISO management systems, we have a lot to gain. The standard is designed for both large and small organisations. It sets high standards for auditors to assess how well a management system works, how to work with risk analysis, internal training on bribery. It is also clear that already ISO-certified companies, for example in quality or the environment, have a foundation to build on when applying the ISO37001. We hope this will remove the fear of new demands for small and large companies looking to certify their anti-bribery management systems. ISO37001 MAY BE REGARDED AS A GLOBALLY APPLICABLE BEST PRACTICE for combating bribery, supported by the world’s largest international standardization body. It includes reporting, but the focus is on operational practices, implementing clear procedures, as well as monitoring and controlling by an external, recognized certification body. That is exactly where we see that the need is greatest. There are high expectations internationally on what the standard can deliver. Even though both Norway and Sweden rank among the least corrupt countries in the world, we too have our problems which is also why we welcome the standard as a unique opportunity. //

Helena Sjöholm Chairman of the Swedish Working Group for ISO37001, Senior Advisor Direndi

Louise Brown Member of the Swedish Working Group for ISO37001, Principal Advisor Sustainability Assessments DNV GL Business Assurance

Hans De Geer Member of the Swedish Working Group for ISO37001, Senior Advisor CSR Hallvarsson & Halvarsson

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I FORRETNINGSETIKK I

”TONEN PÅ TOPPEN ER AVGJØRENDE FOR SELSKAPERS INNSATS MOT BESTIKKELSER” I et internasjonalt samarbeid for å utvikle en global sertifiseringsstandard for beste praksis mot bestikkelser, har Sverige fulgt opp spørsmålet om ledelsens ansvar. TEXT: HELENA SJÖHOLM, LOUISE BROWN AND HANS DE GEER

Nevn én bedrift som ikke opplever økende krav til bærekraft og forretningsetikk. Kunder, leverandører og det sivile samfunn har hevet standarden for hva selskapet forventes å prestere og rapportere når det gjelder klimaendringer og anti-korrupsjon. Anti-korrupsjon er ansett som det området innen selskapers samfunnsansvar som er mest kontroversielt og vanskeligst å jobbe med, strategisk og operativt [1]. Samtidig kan korrupsjon forbindes med de fleste bærekraftutfordringer – fra ulovlig miljøforurensning til brudd på menneskerettighetene. Korrupsjonen forvrenger markedsmekanismene og medfører tap tilsvarende fem prosent av verdens BNP, mye på grunn av at 2/3 av verdens land er ansett å ha et alvorlig korrupsjonsproblem. Sverige er ikke forskånet for denne problematikken. De siste årenes skandaler taler for seg selv, samtidig som vi har en svært eksportavhengig økonomi. Jakten på den hellige gralen i form av forebygging og håndtering av bestikkelser og korrupsjon har foregått mot en slik bakgrunn. Mengden av krav og regler som enkeltselskaper forventes å forplikte seg til kan virke uuttømmelig. Samtidig vet vi at det ikke finnes én løsning som passer alle bransjer, størrelser og forretningsmodeller. Bare risikovurderingen krever en selskapstilpasset innsats for å kunne gi virkelig effekt. For å yte bistand til private og offentlige aktører i arbeidet med disse spørsmålene, basert på deres forretningsidé, har det blitt utviklet et styringssystem for å håndtere

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bestikkelser. Arbeidet med å utvikle den internasjonale standarden har nå pågått i tre år. Førti land, deriblant Sverige, har bidratt i prosessen med å utvikle en global beste praksis som tilfredsstiller kravene i viktige internasjonale lover som Storbritannias Bribery Act og USAs FCPA, som overholder lokale forskrifter, og som kan arbeides med innenfor rammen av veletablert metodikk for ISO-standarder. Standarden heter ISO37001, kan sertifiseres, og vil bli lansert innen utgangen av året. Sverige har fulgt opp spørsmålet om ledelsens ansvar og har klart å tydeliggjøre ledelsens rolle og ansvar. Vi ser på dette som veldig viktig, siden toppledelsens engasjement og ’tonen på toppen’ er avgjørende for selskapets innsats mot bestikkelser. Spørsmål rundt due diligence og inkludering av ansvaret for forretningspartnere har også vært i fokus under arbeidet med å utvikle standarden. Ved å kunne enes om en global standard som også kan integreres med eksisterende styringssystemer i henhold til ISO, har vi mye å vinne. Standarden er utformet for å kunne brukes av både store og små bedrifter. Den er ikke basert på en avkryssingsprosedyre, men stiller høye krav til revisorene som skal vurdere hvor godt et selskaps styringssystem fungerer, hvordan man arbeider med risikoanalyse, intern opplæring om bestikkelser mm. Det er også tydelig at selskaper som allerede er ISO-sertifisert, innen for eksempel

kvalitet eller miljø, har et fundament å stå på og kan leve opp til kravene i ISO37001. Vi håper at dette vil eliminere frykten for nye krav til små og store bedrifter som ønsker å sertifisere sine styringssystemer mot bestikkelser. Det er ikke noe nytt hjul som er oppfunnet; det er nye eiker som blir lagt til eksisterende nav. ISO37001 er kjernen av beste praksis for innsats mot bestikkelser på globalt nivå, støttet av verdens største internasjonale standardiseringsorgan. Det omfatter rapportering, men tyngdepunktet er håndtering av den operative virksomheten, implementering av klare prosedyrer og arbeidsmåter, samt overvåking og kontroll av et eksternt, anerkjent sertifiseringsorgan. Det er akkurat der vi ser at behovet er størst. Vi ser dette som en unik mulighet til å tilby en arbeidsmetode som er det nærmeste vi kommer benchmarking av et styringssystem mot bestikkelser. Standarden forventes å være på markedet vinteren 2016/2017, og det er store forventninger internasjonalt. Arbeidet med standarden nærmer seg slutten. I begynnelsen av april vil den svenske arbeidsgruppen for ISO37001 rapportere resultatene av den svenske høringsprosessen. Du kan også gi dine kommentarer via websiden til SIS. [2] Etter høringsprosessen vil vi i den svenske arbeidsgruppen fortsette en dialog om hvordan markedet best kan dra nytte av standarden. For selv om Sverige er rangert som et av verdens minst korrupte land, er vi langt fra problemfrie. //


I FORRETNINGSETIKK I

Helena Sjöholm

Louise Brown

Hans De Geer

Styreleder i den svenske arbeidsgruppen for ISO37001, Senior Advisor Direndi

Medlem i den svenske arbeidsgruppen for ISO37001, Principal Advisor Sustainability Assessments DNV GL Business Assurance

Medlem i den svenske arbeidsgruppen for ISO37001, Senior Advisor CSR Hallvarsson & Halvarsso

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I INGVILD XX I RISVIK MAURITZ I

MEET OUR GLOBAL DATA PROTECTION OFFICER

– Ingvild Risvik Mauritz in DNV GL When asked to contribute, I must admit I was a bit hesitant at first; in my role as Global Data Protection Officer I naturally become protective of personal data and my own privacy J TEXT: INGVILD RISVIK MAURITZ

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I INGVILD RISVIK MAURITZ I XX I

ON A PERSONAL NOTE I am married and have two kids; a girl aged seven and a boy who is five. We live a hectic family life, as most in the same situation/setting, at Bestum in Oslo. I love to travel, and always grab the opportunity to go somewhere I haven’t visited before when I get the chance. Although I must admit the destinations were a bit more ‘exotic’ before I had kids. This summer we are going to Croatia together with friends, as well as visiting relatives up north in Norway – as I still have a grandmother, living in Mosjøen. We enjoy spending the weekends in our cabin at Norefjell – in particular during fall and winter time. We have a boat at Kongen Marina in Oslo, and frequently use it during sunny afternoons (making the most of the summer while it is here). I love to spend time at and by the sea, and would like my kids to experience the joy of sea life as well. I hope to take up scuba diving again soon; a great activity and hobby that did not get much priority the past few years. It is a fantastic way of exploring the underwater world and marine life. I try to exercise a few times per week, and I bike to work during the spring and summer time (at least when the weather is good). I also enjoy reading books, when time allows.

PROFESSIONAL COMPETENCE AND WORK EXPERIENCE I graduated as MSc (Sivilingeniør) in Communication Technology/Telematics from NTNU in 2004. I did my master’s/ specialization within Information Security, and spent one year in Singapore as part of an exchange programme.

Section in the Safety Risk Management area, before taking on larger PM roles and KAM responsibility in the regional sales and marketing organization. I enjoyed my time in Oil and Gas with great colleagues and lots of challenging work. When the workload decreased, we experienced challenges in a different

The topic of personal data protection has become more important, and the awareness around the subject is constantly increasing, which is a good thing! My specialization is for sure a more ‘hot topic’ today than it was at the time of graduation. When I joined DNV Consulting back then I started working within risk management advisory, mainly for the Oil and Gas Industry. Post – DNV Consulting days I stayed in Oil and Gas ‘track’ and continued in HSE risk management safety advisory for several years, often in the PM role, and later also as Group Leader and Head of

manner; especially the period as a line manager, having to downsize the unit we had worked so hard to grow, was a difficult time. What is so great with DNV GL is the unique opportunities we have, being allowed to completely change the role or work responsibilities, unit or location where we work, while still working in the same company with Purpose, Vision and Values that in themselves give good

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I INGVILD XX I RISVIK MAURITZ I

reasons to be proud and feel meaningfulness about one’s work. It is fascinating how different it can feel working in a more central role based in Group and GSS IT, compared to the more externally customer centric functions in Business Area Oil and Gas. I feel privileged and motivated by being allowed to work together with highly skilled and competent colleagues every day. PERSONAL DATA PROTECTION IN DNV GL Personal data protection is part of the Group Compliance Programme in DNV GL, meaning I as Global Data Protection Officer (GDPO) [norsk: personvernombud] have a functional reporting line towards the Group Compliance Officer and work in close cooperation with Group Compliance. Recently, the topic of personal data protection has become more important, and the awareness around the subject is constantly increasing, which is a good thing! One of the reasons for this is the upcoming EU General Data Protection Regulation (GDPR) that comes into force in May 2018. This is a regulation [norsk: forordning], meaning it will have direct effect into Norwegian law as well as in other EU/EEA countries. It significantly increases the consequences in case of non-compliance, and being in breach of the regulation can have a high impact on our company – both financially (with potential penalties up to 4% of total worldwide annual turnover) and brand wise. Therefore, we are running faster than ever to prepare in various parts of the organization, including providing specialized training and awareness campaigns. The new regulation can however also be a business enabler, i.e. fear of non-compliance leading to high fines should not be the only reason for implementing routines and measures that ensure we can fulfil the requirements. In this context, it is important to understand what we mean by personal data; any data which relates immediately to a living individual (such as name, email, home address) or which indirectly in combination with other data can identify a person (e.g. physical characteristics, online activity, IP address).

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We have to take good care of all employees’ personal data, but also the personal data of our customers, sub-contractors or other individuals. Speaking of requirements, they are in essence as simple and complex as following the eight so-called ‘data protection principles’, requiring that personal data must: 1. be processed fairly and lawfully 2. be processed for limited purposes 3. be adequate, relevant and not excessive (“data minimization”) 4. be accurate and up to date 5. not be kept for longer than is necessary 6. be processed in line with the data subject’s rights 7. be handled in a secure way 8. only be transferred outside of the company with legal safeguard THE GDPO ROLE As GDPO I have an independent role, which is first and foremost intended to strengthen the knowledge and competence within personal data protection [norsk: personvern] in our company. In addition to being a point of contact for the individual data subjects (the employees) I assess questions related to privacy and personal data protection, and provide advice to employees and management dealing with questions and cases within the topic. A significant part of the work involves assessment of new applications/tools or changes in processes that are dealing with personal data to ensure that development is in line with data protection regulation and privacy by design principles. I also advise in personal data risk evaluations, support in establishing Data Processing Agreements and ensure we are notifying the Norwegian Data Protection Authorities [norsk: Datatilsynet] when this is required, as well as being the contact point between DNV GL and the Norwegian Data Protection Authorities. Through participation in an industry network with other large international companies with Norwegian headquarters, like Statoil, Hydro, Yara, Aker Solutions, Kværner, Orkla and others, I get valuable input and exchange experiences and challenges within personal

data protection topics. Looking ahead, we are likely to get involved in establishing industry standards that will apply under the upcoming EU General Data Protection Regulation (GDPR) and hopefully can help in dealing with practical challenges of implementing and adhering to the new regulation. I think some colleagues see my role as a bit of a ‘party killer’, whether the topic in discussion is privacy or security related. There is a solution to most challenges, but sometimes we just need to stop and think for a moment, and perhaps adjust the approach a bit or include a couple of additional safeguards. With digitalization comes great opportunities, but of course also new challenges, both with respect to security and privacy. It sometimes feels like the digitalization train is speeding up too fast. It’s like we try to put up some ‘stations’ and stops along the route, but the train doesn’t always stop at the stations. In the context of personal data protection there is a strong link to information security, including ISO 27001 (being one relevant standard). With good information security, we are of course also protecting the personal data. On the other hand, we have to balance the two. Too much security can negatively affect, and violate our right to, privacy, and we do not want a big brother society where everything is monitored. PERSONAL DATA IN EXCHANGE FOR DISCOUNTS AND “FREE” SERVICES Over the past few years, people have become more and more willing to share their personal data, activities and habits. Many of us gladly install and use apps that give us discounts and lower prices in exchange of our personal habits and whereabouts. Running advanced data analytics on our health and exercise data can be used to provide more ‘tailored’ medical services, and by sharing data with the insurance company, we may be offered care or health insurance at a lower price. By letting sensors into our lives, we can get a cheaper health insurance in return, but if personal adapted health insurances are taking over the market the ‘pay as you live’ scheme will of


I INGVILD RISVIK MAURITZ I XX I

In your private life you make your own choices, but as an employer and trusted business partner, DNV GL is required to make reasonable choices on our behalf when dealing with personal data of employees and others.

course not make the insurance cheaper for everyone. The sensors you let into your life will also be able to reveal that you are not living a healthy, risk-free life; your reckless driving style, lack of exercise, or your bad habits of charging your mobile phone at night can, on the contrary, increase your insurance premium.

It is however important to note that while we as individuals can choose ourselves what to share from our private life, in society and on social media, the requirements are much stricter when considering what DNV GL as a company is allowed to do. In your private life you make your own choices, but as an employer and trusted business partner,

DNV GL is required to make reasonable choices on our behalf when dealing with personal data of employees and others. For more information on how we work with personal data protection in DNV GL, visit Group Compliance: Data Protection via the Group Compliance Gateway on the intranet, or get in touch with the GDPO or Group Compliance. //

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I HORTONWORKS XX I I

Meet the 2017 Hortonworks big data hero TEXT: RENÉ CHRISTIAN CASTBERG

René Christian Castberg won the 2017 Hortonworks big data hero award for DNV GL Veracity industry data platform. VEFF wanted to get to know this big data hero a little better.

A LITTLE BIT ABOUT YOURSELF I am 39 this year, and was born in Singapore. I used to travel around the world due to work assignments for DNV in Singapore, Malaysia, England and The Netherlands. When I was 16, my family ‘returned to home office’. My mother started working at DNV’s legal department soon after we moved here, and she retired last year. My father worked for a number of years at the Høvik office, and then moved to Kazaksthan to start the Astana office, later he moved to Moscow as regional manager for Oil and Gas, and country chair.

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WHAT KIND OF PROFESSIONAL COMPETENCE AND WORK EXPERIENCE DO YOU HAVE? After attending high school and completing my military service, I spent a year working at the prep desk in DNV before leaving for Scotland for five years; there I started my studies in Chemical physics. I returned to Norway at the end of my master’s and took a new one at UiO in physics. After completing that, I was offered a PhD in physics which I completed before joining DNV GL in the research department. During all my education I have worked with computer programming and analyzing lots of data, which is the basis of my work in the AIC (analytics and innovation) department. I have a six-year-old daughter, Abigail. My wife Pamela works at the Children’s international school in Moss as a science and math teacher.


I HORTONWORKS I XX I

WHAT DO YOU DO WHEN YOU’RE OFF WORK? I enjoy playing around with electronics, making small projects with microcontrollers and sensors. This is often mixed with programming and interfacing with computers. I like off-road cycling and when the weather is good I enjoy taking a ride in the forrest. I meet up with a friend once a week to go climbing. I enjoy phtoography and cooking, especially when i can combine them with technology. I have recently bought a house and have big plans for redecorating it. YOUR ROLE IN DNV GL? As part of the ingest team I am developing part of the veracity platform, specifically looking into creating an initial data quality feedback for data imported to the on-premise platform. I have been working with Hadoop since I joined in 2014, having never used it before. During this time, I have experienced how powerful and complex the big data systems can be. I helped setting up the two on-premise clusters that we are currently working on. The challenges that I see in the future are being creative enough and being able to work together in all the BAs, so we can be innovative and offer our clients what they expect from an organization offering digital solutions. WHAT ARE YOU BURNING FOR? I just love the challenge of analyzing data too large or complex to analyze on a single computer. When the volumes and complexities of analysis gets big, I love trying to figure out how to process such data. SOME FINAL WORDS? The Hortonworks big data hero award would not have been possible without the rest of the AIC group; all of the work was done in very close collaboration. Headed by Jørgen Kadal, the group has 24 people in two locations, Høvik and Oakland. //

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I INTERVIEW I

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I INTERVIEW I

Meet Ditlev Engel, CEO DNV GL – Energy Ditlev Engel joined DNV GL as CEO for Energy in April 2016. He was previously CEO of global wind turbine manufacturer Vestas. TEXT: DITLEV ENGEL

A LITTLE BIT ABOUT YOURSELF? My name is Ditlev Engel – I am 53 years. I carry a Danish passport but live in the Netherlands right now. I am married to Marianne and we are very fortunate to have two children, who are 20 and 22, now both grown up and living away from home. Even though we are all Danish citizens, living abroad and travelling have always been a big part of our lives. The oldest was born in Hong Kong, and now living in the US, and the youngest was born in Oslo and is currently studying in Denmark. I have lived 13 years outside Denmark in England, Norway, Hong Kong and twice in the Netherlands. PROFESSIONAL COMPETENCE AND WORK EXPERIENCE? I have always been more of a doer than a studying type. The 70/20/10 approach really applies to my life. Before joining DNV GL I worked for Hempel, a global Danish coating company, for 20 years, followed by 8.5 years working for Vestas, the world’s largest wind turbine manufacturer. Two global companies with more than 99% of their revenues outside Denmark. So my work experience and key competence has always been to create commercial results with a very diversified group of colleagues across the globe,

servicing local and global customers. I have a Bachelor Degree in Financing and Accounting. This I studied, not because I have ever worked with it on a day-to-day basis, but because I believe in the need to always measure and track performance/ improvements. In my opinion, everything can be measured and thereby improved, which is a must for any organization to stay competitive.

WHAT DO YOU DO WHEN YOU’RE NOT WORKING? For me, work and leisure time seems to blend together. I am a great believer in work-life balance, and that is best obtained when you are not behind your schedules. So sometimes, I work more than other times, and when time permits, I try to find time to do other activities. My family always comes first, when I have time off. With this the key

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I INTERVIEW XX I I

I believe we are at the end of the beginning of the energy transition in the world, and that the coming years and decades will demonstrate that the integration of systems and technologies will bring on the green electrification of societies. And I believe that this will have a much more dominant role in our lives than we can imagine today.

for me is not what we do, but that we do it together. Secondly I like to exercise. I prefer to run followed by a swim in the ocean, all year round. I must admit, when the water is just around zero degrees in the wintertime, then it’s more a fast dip than a swim. My sneakers travel with me wherever I go, exercising is the best way to beat jet-lag and stay relaxed. I cannot recall a run that I have regretted, but I can remember many times when waking up, looking at my sneakers and thinking: should I really go running this morning?

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YOUR ROLE IN DNVÂ GL? I am CEO for BA Energy. My task is to secure that I and all my 2400 colleagues within Energy deliver on our Energy 2020 strategy, with a clear focus on Customer Centricity, Quality of Delivery and Communication. WHAT IGNITES YOU? That the world delivers on keeping the global temperature increase below 2 degrees Celsius. The green agenda has been the red thread in my career, so working for a company that wants to make the world Safer, Smarter & Greener, are values that I really believe

in. This makes me run instead of just going to the office every day. However, it is important that this passion also translates into bringing profit for our owners. And although I am dedicated to this, this will only happen if we are fully focused on our level of professionalism in the way we set priorities, partner up with our customers and colleagues across the organization and are persistent in our offerings. At the same time, we must not forget to innovate and continue to progress on the value we need to create for for our customers, and the best way to do so, is to use the passion we have for making a


I INTERVIEW I

global impact towards a safer and more sustainable future. SOME FINAL WORDS I believe we are at the end of the beginning of the energy transition in the world, and that the coming years and decades will demonstrate that the integration of systems and technologies will bring on the green electrification of societies. And I believe that this will have a much more dominant role in our lives than we can imagine today. //

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I MARITIME XX I I

DATE – best technical support in class A tanker vessel was bound for Italy when the crew found out that the ODME (oil discharge monitoring equipment) was defective. Potentially, this could mean detention by Port State Authorities. Luckily, the manager of the vessel knew what he needed: DNV GL’s DATE service – Direct Access to Technical Experts! TEXT: MARIANNE VALDERHAUG

The case mentioned above is a recent example of the valuable service we offer our customers through our DATE service. The manager of the tanker vessel contacted DATE to report that during monthly inspection of the ODME, it was observed that the 30ltrs/nm parameter was exceeded. The operation of the cargo overboard valve was noted to be erratic. The vessel was in laden condi-

avoiding issuance of CA, so he counter-­ proposed to issue a short-term IOPP certificate instead. This solution was accepted by the Flag. In short, DATE went out of their way to avoid issuance of CA – they actually went out on a limb to go against initial instruction to issue CA. It worked out well, and the customer was extremely satisfied with our proactive assistance,

I send my question to DATE, go to have lunch – and when I come back to my desk, I already have an answer in hand!

tion heading for Italy, where technicians and spare parts had been confirmed to carry out repairs. To avoid problems with the Port State Authorities, our DATE expert immediately advised the vessel’s manager to notify coastal state authorities about the defective ODME. At the same time, he initiated contact with the vessel’s Flag administration, to find a solution. Initial response from the Flag administration was to issue Condition of Authorities (CA) with a limited due date, to allow the ship to arrive at the next port of call. Our very experienced expert wanted to assist the tanker manager by

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where we avoided issuance of CA and trouble with Charterers as well as the Port State Authorities.

HISTORY OF DATE Through DATE – Direct Access to Technical Experts, DNV GL offers unparalleled technical support to all owners and operators of DNV GL-classed vessels and offshore units. DATE is manned with experienced experts that take their pride on finding good, practical and safe solutions, allowing vessels to sail with minimum interruption. DATE is the brand used for external customers, but this service is also available for our surveyors and KAMs under the name THD – Technical Helpdesk. THD has existed in Maritime since 2005, while the external helpdesk DATE was launched in 2012. In the beginning, DATE was manned only during European office hours. Later, we established Technical Helpdesk in Singapore (from 2013) and in Houston (from 2014), increasing our availability to 24/5. In terms, we experienced increasing demand for DATE, so to further

What is DATE? • DATE is a structured way of handling questions from our customers. • The customer can request DATE through MyDNVGL, e-mail and the MyFleet app. • DATE is a huge network of technical experts covering all technical disciplines relevant when operating a vessel. • We are constantly monitoring DATE to ensure that we answer cases within the due date specified by the customer.


I MARITIME I XX I

Cross-discipline cooperation may be necessary to handle a DATE case. Arun Sethumadhavan, Machinery & Systems, and Marit Haugen Norheim, Hull & Materials, sometimes need to join forces to solve complex cases.

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I MARITIME XX I I

DATE in numbers 010516-010517 Overall DATE Performance last 12 months

~21,700 DATE cases

>750

different customers used DATE during the last 3 months

>70

units provided answers to DATE inquiries

~12 hours is our average response time

0517

97%

of cases handled within due time

Performance Urgent cases last 12 DNV GL © 2014 months

~2900

cases are tagged as urgent by the customer

95%

of these cases are handled in time

~ 3.3

ries

hours is our average

response time for urgent cases

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improve the service we expanded to Performance Urgent 24/7 handling of urgent cases in 2015. months “Over the past three years, the number of DATE cases has tripled. Our experience is that when customers first try DATE, they want more DATE,” says Torkel Skeie, DATE process manager.

cases

~2900

HUNDREDS OF EXPERTS AVAILABLE cases are tagged as urgen DATE is possible because we utilise experts all over our global organisation. In one year, approximately 400 experts will be involved in DATE. Some will handle a few of cases, while cases others will these are handled handle hundreds. Some questions are rather simple and can be solved within minutes; other cases are complex, and several experts may have to be involved in finding a solution. Whether a case is large or small, onehours is o of the keys toresponse DATE’s hugetime successfor is urgent ca that the customer always knows where to turn and who to contact, with no need for detailed knowledge of DNV GL’s complex organization. The most popular topics are related to the core technical disciplines like statutory (SOLAS, MARPOL, BWM), Class systematics, Hull and Machinery.

95%

~ 3.3

A BIG SMILE FROM OUR CUSTOMERS To further improve DATE, we implemented a customer feedback system last year. We simply asked our customers to rate the quality of our answers, using smiley faces. We were a bit concerned that people would tend to give such feedback only when they are extremely dissatisfied, and saying nothing when they are contented. And furthermore, we know that we sometimes have to say no to customer’s requests. Even though a customer in some cases doesn’t like the answer we provide, it might be the right answer all the same. So, when we asked for such feedback, we really didn’t know what to expect. It turned out that we did not have anything to worry about. The average feedback from our customers is 4.5, with 5 as the top score. This tells us that we are providing good answers, and when we have to say no, we are doing an excellent job explaining why. Positive ratings motivate our case handlers like MD Alamgir, Technical


I MARITIME I XX I

Support Engineer in Singapore: “The good feedback means a lot to me. It is an appreciation of our hard work. Being able to serve with correct and timely answers, I feel proud of my own performance and I am inspired to perform even better,� MD Alamgir says. STAYING AHEAD We know that DATE is a great service and a differentiator in the market. Our competitors are doing their best to set up similar customer services, so we must continuously develop and improve our

service. Our smiley initiative plays an important role in this. This year, a new initiative is implemented. In May, we started using machine learning (ML) to automatically route cases to the correct expert. ML has so far proved to give good results; with a few more months of training, we expect that ML will be able to automatically route all DATE cases to the correct expert. This will reduce the need for manual work in the initial stage of a DATE case, and we can focus our resources on solving the cases.

Routing using ML is a first step. In the future, we believe that ML will be able to identify FAQ and present them to the customer even before he has issued a case into the DATE system, hence avoiding that we spend time answering the simplest questions. Using live videos and pictures when communicating with DATE is another feature currently being looked into. Clearly we can provide better answers if we have better overview and more information about the case. //

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I LAB XX I IN BERGEN I

L/Julia Photo: DNVÂ G Schweitzer

DNVÂ GL in Bergen has moved into their new modern and efficient offices at Marineholmen Science Park. The building meets high environmental demands, as one of the first buildings in Bergen.

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I LAB IN BERGEN I XX I

Laboratories and office in Bergen moved to new facilities The laboratory is placed in a great area close to the city centre and surrounded by science and knowledge institutions. TEXT: VICTORIA KAU

Mads Arild Eidem, Site manager for DNV GL in Bergen, says Marineholmen Science Park is located close to the University of Bergen’s campus and several other colleges and research institutes. It is easily accessible by bike, public transport or car. “We have been looking forward to moving into a modern and energy-efficient building for a long time”, says Mads Arild Eidem. “In addition, the area is just great: It is close to the city centre and surrounded by science and knowledge institutions.” ATRIUM WORK SPACE AND NEW LABORATORIES The office solutions for DNV GL, which offer room to 120 employees, are open space based and mostly provided in groups of 6-8 workplaces. The meeting places and social areas will lead to

enhanced teamwork and innovation. The first floor accommodates Materials & Corrosion Technology Center, with unique laboratories for materials testing, failure investigation and Corrosion & Coating testing, all visible for visitors and employees through glass walls from the common areas. In addition to Marineholmen, the Buehallene facility with Technology Center for Offshore Mooring & Lifting is now operational. Buehallene are within walking distance from the main building at Marineholmen. Its laboratory and test facilities is capable of testing and qualifying some of the biggest components for offshore and maritime applications, with a test capacity up to 2900 tons. Most common is testing of different types of ropes: anchor chains, steel wires and fiber ropes.

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©iStock

I LAB XX I IN BERGEN I

SOCIAL AREA HIGH ENVIRONMENTAL STANDARDS The new building, owned by GC Rieber, meets very stringent environmental requirements and is certified by BREEAM NOR. The BREEAM system rates a building in relation to nine different categories: Management, health and wellbeing, energy, transport, water, materials, waste, land use and ecology, pollution, and innovation. The building is heated with district heating and air conditioned with the help of the sea water close by. There are 459 solar panels set up on the roof that will produce about 80 000 kWh. The utilization of solar energy for office buildings is relatively new in Norway and in Bergen. Marineholmen will be a test object for both sunlight conditions and the use of solar energy. “As taking care of the environment is a major goal for us, it is important that our offices and laboratories achieve as high environmental standards as possible”, says Mads Arild Eidem. //

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History of our laboratories in Bergen • 1918 – Laboratory established • 1972 – “Bergen Materialprøveanstalt” integrated in DNV • 1981 – Seawater laboratory and field test stations established • 2016 – Moving from Laksevåg to Marineholmen and Buehallene


NEXT GENERATION DNV GL SUMMIT I XX I

Valuing the employee voice TEXT: MARTINE HANNEVIK, JESSICA HARTENBERGER AND ANNA PIETRZAK

NEXT GENERATION DNV GL SUMMIT – EMPOWERING YOUNG EMPLOYEES The Next Generation DNV GL Summit brings our next generation together from across the globe. On 16-17 August, 63 young, bright minds will gather at Høvik to connect with top leadership, build a network of their peers, and bring our digital vision to life. This year, delegates will work to identify, develop and pitch ideas for ‘start-ins’ (start-ups within DNV GL). These ideas could revolutionize core business, identify new

growth areas, or combine existing areas to create something transformative. Last year’s summit was focused on important topics such as customer centricity, digitalization, leadership and cross business area collaboration. The summit created a lot of passion and inspiration among the delegates as well as the Executive Committee, and the atmosphere at the end of the second day was electric. It was described by many as a ‘vitamin injection’ to the organization – and the passion spread

throughout the organization when the delegates returned to their home offices. The delegates pitched great ideas for ways to support execution of the DNV GL Strategy and the Executive Committee agreed to develop several of these ideas further. “The Next Generation DNV GL Summit is the most engaging project I have worked with so far. I was so inspired by the passion of the delegates, and the amazing ideas they had on how to improve the way we work in DNV GL

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I XX I GENERATION DNV GL SUMMIT NEXT

on topics such as leadership, customer centricity and how to break down the silos between our business areas. I was very happy when I understood that the Executive Committee had a similar view, and wanted several of the ideas to be matured further after the summit. It shows that young employees, when given a voice, can have a positive impact on the organization. One of the best examples is the successful Strategy Champions initiative that was launched as a result of the summit. It’s great that we now have a community of amazing next generation employees across the globe. And this year we will expand the community with 63 more amazing people,” says Martine Hannevik, project manager of Next Generation DNV GL Summit. “The Next Generation Summit was a life changing experience for me. A confirmation of my personal belief that it is all about people! This was not just an event. During the summit, we created something unique with all the delegates. A community that speaks the same language and is driven by passion, inspiration and collaboration. We are connected on a different wavelength and it’s great to be a part of! I am very happy to work in the project team for the 2017 summit. I want to contribute in creating this unique experience for other young colleagues in DNV GL,” says Anna Pietrzak, 2016 Next Generation Summit delegate and 2017 Next Generation Summit project team member. DNV GL STRATEGY CHAMPIONS – ENGAGING AND LISTENING TO OUR PEOPLE The 2016 People Engagement Survey results revealed an increase in the understanding of the relationship between individual goals and unit goals, but a decrease in the understanding of DNV GL’s strategy and goals. So, the DNV GL Executive Committee followed the advice of the next generation and established a team of Strategy Champions or ‘lights from below’ to engage the organization with our strategy. 90 colleagues from over 20 countries and 50 office locations make up the Strategy Champion team. They will carry out three missions in 2017 and are free to conduct the missions in whatever way

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works best for them, their office location, and their peers. Mission 1 on DNV GL’s digital transformation concluded in March. More than 30% of DNV GL was reached through various activities like lunch and learn sessions, workshops, discussions, questionnaires, and one-on-one conversations. The Strategy Champions gathered valuable insights into what our people are thinking and feeling about our digital transformation. “From Mission 1 we learned, among other things, that our people agree that we need to undergo a digital transformation and that it will create opportunities for DNV GL in the ways we execute our work, deliver our services, and interact with our customers. However, more clarity on the way forward and visibility of ongoing initiatives and projects is needed. I think the Strategy Champions aggregate input from Mission 1 really captures the employee voice and I’m happy to see it being incorporated into ongoing processes and activities such as

the current strategy review process,” says Jessica Hartenberger, project manager for the DNV GL Strategy Champions. Now, the Strategy Champions are busy working on Mission 2 which is all about becoming more customer centric. They will work to inspire colleagues to take specific actions that will eliminate unnecessary friction for our customers, anticipate their needs, and connect their issues to our expertise and services. The results should give us more business, more satisfied customers, and increasingly competent people. “When the Strategy Champions network was created, I couldn’t wait to be part of it and continue working with the DNV GL Strategy. It is great to be part of that network. We are all communicating via Yammer, we share our experience from around the globe, we learn from and inspire each other, and we have a direct channel to the Executive Committee to give them unfiltered feedback from our peers,” concludes Anna Pietrzak, Strategy Champion. //


NEXT GENERATION DNV GL SUMMIT I XX I

Bios Martine Hannevik, project manager for Next Generation DNV GL Summit Martine has a background in organizational psychology, and joined DNV GL as a Global Management Trainee in 2012. Since 2014, Martine has worked in Group Leadership Development where she develops and facilitates various modules of the Journey leadership programme, and works with large projects such as the Safety Culture initiative in 2015 and the Next Generation Summit in 2016 and 2017. She also manages DNV GL’s Global HR Trainee Programme. One of her big passion areas is giving young employees a stronger voice in DNV GL, and she was therefore thrilled when tasked with creating a platform for two-way communication between top management and young employees in 2016, which resulted in the Next Generation DNV GL Summit. Outside of work, Martine is passionate about rock climbing and top touring, and is part of the VBIL Tindetass group. She lives in Oslo with her her husband who works in Group Technology & Research.

Jessica Hartenberger, project manager for DNV GL Strategy Champions Jessica joined DNV GL in 2009, after receiving her Masters in Economics and Business Administration from Norges Handelshøyskole (NHH) in Bergen, Norway. After two years as a Management Trainee, gaining on-the-job training from various parts of the business, she joined Group Internal Communication where she develops and executes strategic internal communication plans for company-wide initiatives and processes. Jessica has change communication experience from working closely with the acquisition of KEMA (2012) and the DNV GL merger (2013). She also works with employee onboarding in DNV GL and heads up the DNV GL Strategy Champions initiative. Jessica is originally from the USA, but now lives in Oslo with her Norwegian husband and two little sons.

Anna Pietrzak, 2016 Next Generation Summit delegate, Strategy Champion, and 2017 Next Generation Summit project team member Anna joined DNV GL in 2012 after completing her PhD in Chemistry, and is currently a Senior Approval Engineer. She has been involved in the development of a new service line for DNV GL Maritime. She loves to share her knowledge with others. She has developed a global network of surveyors and clients via various courses and workshops that she designs and delivers. In 2016, she was selected as a delegate for the Next Generation DNV GL Summit where she worked on Leadership Development and was invited as a young talent to the Maritime convention. Inspired by the summit, during her recent Knowledge Booster in Shanghai, she organized the Innovation Day in China. Her passion for people development has driven her to support the establishment of Nett Opp China. In 2017 she was selected to be a DNV GL Strategy Champion. Currently she is working on the project team for the 2017 Next Generation DNV GL Summit. Anna is originally from Poland. She loves to travel and explore new cultures. With her Italian partner, she used to live in Italy, London and currently in Norway.

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I REFLECTIONS XX I FROM THE HEAD SAFETY DELEGATE I

What is the difference between an HSE coordinator and a safety delegate in DNV GL? In DNV GL, several roles and positions have the mandate to focus on HSE. Two of these roles are discussed in more detail in this article: the HSE coordinators and the safety delegates. The main difference between them is that the HSE coordinator is the ‘representative’ of the management, with no requirement to HSE training. HMS Norway, however, offers a one-hour introductory meeting to new HSE coordinators. The safety delegates, on their part, are representatives of all employees and must carry out statutory HSE training.

TEXT: PIA FAGERNES, HEAD SAFETY DELEGATE

ROLE AND TASKS OF THE HSE COORDINATOR OP-NOR-13-11 «Roles and responsibility for safety, health and the environment». The following roles are defined: a) Country HSE Coordinator Norway The Country HSE Coordinator (CHC) Norway is head of section for HSE in GSS Norway. The CHC Norway acts as professional and administrative support for CC and managers of operative units. b) HSE coordinators The OP defines two levels for HSE coordinators: −− HSE coordinators for business units on national/regional level −− HSE coordinators at local offices outside the Veritas Centre at Høvik The HSE coordinator at a local office is the local office manager’s representative in HSE issues. Each office defines the HSE coordinator’s tasks, and the position may be combined with other functions. According to the OP, the HSE coordinators for business units at national/

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regional level shall: • Initiate and coordinate HSE activities in own business unit • Collaborate with Country HSE Coordinator Norway • Organize implementation of HSE activities decided centrally, including implementation of new/revised OPs/ DMSGs as well as attitude forming work • Be a member of HSE Forum • Support line managers in following up incidents • Support line management in annual risk assessment in own unit and update areas not covered by ‘common risks’ in EasyRisk • Assist in rolling out information in the line organization • Participate actively in campaigns initiated by GSS HSE Norway • Follow up overtime and need for applications to Arbeidstilsynet (the Norwegian Labour Inspectorate) for more than 300 hours AML overtime (AML = the Norwegian Working Environment Act) • Follow up line managers/employees

completing mandatory HSE training (both general and field work) • Share ‘best practices’ from line management • Update ECO Online annually For HSE coordinators outside Høvik, roles and tasks are described in detail in the OP section 2.7.1. ROLE AND TASKS OF THE SAFETY DELEGATE The Norwegian Working Environment Act (AML) § 6-2 (1) stipulates that “the safety delegate shall take care of the employees’ interests in matters relating to the working environment. The delegate shall ensure that the business is organized and maintained, and that work is carried out in such a way that consideration for the safety, health and well-being of employees is ensured in accordance with the provisions of this Act.” Section 2 of this clause lists the tasks which the safety delegate should pay particular attention to. Section 3 imposes a warning obligation on the safety delegate if he/she becomes aware


I REFLECTIONS FROM THE HEAD SAFETY DELEGATE I XX I

of circumstances that could lead to accidents and health hazards. Section 4 states that the safety delegate should be consulted when planning and implementing measures affecting the working environment within the delegate’s area of protection, including the establishment, exercise and maintenance of the company’s systematic health, environmental and safety work (see AML § 3-1) .

Sections 5, 6 and 7 inform about what the safety delegate should be familiar with, and that they will attend the Labour Inspectorate’s inspections in the business. Furthermore, the Regulation on Organization, Leadership and Participation § 2-2 stipulate requirements for the safety delegates’ duties and participation, referring to AML § 6-2, and that

their duties in a proper manner. The Regulation on Organization, Leadership and Participation § 3-19 states that the duration of the training should be at least 40 hours – but that less than 40 hours’ training can be agreed upon if the parties agree that it is reasonable after assessing the problems’ character and scope. For example, in DNV GL, office workers will be less at risk than surveyors or laboratory workers. Safety delegates representing the latter groups will typically need a 40-hour HSE course, while safety delegates for office workers will need a simplified course. Until recently, DNV GL demanded that all safety representatives carry out a 40-hour course. This will be addressed in the AMU, so that safety delegates are given the opportunity to attend simplified HSE courses. WHAT MOTIVATES EMPLOYEES TO ASSUME RESPONSIBILITY AS SAFETY DELEGATES FOR DNV GL EMPLOYEES Below are some statements from various safety delegates in DNV GL: What is your name and position? Børre Dan Knutsen, Technical Engineer for MCANO381 – Electro.

An overview of the HSE coordinators and safety delegates can be found on HSE Norway’s website: https://intranet.dnvgl.com/support/hr/Pages/GSS_HR_ Nordic_NO_HSE_overview_Norway.aspx.

they have the right to spend the time required to perform the tasks properly. On HMS Norway’s intranet page, the following rights and responsibilities are listed for the safety delegate: • You have the right to receive relevant training • Sufficient time shall be allocated so you can execute the role as safety delegate • You have the right to stop work if the life or health of employees is in immediate danger • Participate, be involved and contribute in the health, safety and environmental work in DNV GL • Be involved in:

−− issues related to organizational changes −− the daily HSE work in the organization −− the systematic HSE work; reported incidents, HSE goals Compulsory HSE course for safety delegates and members of the Working Environment Committee (Arbeidsmiljøutvalget, AMU) AML § 6-5 (1) and § 7-4, as well as the Regulation on Organization, Leadership and Participation § 3-18, requires employers to ensure that safety delegates and members of the AMU receive the training necessary for them to perform

What is your protection area? X1 in Veritas 1. How long have you been a safety delegate? This is my second year. What is your motivation? As one of the world’s foremost promoters of a secure life and future, DNV GL works to protect life, property and the environment. In a hectic market, we are often pressured on time and resources, and in this context it is important to not only regard due dates and ensuring the right quality at the right time, but to also protect the people behind the letters of approval, the certificates and our digital solutions. As safety delegates, we contribute to a positive workday at DNV GL, ensuring great quality in our working environment. //

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I FUEL XX I FIGHTER I

DNV GL - Fuel fighter This year, 25 NTNU students with different academic backgrounds, built a completely new car, and the car runs on battery. So, maybe a new Tesla is coming up? TEXT AND PHOTOS: KRISTINA DAHLBERG

A proud team with the DNV GL - Fuel fighter in front.

The car competed in the Shell Eco-marathon competition held in London 25–28 May, at the Queen Elizabeth Olympic Park. The car is futuristic in its look and design, and the aerodynamic lines reminds a little of an old VW Beetle. The DNV GL Fuel Fighter electric car competed against high-tech students’ projects from all over Europe.

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Feel free to visit their web page and Facebook. The car has a match weight of just under 80 kilos and with a fixed chassis, it is built to manage hills, stops, and starts. The competition is organized reflecting ordinary city driving, and the car needs certain elements of comfort and design to impress the judges.

The mission for the students is to develop and build an ultra-energyefficient car and demonstrate its performance in the Shell Eco Marathon competition. Two of the participants working on the car have shared their thoughts: “I’ve been doing a lot of activities that


I FUEL FIGHTER I XX I

haven’t had anything to do with what I’m studying. This time I wanted to do something that was relevant, and building a car would give me experience way beyond what we get in lectures.” – Josefine. “It’s an incredibly cool project. We are forced to think outside the box, and being innovative gives us valuable experience which will be of use in the future.” – Bård Carlsen, Project Manager. Our colleagues at the DNV GL London office, arranged by Communication Manager Ali Ghezelbash and Regional Manager Hari Vamadevan, invited the team to the new office for a ‘Coffee, Cookies & Introduction to DNV GL Fuel Fighter’ on Monday 22 May, prior to the competition. Hari Vamadevan, Country Chair, UK & Ireland says: “It was my pleasure to welcome the Fuel Fighter team to our new London office. Their project is a great example of how depth of knowledge, hard work, ingenuity, and team work come together to give a truly inspirational result. We wish Bård and his team the best of luck in the competition.” Peter Lindersen: “It was a great presentation from the DNV GL Fuel Fighter team that showed us the complexity of building such a car. The engineering details in the presentation made it very interesting to listen to.” Peter Lindersen works with energy efficiency and industrial energy management for Sustainable Energy Use Europe. INPUT FROM THE STUDENTS THEMSELVES: Shell Eco-Marathon – Make the Future is a competition primarily about energy efficiency! The goal is not to build a fast car or to win any speed competition. We are involved to create a small ultra-energy-efficient car that can be used for city driving. The goal of the whole competition is to use the least amount of energy on the run, and this is what we and 170 other teams develop, build and compete in! We are creating something for the future, and through the Shell Eco-Marathon we are far more prepared to create the future we want! “I have had to make independent choices without the ‘safety net’ with lecturers who can tell me what’s right and wrong. This makes me much more pre-

pared for work than I would have been without the DNV GL Fuel Fighter!” – Veronika Næss  DNV GL Fuel Fighter on tour We have all been looking forward to a London trip the whole year! We did not quite know what was waiting for us on the other side of the pond, especially considering that none of us had participated in Shell Eco-Marathon before. This made it much harder for us to know what to expect, but it did not stop us from looking forward to our stay! “I’ve learned how useful it is with experience transfer from people who have been involved before!” – Jørgen Jackwitz It was not just the competition we were looking forward to, but also meeting the other teams from all over Europe! It was incredibly fun to get to a tent with over 170 other cars and see all the students who had done exactly the same as us over the past year! So we packed the equipment we needed in a car that was driven through Europe, while the rest of us flew to London with a solid dose of workload and optimism in our luggage!

Technical inspection The technical inspection at Shell Eco-Marathon is extremely strict, and no one gets through it without everything on the car being perfect! This meant that we were incredibly nervous about how the technical inspection would turn out. We have built our car in just six months, and it’s a short time to build a car that holds the standard needed to be approved to compete in the Shell Eco-Marathon. This inspection showed us the quality of all the hours of work we have put into producing our car. We spent two days improving and fixing things here and there, but eventually our car was approved! And not only that, it was pointed out by several of the technical inspectors along the way that we had a good car, especially our brakes (of the best they had seen!), and our door was highlighted as very good and innovative! Meeting other teams Throughout the week we met other students whom we spoke to and exchanged knowledge and experiences with. We have shared our knowledge, equipment and help with those who needed or

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I FUEL XX I FIGHTER I

wanted it. And we’ve got the same in return, whether the teams shared their parts with us so we could improve our car, or the teams we shared our equipment with, it’s amazing how helpful everyone was during the competition. The funniest part was talking to a team that had used our prototype car as inspiration for their own prototype! It has been incredibly fun to see how many students are also eager and committed to developing environmentally efficient cars! Will we make it to the starting line? Technical inspection was finally approved, and then it was just to continue the work of preparing the car for the race. Problems arose every time we drove it on the test track, and each time we took it back to the garage and fixed what was wrong. This is the challenge of having a car that is brand new – the gap between theory and practice is so incredibly big, and it’s only by testing the car we can find out what does not work optimally. So no matter how good our car was in theory, it had some ‘child-

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hood diseases’ during testing that we had to fix. It certainly did not help that our car was hit by another team while driving on the test track. “I will remember that Make the Future is huge! I’ve had many experiences, both socially and professionally, and really learned that testing is important!” – Ola Lium We got our car on the track three times, and two of the times we did not

get it over the finishing line before something went wrong, but we managed one very good round! Had we only had a little more time, we would have done good in the competition. But it did not matter – after we put everything we had of time, energy and knowledge into getting the car on the track, we finally ran out of time.


I FUEL FIGHTER I XX I

New year, new possibilities So in the end, we never got ten rounds with our car, and we never got to show how good we are. But anyway, we are incredibly grateful for the experiences we had in London and throughout the school year. We have been strengthened by the project, both professionally and personally! Next year there will be more of us who have experience, and we will work all year to test, improve and prepare for the Shell Eco-Marathon 2018! Why DNV GL sponsors the project DNV GL has sponsored this project for nine years, and we see a good match between the company’s vision and our values. In the project, the students are allowed to work in interdisciplinary teams, they develop new solutions and exhibit a great deal of innovation. They get to know exciting challenges which they will benefit from in their professional life, with competence building and a lot of professional interest.

TEKST FRA STUDENTENE SELV: Shell Eco-Marathon – Make the Future er en konkurranse som først og fremst handler om energieffektivitet! Målet er ikke å bygge en rask bil, eller å vinne noen fartskonkurranse. Vi er med for å skape en liten ultra-energieffektiv bil som kan brukes til bykjøring. Målet med hele konkurransen er å bruke minst mulig energi på kjøringen, og det er dette vi og 170 andre lag utvikler, bygger og konkurrerer i! Vi skaper noe for framtiden, og gjennom Shell Eco-Marathon blir vi langt mer rustet til å skape den framtiden vi ønsker! ”Jeg har måttet ta uavhengige valg uten ’sikkerhetsnettet’ med forelesere som kan fortelle meg hva som er rett og galt. Dette gjør at jeg er langt mer rustet til arbeidslivet enn jeg ville vært uten DNV GL Fuel Fighter!” – Veronika Næss 

DNV GL Fuel Fighter på tur Det å reise til London har vi alle sett fram til hele året! Vi visste ikke helt hva som ventet oss på andre siden av ’dammen’, spesielt med tanke på at ingen av oss hadde deltatt

i Shell Eco-Marathon før. Dette gjorde det mye vanskeligere for oss å vite hva vi kunne forvente, men det stoppet oss så klart ikke fra å se fram til oppholdet! ”Jeg har lært hvor nyttig det er med erfaringsoverføring fra folk som har vært med før!” – Jørgen Jackwitz Det var ikke bare konkurransen vi så fram til, men også det å møte de andre lagene fra hele Europa! Det var utrolig morsomt å komme til et telt med over 170 andre biler og se alle studentene som hadde gjort akkurat det samme som oss det siste året! Så vi pakket utstyret vi trengte i en bil som ble kjørt gjennom Europa, mens resten av oss fløy til London med en solid dose arbeidslyst og optimisme i bagasjen!

Teknisk inspeksjon Den tekniske inspeksjonen i Shell Eco-­ Marathon er ekstremt streng, og ingen kommer gjennom den uten at alt på bilen er perfekt! Dette gjorde at vi var utrolig nervøse for hvordan det kom til å gå i teknisk inspeksjon. Vi har bygd bilen vår på bare seks måneder, og det er knapt med tid for å få bygget en bil som holder den standarden som må til for å bli godkjent for å konkurrere i Shell Eco-Marathon. Denne inspeksjonen kom til å vise oss kvaliteten på alle timene med arbeid vi har lagt ned i å produsere bilen vår. Vi brukte to dager på å forbedre og fikse ting her og der, men til slutt ble bilen vår godkjent! Og ikke nok med det, det ble poengtert av flere av de tekniske inspektørene underveis at vi hadde en god bil, spesielt bremsene våre (av de beste de hadde sett!), og døren vår ble poengtert som svært bra og innovativ!

I møte med andre lag Hele uken møtte vi andre studenter som vi snakket med og utvekslet kunnskap og erfaringer med. Vi har delt vår kunnskap, utstyr og hjelp med de som trengte eller ønsket dette. Og vi har fått det samme tilbake, om det var lagene som delte sine deler med oss så vi kunne forbedre bilen vår, eller de lagene som vi delte vårt utstyr med, så er det utrolig hvor hjelpsomme alle har vært under konkurransen. Det gøyeste var å snakke med et lag som hadde brukt vår prototypebil som inspirasjon til sin prototype! Det har vært utrolig morsomt å se hvor mange studenter som også er engasjerte og opptatte av å utvikle miljøeffektive biler!

Kommer vi til startstreken? Teknisk inspeksjon ble godkjent til slutt, og da var det bare for oss å brette opp ermene og fortsette arbeidet for å klargjøre bilen for løpet. Problemer oppsto hver gang vi testet den på testbanen, og hver gang tok vi den tilbake til garasjen og fikset det som var galt. Dette er utfordringen med å ha en bil som er helt ny – gapet mellom teori og praksis er så utrolig stort, og det er kun ved å teste bilen man finner ut hva som ikke funker helt optimalt. Så uansett hvor bra vår bil var i teorien, så hadde den en del ’barnesykdommer’ under testing som vi måtte utbedre. Det hjalp sikkert heller ikke at vår bil ble påkjørt av et annet team under kjøring på testbanen. “Jeg kommer til å huske at Make the Future er enormt! Jeg har hatt mange opplevelser, både sosialt og faglig, og virkelig fått erfare at testing er viktig!” – Ola Lium Vi fikk bilen vår på banen tre ganger, og to av gangene fikk vi den ikke over målstreken før noe gikk galt, men én runde fikk vi kjørt og den runden var god! Hadde vi bare hatt litt mer tid, ville vi fått en god plassering i konkurransen. Men slik ble det ikke – etter å ha lagt alt vi kunne av tid, energi og kunnskap i å få bilen på banen, så var det tiden vi slapp opp for.

Nytt år, nye muligheter Så til slutt så fikk vi aldri kjørt ti runder med bilen vår, og vi fikk aldri vist hvor gode vi er. Men uansett er vi er utrolig takknemlige for opplevelsene vi hadde både i London og gjennom hele skoleåret. Vi har kommet styrket ut av prosjektet, både faglig og personlig! Til neste år kommer vi til å være flere som har vært med før, og vi kommer til å jobbe hele året med å teste, forbedre og forberede oss til Shell Eco-Marathon 2018!

Hvorfor DNV GL sponser prosjektet DNV GL har sponset dette prosjektet i ni år, og vi ser at det er en god match mellom selskapets visjon og våre verdier. I prosjektet får studentene jobbe i tverrfaglige team, de utvikler nye løsninger og utviser stor grad av innovasjon. De får kjenne på spennende utfordringer som de får god nytte av i arbeidslivet med kompetansebygging og mye faglig interesse. //

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I DNV GL XX I SUMMER PARTY I

DNV GL Summer party and opening of Veritas 3 Torsdag 8 juni arrangerte country chair Karin Monsen og hennes festkommittee sommerfest på Høvik, der mer enn 900 ansatte hadde meldt seg på. På agendaen stod «ta sjansen», kakekonkurranse, både viden kjente og lokale artister underholdt.

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Det var en veldig fin kveld der vi slapp unna regn og solen tittet frem. Det ble servert frisk frukt og deilig grillmat. Marion Raven skapte god stemning med både egne låter og cover-låter. På slutten av kvelden var stemningen stor i teltet når Vinni avsluttet sin konsert med «Sommerfuggel i vinterland». Alt i alt en meget vellykket og etterlengtet ettermiddag og kveld for mange.


I DNV GL SUMMER PARTY I XX I

‚ GOOD COMPANY: Norway’s Foreign Minister Børge Brende (at right) cut a ribbon, made a speech, and had some cake while chatting with the CEO of DNV GL, Remi Eriksen. GODT SELSKAP: Utenriksminister Børge Brende (t.h.) klippet bånd, holdt tale og spiste kake i passiar med konsernsjefen i DNV GL, Remi Eriksen.

DNV GL SUMMER PARTY OG ÅPNINGEN AV VERITAS 3 Torsdag 8 juni arrangerte country chair Karin Monsen og hennes festkommittee sommerfest på Høvik, der mer enn 900 ansatte hadde meldt seg på. På agendaen stod «ta sjansen», kakekonkurranse, både viden kjente og lokale artister underholdt.

Det var en veldig fin kveld der vi slapp unna regn og solen tittet frem. Det ble servert frisk frukt og deilig grillmat. Marion Raven skapte god stemning med både egne låter og cover-låter. På slutten av kvelden var stemningen stor i teltet når Vinni avsluttet sin konsert med «Sommerfuggel i vinterland». Alt i alt en meget vellykket og etterlengtet ettermiddag og kveld for mange.

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I DNVÂ GL XX I SUMMER PARTY I

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I DNV GL SUMMER PARTY I XX I

ƒ CELEBRITIES: Three former CEOs in Det Norske Veritas attended the opening party. From left: Sven B. Ullring (1985–2000), Egil Abrahamsen (1966–1985) and Miklos Konkoly-Thege (2002–2006) together with Country Chair of Norway Karin Monsen. CELEBERT: Tre tidligere konsernsjefer i Det Norske Veritas deltok på åpningsfesten. Fra venstre: Sven B. Ullring (1985–2000), Egil Abrahamsen (1966–1985) og Miklos Konkoly-Thege (2002–2006) sammen med Landssjefen i norge, Karin Monsen.

This is veritas 3

Dette er veritas 3

DNV GL’s new office building, the third in the Veritas park at Høvik. It hosts the company’s corporate management, staff and community services.

DNV GLs nye kontorbygg, det tredje i Veritasparken på Høvik, huser selskapets konsernledelse, stab og fellestjenester.

• 10,000 square metres with 470 office spaces, many small and large meeting rooms, a canteen and a conference hall with 270 seats. • Built to the environmental standard BREEAM Excellent and the energy class passive housing. • Designed for round-the-year cyclists with indoor parking for 50 bicycles, washing space for bicycles, wardrobes and shower. • Parking facilities with 200 seats, half of them with charging points. Everything is located underground, even the driveway through the existing parking facility.

• 10.000 kvm med 470 kontorarbeidsplasser, mange små og store møterom, kantine og konferansehall med 270 seter. • Bygget til miljøstandarden BREEAM Excellent og energiklassen passivhus. • Tilrettelagt for helårssyklister med innendørs parkering for 50 sykler, vaskeplass for sykler, garderober og dusj. • Parkeringsanlegg med 200 plasser, halvparten med ladepunkter. Alt er lagt under bakken, til og med innkjøringen som skjer via det eksisterende parkeringsanlegget.

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I DNV GL XX I BRAND I

Development of a brand Humans have been using symbols or emblems since the bronze age (about 4000 BC). In ancient Mesopotamia, carved or engraved cylinder seals in stone or other materials were used. These could be rolled along to create an impression on clay, which could be repeated indefinitely.

TEXT: ELLEN MARGRETHE PIHL KONSTAD

The original purpose of an emblem was to act as a common identifier; to authenticate a document or use as labels on consignments of trade goods. Over time, these symbols became standardised. When establishing itself as a classification society, it was important to have an easily recognisable brand or logo. Both GL and DNV used well known symbols in such development: the anchor, the balance and the caduceus. THE CADUCEUS The caduceus, also known as the herald’s wand, is the staff carried by

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Hermes in Greek mythology. It was also borne by heralds in general, for example by Iris, the messenger of Hera. It is a short staff entwined by two serpents, sometimes surmounted by wings. In Roman iconography, it was often depicted being carried in the left hand of Mercury, the messenger of the gods, guide of the dead and protector of merchants, shepherds, gamblers, liars, and thieves. Today, it is known as a symbol for medicine, in addition to being used by GL and Rina. THE BALANCE The oldest evidence for the existence of weighing scales dates to ca. 2400 BC in the Indus River valley (modern-day Pakistan). The balance symbol has developed into one of the traditional symbols of justice, as wielded by statues of Lady Justice. This corresponds to the

use in metaphor of matters being “held in the balance”. The original form consisted of a beam with a fulcrum at its centre. For highest accuracy, the fulcrum would consist of a sharp V-shaped pivot seated in a shallower V-shaped bearing. To determine the mass of the object, a combination of reference masses was hung on one end of the beam while the object of unknown mass was hung on the other end. For high precision work, such as empirical chemistry, the centre beam balance is still one of the most accurate technologies available, and is commonly used for calibrating test weights. Today, the balance is a known symbol of truth or blind justice. In addition to the DNV logo, you can also find it in the logo for the Indian Registry of Shipping. ’


I DNVÂ GL BRAND I XX I

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I DNV GL XX I BRAND I

THE ANCHOR An anchor frequently appears on the flags and coats of arms of institutions involved with the sea, both naval and commercial, as well as of port cities and coastal regions and provinces in various countries. There also exists in heraldry the ‘anchored cross’, or mariner’s cross, a stylized cross in the shape of an anchor. The symbol can be used to signify ‘fresh start’ or ‘hope’. The New Testament refers to the Christian’s hope as ‘an anchor of the soul’ (Hebrews 6:19). Some form of anchor is to be found in almost all class societies’ logo. THE OBJECT When DNV was founded back in 1864, it was organized like a kind of club where the different vessel assurance agencies could be members. After the foundation, new members needed to apply and be approved to be admitted. DNV continued to be organized as a club until the ‘tax case’ in the 1950s. The formal organization of DNV was unclear. We were not a governmental body; we were not an ordinary company – there was no owner who claimed return on an investment. The Norwegian Supreme Court ruled in 1955 that Det Norske Veritas had to be described as a semi-governmental institution promoting public interest. As a consequence, the organization of DNV was changed toward an independent foundation in the 1970s. As a foundation, you need an articulated purpose. This work was led by Egil Abrahamsen.

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The Protocol from the board meeting on 20 June 1977 states: ”§2 FORMÅL: Styret mener at formålsparagrafen bør være kort og konsis.” (“§2 Purpose: The board thinks that the mission statement should be short and to the point.”) The minutes from the Council meeting the same year states: “Vi vil sikre liv, verdier og miljø.” (“We will safeguard life, property and the environment.”) A VISION According to Jan Ketil Arnulf, professor at Norwegian Business School (BI), a good vision is recognized by five characteristics: 1. The vision must be ambitious, but at the same time express faith that the employees can make the vision a reality. 2. A good vision should seem inviting. The more invited, the better. 3. A good vision challenges the persistence. 4. A good vision expresses a high level of achievement combined with ideological and value-added harmonics. 5. The easier the vision is, the better. Under Sven Ullring, the objective was translated into English, and accompanied by a vision and values. The vision was “To be the leading independent, international provider of services for managing risk. The name of DNV will evoke an image of safety, quality and concern for the environment.” The values were divided into six categories:

• Customers • Communication • Rules and regulations • Safety, Health & the Environment • Leadership With Helge Midttun, the Vision and Values was revised: • The Vision was changed to: To be the Customer’s first Choice in everything we do. • The Values were cut down to six statements. Miklos Konkoly-Thege did not make any big changes, except in the layout of the Values: the words quality, integrity, customers, people, knowledge, profitable and living our values were highlighted. Managing risk also became part of the DNV GL brand. Henrik O. Madsen was the master mind in the merger with GL to become the world leading classification society with the same purpose: To safeguard life, property and the environment. Today, Remi Eriksen is leading the company through challenging times true to DNV GL’s vision and mission. The conclusion is that the proposition from 1977 must have been a good one. It has endured, and we can in 2017 celebrate 40 years with the emphasis on safeguarding life, property and the environment. // Source: Wikipedia, ISO – the blog historic archive


I VEFF MEMBERSHIP BENEFITS I XX I

Membership benefits on insurance YS-BENEFITS As a member of a YS federation, you will receive a member award on some of the best insurance policies in the market. On private non-life insurance you get • 16% member discount if you have 1-2 insurances • 20 % member discount if you have 3 or more insurances Gjensidige has offices throughout Norway. Visit Gjensidige.no and find your office or call 03100 to speak with an adviser. Remember to say you are a member of Parat, there is a lot to save.

YS «INNBO» (HOME FURNITURE) Over 90,000 members have already bought one of the best insurances in the market at a special price. ID theft protection is included in YS “Innbo” YS Innbo covers as well; • Broken mobile screen for the whole family • Remediation of molluscs and cockroaches • Bike up to 30.000 NOK Read more about all the member benefits you can get through Parat at Parat.com (only in Norwegian):

MEDLEMSFORDELER PÅ FORSIKRING YS-fordelene Som medlem i et YS-forbund får du medlemspris på noen av markedets beste forsikringer. På private skadeforsikringer får du • 16 % medlemsrabatt hvis du har 1–2 forsikringer • 20 % medlemsrabatt hvis du har 3 eller flere forsikringer Gjensidige har kontorer over hele Norge. Gå inn på Gjensidige.no og finn ditt kontor, eller ring 03100 for å snakke med en rådgiver. Husk å si at du er medlem i Parat, det er mye å spare.

YS Innbo Over 90 000 medlemmer har allerede kjøpt en av markedets beste innboforsikringer til spesialpris. ID-tyverisikring er inkludert i YS Innbo.

YS Innbo dekker i tillegg; • Knust mobilskjerm for hele familien • Sanering av veggedyr og kakerlakker • Sykkel opp til 30 000 kroner

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I VEFF MEMBERSHIP BENEFITS I

VEFF membership benefits Parats kjernevirksomhet er å gi medlemmer og tillitsvalgte bistand i arbeids­ forholdet. I tillegg kan du som medlem nyte godt av en rekke andre tilbud.

Gjensidige forsikring • Innbo • Dødsfallsforsikring • Familieulykkesforsikring

Bistand i arbeidsforholdet Parat bistår deg gjennom hele ditt yrkesaktive liv. Du kan være medlem selv om du bytter jobb eller om det skjer endringer på arbeidsgiversiden.

Gjensidige bank • Gode medlemspriser på boliglån • Det er enkelt å flytte lånet ditt • Refinansiering

Privatrettslig rådgivning Parat tilbyr begrenset privatrettslig rådgivning til sine medlemmer. Dette innebærer en times gratis konsultasjon med advokat pr år i saker som ikke berører arbeidsforholdet.

10 % rabatt i sikkerhetsbutikken.no YS medlemskort med MasterCard • Kredittgrense på inntil kr 75.000 • Gratis reise- og avbestillingsforsikring • Gebyrfri nettbank • Ingen årsavgift • Tilbud og rabatter

Utdanningsstipend Parats utdanningsstipend er et økonomisk tilskudd til medlemmer som tar etter- og videreutdanning. Parat­butikken med profilerings­ og gaveartikler I Parat-butikken kan du bestille profileringsartikler og anerkjente merkevarer til fornuftige priser.

Bensinkort • 50 øre pr liter i drivstoffrabatt hos Esso • 20 % rabatt på bilvask, • Ingen årsavgift eller gebyr ved kjøp • Valgfri PIN-kode

Medlemsblad Alle Parat-medlemmer får medlemsblad tilsendt i posten.

SAS EuroBonus Classic American Express® Card • Kr 90,- i årsavgift • 1 000 EuroBonus Ekstrapoeng ved kontoopprettelse • 10 EuroBonus Ekstrapoeng per kr 100 brukt med kortet • Reiseforsikring

Compendia ­ lovsamling og elektronisk oppslagsverk Raskeste og enkleste vei til de riktige svarene, privat og i arbeid. Lett forståelig språk

Strøm YS tilbyr medlemmene «grønn» strøm gjennom sin spotavtale med Gudbrandsdal Energi

Folkeuniversitetet 10 % avslag på kurs, begrenset oppad til 1 500 kroner.

www.parat.com

DFDS Seaways • Gunstige priser på kurs og konferanser. • Rabatt på reiser Color Line 10 % rabatt på grunnprisen for en 3-stjerner innvendig lugar for avreise 2016. Rabatten gjelder på 2-døgns cruise alle dager hele året.

Leiebil 20 % rabatt på stasjonspris. Ring Avis reservasjonskontor på tlf. 815 33 044. Husk å oppgi YS sitt AWD nr. X199101 Overnatting 20 % weekendrabatt på Nordic Choice Hotels Norge. 10 % weekendrabatt i Sverige, Danmark og Baltikum. Overnatting Kr 150 i rabatt pr rom pr døgn på weekendpris hos Scandic. Ønsker du å bestille på telefon må kode D000035139 oppgis. Overnatting Weekendpris på kr 875 for dobbeltrom pr natt ved ledig kapasitet hos Thon Hotels. For å få denne rabatten må det bestilles på nett.

www.parat.com/fordeler www.parat.com

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I VEFF I

About VEFF VEFF was established more than 37 years ago. We are an employee organisation only for employees in DNV GL, with almost 1000 members in Norway. • VEFF offers membership to colleagues in all groups in DNV GL – also management.We work for a nondiscriminatory 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 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 in challenging times. • The chairperson in VEFF is the chairperson in GEF (Global Employee Forum).

OM VEFF VEFF ble etablert for over 37 år siden. Vi er en fagforening kun for arbeidstakere i DNV GL, og vi har nesten 1000 medlemmer i Norge.

VEFFs medlemsfordeler • 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 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 leder i GEF (Global Employee Forum).

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

Visit VEFF.no 51


VEFF © VEFF 06-2017. Front cover photo: Nina Ivarsen. Editor: Nina Ivarsen. Design and layout: 07 Media 1706-007

© Vetle Daler

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

VEFF 1-2017  

Magazine for members of VEFF

VEFF 1-2017  

Magazine for members of VEFF

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